MBA全套教材-服务场英文原版课件

MBA全套教材--服务市场（英文原版）MBA全套教材--服务市场（英文原版）1MBA全套教材--服务场英文原版课件2Anoteonthe

PowerPointSlides...ThesePowerPointslidescontainselectedexhibits,figuresandtablesfromthechaptersaswellasobjectivesforthechapters.Formanychapters,weincludeextralectureslidesandin-classexercisesthatwehavecompiledandusedinourclasses.Thelectureslidesarenotintendedtoprovidefulloutlinesorcompletelecturesforthechapters,butrathermaybeusedselectivelytoenhanceclasssessions.Anoteonthe

PowerPointSlid3ObjectivesforChapter1:

IntroductiontoServicesExplainwhatservicesareandidentifyservicetrendsExplaintheneedforspecialservicesmarketingconceptsandpracticesOutlinethebasicdifferencesbetweengoodsandservicesandtheresultingchallengesforservicebusinessesIntroducetheservicemarketingtriangleIntroducetheexpandedservicesmarketingmixIntroducethegapsmodelofservicequalityObjectivesforChapter1:

Intr4ChallengesforServicesDefiningandimprovingqualityCommunicatingandtestingnewservicesCommunicatingandmaintainingaconsistentimageMotivatingandsustainingemployeecommitmentCoordinatingmarketing,operationsandhumanresourceeffortsSettingpricesStandardizationversuspersonalizationChallengesforServicesDefinin5ExamplesofServiceIndustriesHealthCarehospital,medicalpractice,dentistry,eyecareProfessionalServicesaccounting,legal,architecturalFinancialServicesbanking,investmentadvising,insuranceHospitalityrestaurant,hotel/motel,bed&breakfast,skiresort,raftingTravelairlines,travelagencies,themeparkOthers:hairstyling,pestcontrol,plumbing,lawnmaintenance,counselingservices,healthclubExamplesofServiceIndustries6Figure1-1

TangibilitySpectrumTangibleDominantIntangibleDominantSaltSoftDrinksDetergentsAutomobilesCosmeticsAdvertisingAgenciesAirlinesInvestmentManagementConsultingTeachingFast-foodOutletsFast-foodOutlets

Figure1-1

TangibilitySpectru7Figure1-2PercentofU.S.LaborForcebyIndustry01020304050607080192919481969197719841996PercentofGDPSource:SurveyofCurrentBusiness,April1998,TableB.8,July1988,Table6.6B,andJuly1992,Table6.4C;EliGinzbergandGeorgeJ.Vojta,“TheServiceSectoroftheU.S.Economy,”ScientificAmerican,244,3(1981):31-39.Year

ServicesManufacturingMining&AgricultureFigure1-2010203040506070801801020304050607080194819591967197719871996Figure1-3PercentofU.S.GrossDomesticProductbyIndustryPercentofGDPYearSource:SurveyofCurrentBusiness,August1996,Table11,April1998,TableB.3;EliGinzbergandGeorgeJ.Vojta,“TheServiceSectoroftheU.S.Economy,”ScientificAmerican,244,3(1981):31-39.

ServicesManufacturingMining&Agriculture0102030405060708019481959196719DifferencesBetween

GoodsandServicesIntangibilityPerishabilitySimultaneousProductionandConsumptionHeterogeneityDifferencesBetween

Goodsand10ImplicationsofIntangibilityServicescannotbeinventoriedServicescannotbepatentedServicescannotbereadilydisplayedorcommunicatedPricingisdifficultImplicationsofIntangibilityS11ImplicationsofHeterogeneityServicedeliveryandcustomersatisfactiondependonemployeeactionsServicequalitydependsonmanyuncontrollablefactorsThereisnosureknowledgethattheservicedeliveredmatcheswhatwasplannedandpromotedImplicationsofHeterogeneityS12ImplicationsofSimultaneousProductionandConsumptionCustomersparticipateinandaffectthetransactionCustomersaffecteachotherEmployeesaffecttheserviceoutcomeDecentralizationmaybeessentialMassproductionisdifficultImplicationsofSimultaneousP13ImplicationsofPerishabilityItisdifficulttosynchronizesupplyanddemandwithservicesServicescannotbereturnedorresoldImplicationsofPerishabilityI14Table1-2

ServicesareDifferentSource:AdaptedfromValarieA.Zeithaml,A.Parasuraman,andLeonardL.Berry,“ProblemsandStrategiesinServicesMarketing,”JournalofMarketing49(Spring1985):33-46.Table1-2

ServicesareDiffer15Figure1-5

TheServicesMarketingTriangleInternalMarketingInteractiveMarketingExternalMarketingCompany(Management)CustomersEmployees“enablingthepromise”“deliveringthepromise”“settingthepromise”

Source:AdaptedfromMaryJoBitner,ChristianGronroos,andPhilipKotlerFigure1-5

TheServicesMarket16ServicesMarketingTriangleApplicationsExerciseFocusonaserviceorganization.Inthecontextyouarefocusingon,whooccupieseachofthethreepointsofthetriangle?Howiseachtypeofmarketingbeingcarriedoutcurrently?Arethethreesidesofthetrianglewellaligned?Aretherespecificchallengesorbarriersinanyofthethreeareas?ServicesMarketingTriangleAp17WaystoUsethe

ServicesMarketingTriangleOverallStrategicAssessmentHowistheserviceorganizationdoingonallthreesidesofthetriangle?Wherearetheweaknesses?Whatarethestrengths?SpecificServiceImplementationWhatisbeingpromotedandbywhom?Howwillitbedeliveredandbywhom?Arethesupportingsystemsinplacetodeliverthepromisedservice?WaystoUsethe

ServicesMark18Source:AdaptedfromA.ParasuramanCompanyCustomersProvidersTechnologyFigure1-6TheServicesTriangleandTechnologySource:AdaptedfromA.Paras19ServicesMarketingMix:

7PsforServicesTraditionalMarketingMixExpandedMixforServices:7PsBuildingCustomerRelationshipsThroughPeople,Processes,andPhysicalEvidenceWaystoUsethe7PsServicesMarketingMix:

7Psf20TraditionalMarketingMix

Allelementswithinthecontrolofthefirmthatcommunicatethefirm’scapabilitiesandimagetocustomersorthatinfluencecustomersatisfactionwiththefirm’sproductandservices:ProductPricePlacePromotionTraditionalMarketingMix All21ExpandedMixforServices--

the7PsProductPricePlacePromotionPeopleProcessPhysicalEvidenceExpandedMixforServices--

t22Table1-3

ExpandedMarketingMixforServicesTable1-3

ExpandedMarketingM23Table1-3(Continued)

ExpandedMarketingMixforServicesTable1-3(Continued)

Expanded24WaystoUsethe7PsOverallStrategicAssessmentHoweffectiveisafirm’sservicesmarketingmix?Isthemixwell-alignedwithoverallvisionandstrategy?Whatarethestrengthsandweaknessesintermsofthe7Ps?SpecificServiceImplementationWhoisthecustomer?Whatistheservice?Howeffectivelydoestheservicesmarketingmixforaservicecommunicateitsbenefitsandquality?Whatchanges/improvementsareneeded?WaystoUsethe7PsOverallSt25SMPart1

FOCUSONTHECUSTOMERSMFOCUSONTHECUSTOMER26PerceivedServiceExpectedServiceCUSTOMERCOMPANYCustomerGapGAP1GAP2GapsModelofServiceQualityGAP3ExternalCommunicationstoCustomersGAP4ServiceDeliveryCustomer-DrivenServiceDesignsandStandardsCompanyPerceptionsofConsumerExpectationsPart1OpenerPerceivedExpectedServiceCUSTO27GapsModelofServiceQualityCustomerGap:differencebetweenexpectationsandperceptionsProviderGap1:notknowingwhatcustomersexpectProviderGap2:nothavingtherightservicedesignsandstandardsProviderGap3:notdeliveringtoservicestandardsProviderGap4:notmatchingperformancetopromisesPart1OpenerGapsModelofServiceQualityC28TheCustomerGapExpectedServicePerceivedServiceGAPPart1OpenerTheCustomerGapExpectedPercei29SMChapter2CONSUMERBEHAVIORINSERVICESSMChapter2CONSUMERBEHAVIORI30ObjectivesforChapter2:

ConsumerBehaviorinServices

OverviewthegenericdifferencesinconsumerbehaviorbetweenservicesandgoodsIntroducetheaspectsofconsumerbehaviorthatamarketermustunderstandinfivecategoriesofconsumerbehavior:InformationsearchEvaluationofservicealternativesServicepurchaseandconsumptionPostpurchaseevaluationRoleofcultureObjectivesforChapter2:

Cons31ConsumerEvaluation

ProcessesforServicesSearchQualitiesattributesaconsumercandeterminepriortopurchaseofaproductExperienceQualitiesattributesaconsumercandetermineafterpurchase(orduringconsumption)ofaproductCredenceQualitiescharacteristicsthatmaybeimpossibletoevaluateevenafterpurchaseandconsumptionConsumerEvaluation

Processes32Figure2-1

ContinuumofEvaluationforDifferentTypesofProductsClothingJewelryFurnitureHousesAutomobilesRestaurantmealsVacationsHaircutsChildcareTelevisionrepairLegalservicesRootcanalsAutorepairMedicaldiagnosisDifficulttoevaluateEasytoevaluate{HighinsearchqualitiesHighinexperiencequalitiesHighincredencequalities{{MostGoodsMostServicesFigure2-1

ContinuumofEvalua33Figure2-2

CategoriesinConsumer

Decision-MakingandEvaluationofServicesInformationSearchEvaluationofAlternativesPurchaseandConsumptionPost-PurchaseEvaluation

Useofpersonalsources

Perceivedrisk

Evokedset

Emotionandmood

Serviceprovisionasdrama

Servicerolesandscripts

Compatibilityofcustomers

Attributionofdissatisfaction

Innovationdiffusion

BrandloyaltyFigure2-2

CategoriesinConsu34Figure2-3

CategoriesinConsumerDecision-MakingandEvaluationofServicesInformationSearchEvaluationofAlternativesPurchaseandConsumptionPost-PurchaseEvaluation

Useofpersonalsources

Perceivedrisk

Evokedset

Emotionandmood

Serviceprovisionasdrama

Servicerolesandscripts

Compatibilityofcustomers

Attributionofdissatisfaction

Innovationdiffusion

BrandloyaltyCulture

ValuesandattitudesMannersandcustomsMaterialcultureAestheticsEducationalandsocial institutionsFigure2-3

CategoriesinCons35GlobalFeature:

DifferencesintheServiceExperienceintheU.S.andJapan

AuthenticityCaringControlCourtesyFormalityFriendlinessPersonalizationPromptnessGlobalFeature:

Differencesin36SMChapter3CUSTOMEREXPECTATIONSOFSERVICESSMCUSTOMEREXPECTATIONSOFSER37ObjectivesforChapter3:

CustomerExpectationsofService

RecognizethatcustomersholddifferenttypesofexpectationsforserviceperformanceDiscusscontrollableanduncontrollablesourcesofcustomerexpectationsDistinguishbetweencustomers’globalexpectationsoftheirrelationshipsandtheirexpectationsoftheserviceencounterAcknowledgethatexpectationsaresimilarformanydifferenttypesofcustomersDelineatethemostimportantcurrentissuessurroundingcustomerexpectationsObjectivesforChapter3:

Cust38Figure3-1DualCustomerExpectationLevelsAdequateServiceDesiredServiceZoneofToleranceFigure3-1AdequateServiceDesi39Figure3-2TheZoneofTolerance

AdequateServiceDesiredServiceZoneofToleranceFigure3-2AdequateServiceDesi40Figure3-3ZonesofToleranceforDifferentServiceDimensions

MostImportantFactorsLeastImportantFactorsLevelofExpectationSource:Berry,Parasuraman,andZeithaml(1993)AdequateServiceDesiredServiceZoneofToleranceDesiredServiceAdequateServiceZoneofToleranceDesiredServiceAdequateServiceFigure3-3MostImportantFacto41Figure3-4

ZonesofToleranceforFirst-TimeandRecoveryService

First-TimeServiceOutcomeProcessOutcomeProcessRecoveryServiceExpectationsLOWHIGHSource:Parasuraman,BerryandZeithaml(1991)Figure3-4First-TimeServiceOu42Figure3-5FactorsthatInfluenceDesiredServiceDesiredServiceAdequateServiceZoneofToleranceEnduringServiceIntensifiersPersonalNeedsFigure3-5DesiredAdequateZone43Figure3-6FactorsthatInfluenceAdequateServiceDesiredServiceAdequateServiceZoneofToleranceSelf-PerceivedServiceRoleSituationalFactorsPerceivedServiceAlternativesTransitoryServiceIntensifiersFigure3-6DesiredAdequateZone44Figure3-7FactorsthatInfluenceDesiredandPredictedServiceDesiredServiceAdequateServiceZoneofTolerancePredictedServiceExplicitServicePromisesImplicitServicePromisesWord-of-MouthPastExperienceFigure3-7DesiredAdequateZone45SMChapter4CUSTOMERPERCEPTIONSOFSERVICESMCUSTOMERPERCEPTIONSOFSERV46ObjectivesforChapter4:

CustomerPerceptionsofService

ProvideyouwithdefinitionsandunderstandingofcustomersatisfactionandservicequalityShowthatserviceencountersorthe“momentsoftruth”arethebuildingblocksofcustomerperceptionsHighlightstrategiesformanagingcustomerperceptionsofserviceObjectivesforChapter4:

Cust47Figure4-1

CustomerPerceptionsof

ServiceQualityand

CustomerSatisfaction

ServiceQualityReliabilityResponsivenessAssuranceEmpathyTangiblesProductQualityPricePersonalFactorsCustomerSatisfactionSituationalFactorsFigure4-1

CustomerPerception48FactorsInfluencing

CustomerSatisfactionProduct/servicequalityProduct/serviceattributesorfeaturesConsumerEmotionsAttributionsforproduct/servicesuccessorfailureEquityorfairnessevaluationsFactorsInfluencing

Customer49Outcomesof

CustomerSatisfactionIncreasedcustomerretentionPositiveword-of-mouthcommunicationsIncreasedrevenuesOutcomesof

CustomerSatisfac50Figure4-3

RelationshipbetweenCustomerSatisfactionandLoyaltyinCompetitiveIndustriesSource:JamesL.Heskett,W.EarlSasser,Jr.,andLeonardA.Schlesinger,TheServiceProfitChain,(NewYork,NY:TheFreePress,1997),p.83.Figure4-3

Relationshipbetwe51ServiceQualityThecustomer’sjudgmentofoverallexcellenceoftheserviceprovidedinrelationtothequalitythatwasexpected.Processandoutcomequalityarebothimportant.ServiceQualityThecustomer’s52TheFiveDimensionsof

ServiceQuality

Abilitytoperformthepromisedservicedependablyandaccurately. Knowledgeandcourtesyofemployeesandtheirabilitytoconveytrustandconfidence. Physicalfacilities,equipment,andappearanceofpersonnel.Caring,individualizedattentionthefirmprovidesitscustomers.Willingnesstohelpcustomersandprovidepromptservice.TangiblesReliabilityResponsivenessAssuranceEmpathyTheFiveDimensionsof

Servic53Exerciseto

IdentifyServiceAttributesIngroupsoffive,chooseaservicesindustryandspend10minutesbrainstormingspecificrequirementsofcustomersineachofthefiveservicequalitydimensions.Becertaintherequirementsreflectthecustomer’spointofview.Reliability:Assurance:Tangibles:Empathy:Responsiveness:Exerciseto

IdentifyService54SERVQUALAttributesProvidingserviceaspromisedDependabilityinhandlingcustomers’serviceproblemsPerformingservicesrightthefirsttimeProvidingservicesatthepromisedtimeMaintainingerror-freerecordsKeepingcustomersinformedastowhenserviceswillbeperformedPromptservicetocustomersWillingnesstohelpcustomersReadinesstorespondtocustomers’requestsRELIABILITYRESPONSIVENESSEmployeeswhoinstillconfidenceincustomersMakingcustomersfeelsafeintheirtransactionsEmployeeswhoareconsistentlycourteousEmployeeswhohavetheknowledgetoanswercustomerquestionsASSURANCEGivingcustomersindividualattentionEmployeeswhodealwithcustomersinacaringfashionHavingthecustomer’sbestinterestatheartEmployeeswhounderstandtheneedsoftheircustomersConvenientbusinesshoursEMPATHYModernequipmentVisuallyappealingfacilitiesEmployeeswhohaveaneat,professionalappearanceVisuallyappealingmaterialsassociatedwiththeserviceTANGIBLESSERVQUALAttributesProvidings55TheServiceEncounteristhe“momentoftruth”occursanytimethecustomerinteractswiththefirmcanpotentiallybecriticalindeterminingcustomersatisfactionandloyaltytypesofencounters:remoteencountersphoneencountersface-to-faceencountersisanopportunityto:buildtrustreinforcequalitybuildbrandidentityincreaseloyaltyTheServiceEncounteristhe“m56Check-InRequestWake-UpCallCheckoutBellboyTakestoRoomRestaurantMealFigure4-4

AServiceEncounter

CascadeforaHotelVisitCheck-InRequestWake-UpCallCh57SalesCallOrderingSuppliesBillingDeliveryandInstallationServicingFigure4-5AServiceEncounter

CascadeforanIndustrialPurchaseSalesCallOrderingSuppliesBil58CriticalServiceEncountersResearchGOAL-understandingactualeventsandbehaviorsthatcausecustomerdis/satisfactioninserviceencountersMETHOD-CriticalIncidentTechniqueDATA-storiesfromcustomersandemployeesOUTPUT-identificationofthemesunderlyingsatisfactionanddissatisfactionwithserviceencountersCriticalServiceEncountersRe59SampleQuestionsforCriticalIncidentsTechniqueStudyThinkofatimewhen,asacustomer,youhadaparticularlysatisfying(dissatisfying)interactionwithanemployeeof

.Whendidtheincidenthappen?Whatspecificcircumstancesleduptothissituation?Exactlywhatwassaidanddone?Whatresultedthatmadeyoufeeltheinteractionwassatisfying(dissatisfying)?SampleQuestionsforCritical60CommonThemesinCritical

ServiceEncountersResearchRecovery:Adaptability:Spontaneity:Coping:EmployeeResponsetoServiceDeliverySystemFailureEmployeeResponsetoCustomerNeedsandRequestsEmployeeResponsetoProblemCustomersUnpromptedandUnsolicitedEmployeeActionsandAttitudesCommonThemesinCritical

Serv61RecoveryAcknowledgeproblemExplaincausesApologizeCompensate/upgradeLayoutoptionsTakeresponsibilityIgnorecustomerBlamecustomerLeavecustomertofendforhim/herselfDowngradeActasifnothingiswrongDO

DON’TRecoveryAcknowledgeproblemIgn62AdaptabilityRecognizetheseriousnessoftheneedAcknowledgeAnticipateAttempttoaccommodateExplainrules/policiesTakeresponsibilityExertefforttoaccommodatePromise,thenfailtofollowthroughIgnoreShowunwillingnesstotryEmbarrassthecustomerLaughatthecustomerAvoidresponsibilityDO

DON’TAdaptabilityRecognizetheseri63SpontaneityTaketimeBeattentiveAnticipateneedsListenProvideinformation(evenifnotasked)TreatcustomersfairlyShowempathyAcknowledgebynameExhibitimpatienceIgnoreYell/laugh/swearStealfromorcheatacustomerDiscriminateTreatimpersonallyDO

DON’TSpontaneityTaketimeExhibitim64CopingListenTrytoaccommodateExplainLetgoofthecustomerTakecustomer’sdissatisfactionpersonallyLetcustomer’sdissatisfactionaffectothersDO

DON’TCopingListenTakecustomer’sdi65Figure4-6

EvidenceofServicefromthe

Customer’sPointofViewPeopleProcessPhysicalEvidence

ContactemployeesCustomerhim/herselfOthercustomers

OperationalflowofactivitiesStepsinprocessFlexibilityvs.standardTechnologyvs.human

TangiblecommunicationServicescapeGuaranteesTechnologyFigure4-6

EvidenceofServic66SMPart2LISTENINGTOCUSTOMERREQUIREMENTSSMLISTENINGTOCUSTOMERREQUIR67ProviderGAP1CompanyPerceptionsofConsumerExpectationsExpectedServiceCUSTOMERCOMPANYGAP1Part2OpenerProviderGAP1CompanyPercepti68SMChapter5UNDERSTANDINGCUSTOMEREXPECTATIONSANDPERCEPTIONSTHROUGHMARKETINGRESEARCHSMUNDERSTANDINGCUSTOMEREXPEC69ObjectivesforChapter5:

UnderstandingCustomerExpectations

andPerceptionsthrough

MarketingResearch

PresentthetypesofandguidelinesformarketingresearchinservicesShowthewaysthatmarketingresearchinformationcanandshouldbeusedforservicesDescribethestrategiesbywhichcompaniescanfacilitateinteractionandcommunicationbetweenmanagementandcustomersPresentwaysthatcompaniescananddofacilitateinteractionbetweencontactpeopleandmanagementObjectivesforChapter5:

Unde70CommonResearchObjectives

forServices ToidentifydissatisfiedcustomersTodiscovercustomerrequirementsorexpectationsTomonitorandtrackserviceperformanceToassessoverallcompanyperformancecomparedtocompetitionToassessgapsbetweencustomerexpectationsandperceptionsTogaugeeffectivenessofchangesinserviceToappraiseserviceperformanceofindividualsandteamsforrewardsTodetermineexpectationsforanewserviceTomonitorchangingexpectationsinanindustryToforecastfutureexpectationsCommonResearchObjectives

fo71Figure5-1

CriteriaforAnEffectiveServicesResearchProgramResearchObjectivesIncludesQualitativeResearchIncludesQuantitativeResearchIncludesPerceptionsandExpectationsofCustomersIncludesMeasuresofLoyaltyorBehavioralIntentionsBalancesCostandValueofInformationIncludesStatisticalValidityWhenNecessaryMeasuresPrioritiesorImportanceOccurswithAppropriateFrequencyFigure5-1

CriteriaforAnEff72PortfolioofServicesResearchCustomerComplaintSolicitation“Relationship”SurveysPost-TransactionSurveysCustomerFocusGroups“MysteryShopping”ofServiceProvidersEmployeeSurveysLostCustomerResearchIdentifydissatisfiedcustomerstoattemptrecovery;identifymostcommoncategoriesofservicefailureforremedialactionObtaincustomerfeedbackwhileserviceexperienceisstillfresh;actonfeedbackquicklyifnegativepatternsdevelopUseasinputforquantitativesurveys;provideaforumforcustomerstosuggestservice-improvementideasAssesscompany’sserviceperformancecomparedtocompetitors;identifyservice-improvementpriorities;trackserviceimprovementovertimeMeasureindividualemployeeservicebehaviorsforuseincoaching,training,performanceevaluation,recognitionandrewards;identifysystemicstrengthsandweaknessesinserviceMeasureinternalservicequality;identifyemployee-perceivedobstaclestoimproveservice;trackemployeemoraleandattitudesDeterminethereasonswhycustomersdefectResearchObjectiveTypeofResearchFutureExpectationsResearchToforecastfutureexpectationsofcustomersTodevelopandtestnewserviceideasPortfolioofServicesResearch73StagesintheResearchProcessStage1:DefineProblemStage2:DevelopMeasurementStrategyStage3:ImplementResearchProgramStage4:CollectandTabulateDataStage5:InterpretandAnalyzeFindingsStage6:ReportFindingsStagesintheResearchProcess74Figure5-5ServiceQualityPerceptionsRelativetoZonesofTolerancebyDimensionsRetailChain

9876543210ReliabilityResponsivenessAssuranceEmpathyTangiblesOOOOZoneofToleranceS.Q.PerceptionOOFigure5-5RetailChain9Reliab75ServiceQualityPerceptionsRelativetoZonesofTolerancebyDimensionsComputerManufacturer1086420ReliabilityResponsivenessAssuranceEmpathyTangiblesOOOOOZoneofToleranceS.Q.PerceptionOServiceQualityPerceptionsCo76Figure5-6

Importance/PerformanceMatrixHIGHHIGHLOWPerformanceImportance

AttributestoImproveAttributestoMaintainHighLeverageAttributestoDe-emphasizeAttributestoMaintainLowLeverageFigure5-6

Importance/Perform77SMChapter6BUILDINGCUSTOMERRELATIONSHIPSSMBUILDING78ObjectivesforChapter6:

BuildingCustomerRelationships

Explainrelationshipmarketing,itsgoals,andthebenefitsoflong-termrelationshipsforfirmsandcustomersExplainwhyandhowtoestimatecustomerlifetimevalueSpecifythefoundationsforsuccessfulrelationshipmarketing--qualitycoreservicesandcarefulmarketsegmentationProvideyouwithexamplesofsuccessfulcustomerretentionstrategiesIntroducetheideathat“thecustomerisn’talwaysright”ObjectivesforChapter6:

Buil79RelationshipMarketingisaphilosophyofdoingbusinessthatfocusesonkeepingandimprovingcurrentcustomersdoesnotnecessarilyemphasizeacquiringnewcustomersisusuallycheaper(forthefirm)--tokeepacurrentcustomercostslessthantoattractanewonegoal=tobuildandmaintainabaseofcommittedcustomerswhoareprofitablefortheorganizationthus,thefocusisontheattraction,retention,andenhancementofcustomerrelationshipsRelationshipMarketingisaphi80LifetimeValueofaCustomerAssumptionsIncomeExpectedCustomerLifetimeAverageRevenue(month/year)OtherCustomersconvincedviaWOMEmployeeLoyalty??ExpensesCostsofServingCustomerIncrease??LifetimeValueofaCustomerAs81ALoyalCustomerisOneWho...ShowsBehavioralCommitmentbuysfromonlyonesupplier,eventhoughotheroptionsexistincreasinglybuysmoreandmorefromaparticularsupplierprovidesconstructivefeedback/suggestionsExhibitsPsychologicalCommitmentwouldn’tconsiderterminatingtherelationship--psychologicalcommitmenthasapositiveattitudeaboutthesuppliersaysgoodthingsaboutthesupplierALoyalCustomerisOneWho...82CustomerLoyaltyExerciseThinkofaserviceprovideryouareloyalto.Whatdoyoudo(yourbehaviors,actions,feelings)thatindicatesyouareloyal?Whyareyouloyaltothisprovider?CustomerLoyaltyExerciseThink83BenefitstotheOrganizationofCustomerLoyaltyloyalcustomerstendtospendmorewiththeorganizationovertimeonaveragecostsofrelationshipmaintenancearelowerthannewcustomercostsemployeeretentionismorelikelywithastablecustomerbaselifetimevalueofacustomercanbeveryhighBenefitstotheOrganizationo84BenefitstotheCustomerinherentbenefitsingettinggoodvalueeconomic,social,andcontinuitybenefitscontributiontosenseofwell-beingandqualityoflifeandotherpsychologicalbenefitsavoidanceofchangesimplifieddecisionmakingsocialsupportandfriendshipsspecialdealsBenefitstotheCustomerinhere85“TheCustomerIsn’tAlwaysRight”Notallcustomersaregoodrelationshipcustomers:wrongsegmentnotprofitableinthelongtermdifficultcustomers“TheCustomerIsn’tAlwaysRig86StrategiesforBuildingRelationshipsFoundations:ExcellentQuality/ValueCarefulSegmentationBondingStrategies:FinancialBondsSocial&PsychologicalBondsStructuralBondsCustomizationBondsRelationshipStrategiesWheelStrategiesforBuildingRelati87GettingSatisfyingRetainingEnhancingFigure6-1

CustomerGoalsof

RelationshipMarketingGettingSatisfyingRetainingEnha88Figure6-3

UnderlyingLogicofCustomerRetentionBenefitstotheOrganizationCustomerRetention&IncreasedProfitsEmployeeLoyaltyQualityServiceCustomerSatisfactionFigure6-3

UnderlyingLogicof