服务营销课件

效劳营销课件Chapter1:WhyStudyServices?(1)为什么研究效劳业Servicesdominateeconomyinmostnations效劳业再大多数国家的经济中占有支配地位Understandingservicesoffersyoupersonalcompetitiveadvantages理解效劳业能提供个人的竞争优势Importanceofservicesectorineconomyisgrowingrapidly:效劳部门的重要性在经济中越来越明显Servicesaccountformorethan60percentofGDPworldwide效劳业占全世界GDP的比重估计超过60%Almostalleconomieshaveasubstantialservicesector几乎所有的经济体都有大量的效劳部门Mostnewemploymentisprovidedbyservices效劳业提供更多新的就业时机Strongestgrowthareaformarketing营销中有很大的开展空间NAICS:ANewWaytoClassifyandAnalyzetheServiceEconomy(RI1.1)一种新的方法分类和分析效劳经济NAICS—NorthAmericanIndustryClassificationSystem—nowusedtocompileandrecordeconomicdatabynationalstatisticalagenciesoftheU.S.,Canada,Mexico美国、加拿大、墨西哥的国家统计局常常汇编和记录经济数据NewclassificationsystemreplacesoldSICcodesinU.S.Captureshugearrayofnewserviceindustries,eachwithitsownNAICScode新的效劳业有很庞大的排列码，每一个都拥有自己的NAICS代码NAPCS—NorthAmericanProductClassificationSystem—assignscodestothousandsofserviceproducts对数以千计的效劳产品分配代码Particularlyusefulforlookingatrentedgoodsservices特别有效地把它看作是租赁产品和效劳U.S.andCanadiandataeasilyaccessibleontheWeb;informationincludesnumberofestablishmentsandEmployment网上美国和加拿大的数据很容易得到公司和职业的信息也可得到。SomeNewerServiceIndustriesProfiledbyNAICSCodesButNotSIC一些较新的效劳行业CasinoHotels娱乐酒店ContinuingCareRetirementCommunitiesDiagnosticImagingCentersDietandWeightReducingCentersEnvironmentalConsultingGolfCourses,CountryClubsHazardousWasteCollectionHMOMedicalCenters保健医疗中心组织IndustrialDesignServices产业设计效劳InvestmentBankingandSecuritiesDealing银行和证券投资交易ManagementConsultingServices管理咨询公司SatelliteTelecommunications卫星通讯TelemarketingBureaus销售单位TemporaryHelpServicesWhyStudyServices?(2)MostnewjobsaregeneratedbyservicesFastestgrowthexpectedinknowledge-basedindustries以知识为根底快速增长Significanttrainingandeducationalqualificationsrequired,butemployeeswillbemorehighlycompensated受过培训和教育程度高的雇员报酬高Willservicejobslosttolower-costcountries?Yes,someservicejobscanbeexportedChangingStructureofEmploymentasEconomicDevelopmentEvolves随着经济开展，就业结构在不断改变效劳业的比例不断增大效劳业的比例不断增大影响效劳经济的因素TransformationoftheServiceEconomy效劳经济的驱动因素GovernmentPolicies——Changesinregulations有规那么改变政府政策Privatization私有化Newrulestoprotectcustomers,employees,andtheenvironment保护顾客、雇员环境的新的规那么Newagreementontradeinservice再效劳贸易中新的协议SocialChanges————Risingconsumerexpectations提高消费者期望值社会变迁Moreaffluence更富裕Morepeopleshortoftime更多人空余时间少Increaseddesireforbuyingexperiencesversusthings根据购置经验，顾客对不同东西有更高要求Risingconsumerownershipofhightechequipment提高消费者购置高新科技设备所有权Easieraccesstoinformation更容易使用信息Immigration一体化Growingbutagingpopulation不断增长的人口老龄化BusinessTrends————Pushtoincreaseshareholdervalue推动股东价值的增长商业趋势Emphasisonproductivityandcostsavings重点在生产力和本钱的节约Manufacturersaddvaluethroughserviceandsellservices制造业通过买卖效劳增加价值Morestrategicalliancesandoutsourcing更多战略联盟和外购Focusonqualityandcustomersatisfaction着重质量和顾客满意Growthoffranchising特许经营的增长Marketingemphasisbynonprofits重点在非盈利营销AdvancesinIT————GrowthoftheInternet互联网的开展科技的进步GreaterbandwidthCompactmobileequipment小的移动设备Wirelessnetworking无线网络Faster,morepowerfulsoftware更快，更有力的软件Digitizationoftext,graphics,audio,video文本、图画、声音、视频的数息化Globalization—————Morecompaniesoperatingontransnationalbasis更多企业以出口未根底全球化Increasedinternationaltravel出国旅行不断上升Internationalmergersandalliances国际合并和联盟“Offshoring”ofcustomerservice离岸顾客的效劳Foreigncompetitorsinvadedomesticmarkets外国竞争者入侵国内市场DefiningServices效劳的定义Afreshperspective:Servicesinvolveaformofrental,offeringbenefitswithouttransferofownership效劳是属于租赁的一种，所有权没有转移，而只是提供费用Services：一种由一方提供给另一方的经济行为；一种不影响多有权的经济活动；一种通过促进顾客自身有形财产或无形财产需求变化来创造利益的过程。Includerentalofgoods包括商品的租赁Marketingtasksforservicesdifferfromthoseinvolvedinsellinggoodsandtransferringownership效劳营销的任务要与商品买卖和所有权转移是不同的Fivebroadcategorieswithinnon-ownershipframework:五大类效劳以租赁的方式满足有：1.Rentedgoodsservices效劳产品的租赁2.Definedspaceandplacerentals特定的空间和地点的租赁〔坐车、看电影〕3.Laborandexpertiserentals劳动力和专业技术的租赁4.Accesstosharedphysicalenvironments共享资源空间的租赁5.Systemsandnetworks:accessandusage获得和使用系统和网络〔互联网、宽带上网〕ChallengesPosedbyServices〔效劳所带来的挑战〕Theeightcommondifferencesare:效劳产品与普通产品的八点区别1.Mostserviceproductscannotbeinventoried很多的效劳产品不能储存2.Intangibleelementsusuallydominatevaluecreation无形要素决定了效劳产品价值的产生3.Servicesareoftendifficulttovisualizeandunderstand效劳产品很难在视角上识别和理解4.Customersmaybeinvolvedinco-production效劳产品中顾客很可能介入到生产中去5.Peoplemaybepartoftheserviceexperience顾客也许构成了效劳体验的一局部6.Operationalinputsandoutputstendtovarymorewidely投入和产出间由更多的不同7.Thetimefactoroftenassumesgreatimportance时间要素很重要8.Distributionmaytakeplacethroughnonphysicalchannels效劳产品在通路上更具灵活性Whataremarketingimplications?Differences,Implications,andMarketing-RelatedTasks分歧，影响，和市场营销有关的任务Difference不同Mostserviceproductscannotbeinventoried效劳产品不能储存的Intangibleelementsusuallydominatevaluecreation无形因素使效劳价值增加Servicesareoftendifficulttovisualizeandunderstand效劳很难有形化Customersmaybeinvolvedincoproduction顾客参与Peoplemaybepartofserviceexperience人是效劳经验的一局部Operationalinputsandoutputstendtovarymorewidely操作投入与产出变化更大Timefactoroftenassumesgreatimportance时间因素十分重要Distributionmaytakeplacethroughnonphysicalchannels分销变得无形Implications区别的意义Customersmaybeturnedaway顾客可能会离开Hardertoevaluateserviceanddistinguishfromcompetitors难以对效劳估价和与竞争者区别开来Greaterriskanduncertaintyperceived更大的风险和不确定的感觉Interactionbetweencustomerandprovider;butpoortaskexecutioncouldaffectsatisfaction顾客与生产之间的互动，但不成熟的实施会影响满意BehaviorofservicepersonnelandcustomerscanaffectsatisfactionHardtomaintainquality,consistency,reliabilityDifficulttoshieldcustomersfromfailuresTimeismoney;customerswantserviceatconvenienttimesElectronicchannelsorvoicetelecommunicationsMarketing-RelatedTasks营销任务Usepricing,promotion,andreservationstosmoothdemand;workwithopstomanagecapacity利用价格，促销和预定效劳减缓需求Emphasizephysicalclues,employmetaphorsandvividimagesinadvertising强调有形线索，采用生动的形象在广告中Educatecustomersonmakinggoodchoices;offerguarantees教育顾客，提供担保Developuser-friendlyequipment,facilities,andsystems;traincustomers,providegoodsupport开发方便使用的机器，设施和系统；训练顾客，提供产品供给Recruit,trainemployeestoreinforceserviceconceptShapecustomerbehaviorRedesignforsimplicityandfailureproofingInstitutegoodservicerecoveryproceduresFindwaystocompeteonspeedofdelivery;offerextendedhoursCreateuser-friendly,securewebsitesandfreeaccessbytelephoneMarketingistheonlyfunctiontobringoperatingrevenuesintoabusiness;allotherfunctionsarecostcentersThe“8Ps”ofservicesmarketingareneededtocreateviablestrategiesformeetingcustomerneedsprofitablyinacompetitivemarketplaceThe8PsofServicesMarketing效劳营销的8P〔判断〕ProductElements(Chapter3)产品因素〔第3章〕PlaceandTime(Chapter4)时间和地点〔第四章〕PriceandOtherUserOutlays(Chapter5)定价与花费〔其它使用者本钱〕〔第五章〕PromotionandEducation(Chapter6)促销和教育〔第六章〕Process(Chapter8)过程〔第8章〕PhysicalEnvironment(Chapter10)有形空间〔第10章〕People(Chapter11)人〔第11章〕ProductivityandQuality(Chapter14)生产能力和质量〔第14章〕(1)ProductElementsEmbraceallaspectsofserviceperformancethatcreatevalueCoreproductrespondstocustomer’sprimaryneedArrayofsupplementaryserviceelementsHelpcustomerusecoreproducteffectivelyAddvaluethroughusefulenhancementsPlanningmarketingmixbeginswithcreatingaserviceconceptthat:WilloffervaluetotargetcustomersSatisfytheirneedsbetterthancompetingalternatives(2)PlaceandTimeDeliverydecisions:Where,When,HowGeographiclocationsservedServiceschedulesPhysicalchannelsElectronicchannelsCustomercontrolandconvenienceChannelpartners/intermediaries(3)PriceandOtherUserOutlaysMarketersmustrecognizethatcustomeroutlaysinvolvemorethanpricepaidtosellerTraditionalpricingtasks:Sellingprice,discounts,premiumsMarginsforintermediaries(ifany)CredittermsIdentifyandminimizeothercostsincurredbyusers:Additionalmonetarycostsassociatedwithserviceusage(e.g.,traveltoservicelocation,parking,phone,babysitting,etc.)Timeexpenditures,especiallywaitingUnwantedmentalandphysicaleffortNegativesensoryexperiences(4)PromotionandEducationInforming,educating,persuading,remindingcustomersMarketingcommunicationtoolsMediaelements(print,broadcast,outdoor,retail,theInternet,etc.)Personalselling,customerserviceSalespromotionPublicity/PRImageryandrecognitionBrandingCorporatedesignContentInformation,advicePersuasivemessages有说服力的信息Customereducation/training(5)ProcessHowfirmdoesthingsmaybeasimportantaswhatitdoesCustomersoftenactivelyinvolvedinprocesses,especiallywhenactingasco-producersofserviceProcessinvolveschoicesofmethodandsequenceinservicecreationanddeliveryDesignofactivityflowsNumberandsequenceofactionsforcustomersNatureofcustomerinvolvementRoleofcontactpersonnelRoleoftechnology,degreeofautomationBadlydesignedprocesseswastetime,createpoorexperiences,anddisappointcustomers(6)PhysicalEnvironmentDesignservicescapeandprovidetangibleevidenceofserviceperformancesCreateandmaintainphysicalappearancesBuildings/landscapingInteriordesign/furnishingsVehicles/equipmentStaffgrooming/clothingSoundsandsmellsOthertangiblesManagephysicalcuescarefully—canhaveprofoundimpactoncustomerimpression(7)PeopleInteractionsbetweencustomersandcontactpersonnelstronglyinfluencecustomerperceptionsofservicequality顾客和接触人员之间的相互作用会强烈影响客户对效劳质量的看法Therightcustomer-contactemployeesperformingtaskswell那些正确接近顾客的员工能更好地履行任务Jobdesign职务设计Recruiting招聘Training培训Motivation动机Therightcustomersforfirm’smission符合公司的使命的适宜的客户ContributepositivelytoexperienceofothercustomersPossess—orcanbetrainedtohave—neededskills(co-production)Canshapecustomerrolesandmanagecustomerbehavior可以形成客户的角色和管理客户的行为(8)ProductivityandQualityProductivityandqualitymustworkhandinhand生产率和质量，必须携手合作Improvingproductivitykeytoreducingcosts提高生产力的关键，以降低本钱Improvingandmaintainingqualityessentialforbuildingcustomersatisfactionandloyalty改善及维持品质所必需的建设客户满意度和忠诚度Ideally,strategiesshouldbesoughttoimprovebothproductivityandqualitysimultaneously—technologyoftenthekey理想的情况是，战略应设法改善生产率和质量的同步——技术往往是关键Technology-basedinnovationshavepotentialtocreatehighpayoffs使用技术为根底的创新潜力，创造高回报But,mustbeuserfriendlyanddelivervaluedcustomerbenefits使用，但必须由用户友好和提供价值客户受益MarketingMustBeIntegratedwithOtherManagementFunctions营销必须结合其他管理职能营销管理运营管理运营管理人力资源与管理人力资源与管理Chapter2:CustomerBehaviorinServiceEncounters在效劳中遇到的客户行为HowDifferencesamongServicesAffectCustomerBehavior不同的效劳如何影响顾客的行为〔要知道例子是属于哪个处理过程〕DifferencesamongServicesAffectCustomerBehaviorConsumersarerarelyinvolvedinthemanufactureofgoodsbutoftenparticipateinservicecreationanddelivery顾客介入效劳当中Challengeforservicemarketersistounderstandhowcustomersinteractwithserviceoperations效劳运营中怎样与顾客阶层的挑战Basedondifferencesinnatureofserviceact(tangible/intangible)andwhoorwhatisdirectrecipientofservice(people/possessions),therearefourcategoriesofservices:基于效劳的本质〔有形/无形〕谁是直接效劳的受众Peopleprocessing对人的过程Possessionprocessing对所有物的处理Mentalstimulusprocessing精神刺激的过程〔唱K，教育〕Informationprocessing信息处理过程〔如买保单金融产品〕知道哪些例子是属于哪个处理过程的FourCategoriesOfServices(Fig2.1)银行效劳账户有形健康保健理发无形有形效劳行为的本质银行效劳账户有形健康保健理发无形有形效劳行为的本质效劳的四大种类PeopleProcessing对人的过程Customersmust:Physicallyentertheservicefactory顾客参与到效劳过程Co-operateactivelywiththeserviceoperation顾客积极地主动参与到效劳活动Managersshouldthinkaboutprocessandoutputfromcustomer’sperspective管理者应该从顾客的角度思考关效劳过程和输出。Toidentifybenefitscreatedandnon-financialcosts:找出利益创造和非财务的费用―Time,mental,physicaleffortPossessionProcessing对所有物的处理Customersarelessphysicallyinvolvedcomparedtopeopleprocessingservices顾客很少参与到效劳现场Involvementislimited效劳介入程度是有限的Productionandconsumptionareseparable效劳的生产和消费是可分MentalStimulusProcessing精神刺激的过程Ethicalstandardsrequiredwhencustomerswhodependonsuchservicescanpotentiallybemanipulatedbysuppliers当效劳提供者提供的效劳能潜在影响顾客时，存在道德标注要求Physicalpresenceofrecipientsnotrequired效劳接受者不要求出现在有形场所Corecontentofservicesisinformation-based核心效劳是以信息为根底，可以储存的InformationProcessingInformationisthemostintangibleformofserviceoutput信息是效劳产出的一种无形形式Butmaybetransformedintoenduringformsofserviceoutput但可以转化为有形形式传播Linebetweeninformationprocessingandmentalstimulusprocessingmaybeblurred.信息传递和精神刺激优势是混淆的。界限很模糊CustomerDecisionMaking:Three-StageModelofServiceConsumption效劳购置过程客户决策：三阶段模型的效劳性消费PrepurchaseStageServiceEncounterStagePost-EncounterStage购置前效劳接触购置后行为PrepurchaseStage:〔顾客购置的顾客表现〕Customersseeksolutionstoarousedneeds客户寻求解决方法，引起需要Evaluatingaservicemaybedifficult评估效劳可能会有困难Uncertaintyaboutoutcomesincreasesperceivedrisk结果的不确定性增加知觉风险Whatriskreductionstrategiescanservicesuppliersdevelop?什么减少风险战略可以效劳供给商的开展呢？Understandingcustomers’serviceexpectations了解顾客对效劳的期望Componentsofcustomerexpectations客户期望的组成局部Makingaservicepurchasedecision制定效劳的购置决策EvaluatingaServiceMayBeDifficult难以评估效劳Searchattributeshelpcustomersevaluateaproductbeforepurchase搜索属性便于我们购置之前掌握产品属性Style,color,texture,taste,sound〔购置前对产品的颜色、色质等信息的了解〕Experienceattributescannotbeevaluatedbeforepurchase—must“experience”producttoknowit体验属性不能在购置前评估，必须去体验才知道它好不好〔体验性产品增加风险〕如旅游、度假Vacations,sportingevents,medicalproceduresCredenceattributesareproductcharacteristicsthatcustomersfindimpossibletoevaluateconfidentlyevenafterpurchaseandconsumption置信度属性：体验后不知道该产品是否要重复购置，不知道是不是适宜〔具有高搜索属性的产品容易做出决策，具有高体验属性是不易决策，高置信度属性产品难以决策〕QualityofrepairandmaintenanceworkHowProductAttributesAffectEaseofEvaluation产品属性怎样影响评价越具有置信度的属性就越有可能是效劳产品；越具有搜索属性的产品越是有形产品PerceivedRisksinPurchasingandUsingServices在购置及使用效劳时候的感知风险Functiona功能l上—unsatisfactoryperformanceoutcomes不满意结果Financial财务上—monetaryloss,unexpectedextracosts金钱本钱，未意料到的额外本钱Temporal及时—wastedtime,delaysleadingtoproblems浪费时间，延误导致的问题Physical生理上的—personalinjury,damagetopossessions身体损伤和对所有物的破坏Psychological心理上的—fearsandnegativeemotions恐惧和负面情绪Social社会的—howothersmaythinkandreact他人态度和影响Sensory感官上的—unwantedimpactonanyoffivesenses对任何五官感觉不想要的影响HowMightConsumersHandlePerceivedRisk?如何降低顾客感知风险Seekinginformationfromrespectedpersonalsources从现有资源上搜索信息Relyingonafirmthathasagoodreputation依赖信誉好的企业Lookingforguaranteesandwarranties寻找保证和条款Visitingservicefacilitiesortryingaspectsofservicebeforepurchasing购置前观察效劳设施或尝试局部效劳Askingknowledgeableemployeesaboutcompetingservices询问资深员工关于竞争效劳Examiningtangiblecuesorotherphysicalevidence检验有形线索和其它有形证据UsingtheInternettocompareserviceofferingsandsearchforindependentreviewsandratings利用网络比照效劳FactorsInfluencingCustomerExpectationsofService(Fig2.8)影响顾客对效劳期望的因素忍受区间预料中的效劳清晰或模糊的效劳承诺情景因素感知道的效劳备选可行性信息个人需求忍受区间预料中的效劳清晰或模糊的效劳承诺情景因素感知道的效劳备选可行性信息个人需求TheComponentsofCustomerExpectation顾客期望的组成局部Desiredservices渴望到达的效劳isthetypeofservicescustomershopetoreceive–acombinationofwhatcustomersbelievecanbeandshouldbedeliveredinthecontextoftheirpersonalneeds.Adequateservice差强人意的效劳isdefinedastheminimumlevelofservicecustomerswillacceptwithoutbeingdissatisfied.Predictedservice预料中的效劳isthelevelofservicecustomersactuallyanticipatereceive.ZoneofTolerance(thegapbetweenexpectationsandperformance)theextenttowhichcustomersarewillingtoacceptthevariationcausedbytheinherentnatureofservicesiscalledthezoneoftolerance.顾客愿意接受的由效劳固有的本质所引起的变化的广度成为忍受区域〔概念〕〔举例说明，会判断那些是高接触那些是的接触效劳〕DistinctionsbetweenHigh-ContactandLow-ContactServices高接触效劳和低接触效劳的差异High-ContactServices高接触效劳Customersvisitservicefacilityandremainthroughoutservicedelivery顾客参观效劳设备和保持产于效劳过程Activecontactbetweencustomersandservicepersonnel在顾客与效劳人员之间的行为接触Includesmostpeople-processingservices包括许多人员效劳Low-ContactServices低接触效劳Littleornophysicalcontactwithservicepersonnel少或没有有形接触Contactusuallyatarm’slengththroughelectronicorphysicaldistributionchannels接触通过在电子或有形渠道Newtechnologies(e.g.theWeb)helpreducecontactlevels新技术减少接触程度Medium-ContactServicesLieinbetweenTheseTwo中接触效劳TheServuctionSystem:ServiceProductionandDelivery效劳的产生与传递ServiceOperations(frontstageandbackstage)效劳运营、效劳的产生〔前台与后台〕WhereinputsareprocessedandserviceelementscreatedIncludesfacilities,equipment,andpersonnel设施、设备、人员ServiceDelivery(frontstage)效劳传递：前台Where“finalassembly”ofserviceelementstakesplaceandserviceisdeliveredtocustomersIncludescustomerinteractionswithoperationsandothercustomersServiceMarketing(frontstage)Includesservicedelivery(asabove)andallothercontactsbetweenservicefirmandcustomersServiceMarketingSystemforaHigh-ContactService高接触效劳的效劳营销系统ServiceMarketingSystemforaLow-ContactService低接触效劳的效劳营销系统TheatricalMetaphor:AnIntegrativePerspective戏剧理论：互动〔不同角色的行为安排〕Servicedramasunfoldona“stage”—settingsmaychangeasperformanceunfolds效劳产品在传递过程中员工的分工、顾客也是在不断改变Manyservicedramasaretightlyscripted,othersimprovisedFront-stagepersonnelarelikemembersofacast前台明星如同演员一般Likeactors,employeeshaveroles,maywearspecialcostumes,speakrequiredlines,behaveinspecificways特定的角色Supportcomesfromabackstageproductionteam背后有个技术团队的支持〔backstage效劳运营系统〕Customersaretheaudience—dependingontypeofperformance,maybepassiveoractiveparticipants顾客是观众ImplicationsofCustomerParticipationinServiceDelivery顾客参与度对效劳过程的影响Greaterneedforinformation/trainingtohelpcustomerstoperformwell,getdesiredresultsCustomersshouldbegivenarealisticservicepreviewinadvanceofservicedelivery,sotheyhaveaclearpictureoftheirexpectedrolePost-EncounterStage购置后行为Evaluationofserviceperformance效劳表现的评价Futureintentions未来的意图CustomerSatisfactionIsCentraltotheMarketingConcept客户满意度是市场营销观念的核心Satisfactiondefinedasattitude-likejudgmentfollowingaservicepurchaseorseriesofserviceinteractionsCustomershaveexpectationspriortoconsumption,observeserviceperformance,compareittoexpectationsSatisfactionjudgmentsarebasedonthiscomparisonPositivedisconfirmationifbetterthanexpected正面Confirmationifsameasexpected一般Negativedisconfirmationifworsethanexpected负面Satisfactionreflectsperceivedservicequality,price/qualitytradeoffs,personalandsituationalfactors效劳的满意度折射出所提供的效劳在质量等的方面存在的能造成顾客满意的问题Researchshowslinksbetweencustomersatisfactionandafirm’sfinancialperformanceChapter3:DevelopingServiceConcepts:CoreandSupplementaryElements开展中的效劳概念：核心和附加的元素PlanningandCreatingServices设计和创造效劳产品Aserviceproductcomprisesallelementsofserviceperformance,bothtangibleandintangible,thatcreatevalueforcustomers效劳产品包括很多方面的因素，包括有形的和无形的，能为顾客创造价值Theserviceconceptisrepresentedby:效劳产品的构成：Acoreproduct核心产品Accompaniedbysupplementaryservices附加效劳CoreProductsandSupplementaryServicesInmatureindustries,coreproductsoftenbecomecommodities核心产品经常变为通用商品Supplementaryserviceshelptodifferentiatecoreproductsandcreatecompetitiveadvantageby:附加效劳有助于区别核心产品且创造竞争优势Facilitatinguseofcoreproduct(aserviceoragood)促进核心产品的使用〔促进型〕Enhancingthevalueandappealofthecoreproduct提升核心产品的使用〔提升型〕AugmentingtheCoreProduct(Fig3.1)起飞和落地点效劳效劳频率机上效劳选择运载工具起飞和落地点效劳效劳频率机上效劳选择运载工具AugmentingtheCoreProduct〔使核心产品增值〕Aresupplementaryservicesneededtofacilitateuseofcoreproductorsimplytoaddextraappeal?Shouldcustomersbechargedseparatelyforeachserviceelement?Orshouldallelementsbebundledatasingleprice?DesigningaServiceConcept效劳理念的设计CoreProduct核心产品Centralcomponentthatsuppliestheprincipal,problem-solvingbenefitscustomersseek用来供给满足寻找的最主要的利益要求的核心局部〔满足最重要局部〕SupplementaryServices附加效劳产品Augmentthecoreproduct,facilitatingitsuseandenhancingitsvalueandappeal辅助核心产品DeliveryProcesses传递过程UsedtodeliverboththecoreproductandeachofthesupplementaryservicesWhatHappens,When,inWhatSequence?TimeDimensioninAugmentedProduct〔流程图〕FlowchartingServiceDeliveryHelpstoClarifyProductElementsOfferswaytounderstandtotalityofcustomer’sserviceexperienceUsefulfordistinguishingbetweencoreproductitselfandserviceelementsthatsupplementcoreRestaurants:Foodandbeverage(core)Reservations(supplementaryservices)Showshownatureofcustomerinvolvementwithserviceorganizationsvariesbytypeofservice:PeopleprocessingPossessionprocessingMentalStimulusprocessingInformationprocessingDefiningCoreandSupplementaryElementsofOurServiceProductHowisourcoreproductdefinedandwhatsupplementaryelementsaugmentit?Whatproductbenefitscreatemostvalueforcustomers?Isourservicepackagedifferentiatedfromcompetitioninmeaningfulwaysfortargetcustomers?Whatarecurrentlevelsofserviceoncoreproductandeachsupplementaryelement?Canwechargemoreforhigherservicelevels?Forexample:FasterresponseandexecutionBetterphysicalamenitiesEasieraccessHigherstaffinglevelsSuperiorcaliberpersonnelAlternatively,shouldwecutservicelevelsandchargeless?TheFlowerofService(Fig3.6)〔效劳之花，注意每片花瓣的例子〕SimpleFlowchartforDeliveryofAnInformation-ProcessingService(Fig3.4)HowtoDetermineWhatSupplementaryServicesShouldBeOfferedNoteverycoreproductissurroundedbysupplementaryelementsfromalleightclustersNatureofproducthelpstodetermine:WhichsupplementaryservicesmustbeofferedWhichmightusefullybeaddedtoenhancevalueandeaseofdoingbusinesswiththeorganizationPeople-processingandhigh-contactservicestendtohavemoresupplementaryservicesMarketpositioningstrategyhelpstodeterminewhichsupplementaryservicesshouldbeincludedFirmsthatofferdifferentlevelsofserviceoftenaddextrasupplementaryservicesforeachupgradeinservicelevelTheFlowerofService:FacilitatingServices〔促进型效劳〕—Information需要有关怎样获得和使用产品或效劳的信息TheFlowerofService:FacilitatingServices—OrderTaking订单处理Customersneedtoknowwhatisavailableandmaywanttosecurecommitmenttodelivery.Theprocessshouldbefastandsmooth.Examplesofelements:Applications申请Orderentry输入订单Reservationsandcheck-inTheFlowerofService:FacilitatingServices—Billing结算“HowmuchdoIoweyou?”Billsshouldbeclear,Accurate,andintelligible.Examplesofelements:PeriodicstatementsofaccountactivityMachinedisplayofamountdueTheFlowerofService:FacilitatingServices—Payment付款Customersmaypayfasterandmorecheerfullyifyoumaketransactionssimpleandconvenientforthem.Examplesofelements:SelfservicepaymentDirecttopayeeorintermediary中间商AutomaticdeductionTheFlowerofService:EnhancingServices〔提升型效劳〕—Consultation咨询Valuecanbeaddedtogoodsandservicesbyofferingadviceandconsultationtailoredtoeachcustomer’sneedsandsituation.Examplesofelements:Customizedadvice定制的建议PersonalcounselingManagementconsulting管理咨询TheFlowerofService:EnhancingServices—Hospitality款待Customerswhoinvesttimeandeffortinvisitingabusinessandusingitsservicesdeservetobetreatedaswelcomeguests—afterall,marketinginvitedthem!Examplesofelements:GreetingWaitingfacilitiesandamenitiesFoodandbeveragesToiletsandwashroomsSecurityTheFlowerofService:EnhancingServices—SafekeepingCustomersprefernottoworryaboutlookingafterthepersonalpossessionsthattheybringwiththemtoaservicesite.Examplesofelements:LookingafterpossessionscustomersbringwiththemCaringforgoodspurchased(orrented)bycustomersTheFlowerofService:EnhancingServices—Exceptions应急处理Customersappreciatesomeflexibilitywhentheymakespecialrequestsandexpectresponsivenesswhenthingsdon’tgoaccordingtoplan.Examplesofelements:SpecialrequestsinadvanceComplaintsorcomplimentsProblemsolvingRestitutionManagerialImplications效劳之花在管理上的应用Todevelopproductpolicyandpricingstrategy,managersneedtodetermine:WhichsupplementaryservicesshouldbeofferedasastandardpackageaccompanyingthecoreWhichsupplementaryelementscouldbeofferedasoptionsforanextrachargeIngeneral,firmsthatcompeteonalow-cost,no-frillsbasisneedsfewersupplementaryelementsthanthosemarketingexpensive,high-value-addedservicesEachflowerpetalmustreceiveconsistentcareandconcerntoremainfreshandappealingChapter4:〔有、无型通路？传递过程与时间选择？〕DistributionOptionsforServingCustomers通路的选择Customersvisitservicesite顾客到效劳现场〔高接触〕Convenienceofservicefactorylocationsandoperationalschedulesimportantwhencustomerhastobephysicallypresent效劳工厂的选择和经济时刻的方便性Serviceprovidersgotocustomers效劳供给商去到顾客那里〔高接触〕Unavoidablewhenobjectofserviceisimmovable当效劳的目标不可移动时不可防止Moreexpensiveandtime-consumingforserviceprovider要求消费昂贵、花更多时间Servicetransactionisconductedremotely效劳交易是远距离传递〔低接触〕Achievedwithhelpoflogisticsandtelecommunications通过物流和电信来达成SixOptionsforServiceDeliverye-Commerce:MovetoCyberspace(1)电子商务：迈向虚拟数码空间〔那些可以通过互联网流动〕Internetfacilitates5categoriesof“flow”Information信息流Negotiation谈判Service效劳Transactions交易Promotion促销有什么好处？Electronicchannelsoffercomplement/alternativetotraditionalphysicalchannelsConvenience(24-houravailability,savetime,effort)EaseofobtaininginformationonlineandsearchingfordesireditemsBetterpricesthaninmanybricks-and-mortarstoresBroadselectionRecentDevelopmentslinkWebsites,customermanagement(CRM)systems,andmobiletelephonyIntegratingmobiledevicesintotheservicedeliveryinfrastructurecanbeusedasmeansto:AccessservicesAlertcustomerstoopportunities/problemsUpdateinformationinrealtimeSee“OnlineversusBricks-and-Mortar”4.5RoleofIntermediaries中间商的作用SplittingResponsibilitiesForSupplementaryServiceElements(Fig4.3)将局部效劳要素委托给中间商负责传递ChallengesfororiginalsupplierActasguardianofoverallprocess作为过程的引导者Ensurethateachelementofferedbyintermediariesfitsoverallserviceconcept保证中间商提供的每一个要素都于主体的效劳概念相吻合。Chapter5:PricingandRevenueManagement定价和收入管理TheIntroductionofPricing定价的含义〔为什么说定价很重要？〕Useofeffectivepricingmechanismto:有效的定价设施Transformsalesintorevenues使销售转化成收入Recovercosts抵消本钱Createvalueforownersofbusiness给购置方创造价值Mustclarifybusinesslogicthatexplainshowfirmcandelivervaluetocustomersatanappropriatecost通过定价可以区分商业模型Notallbusinessmodelsrequireenduserofspecificservicetopayfullcost—considerthird-partypayers:并不是所有的商业效劳都需要付费WhatMakesServicePricingStrategyDifferentandDifficult?什么让效劳定价策略如此困难和不同？Hardertocalculatefinancialcostsofcreatingaserviceprocessorperformancethanamanufacturedgood对于生产效劳行为的财务本钱很难估算Variabilityofinputsandoutputs—howcanfirmsdefinea“unitofservice”a