MBA全套教材--服务场英文原版

MBA全套教材--服务市场（英文原版）AnoteonthePowerPointSlides...ThesePowerPointslidescontainselectedexhibits,figuresandtablesfromthechaptersaswellasobjectivesforthechapters.Formanychapters,weincludeextralectureslidesandin-classexercisesthatwehavecompiledandusedinourclasses.Thelectureslidesarenotintendedtoprovidefulloutlinesorcompletelecturesforthechapters,butrathermaybeusedselectivelytoenhanceclasssessions.ObjectivesforChapter1:IntroductiontoServices•Explainwhatservicesareandidentifyservicetrends•Explaintheneedforspecialservicesmarketingconceptsandpractices•Outlinethebasicdifferencesbetweengoodsandservicesandtheresultingchallengesforservicebusinesses•Introducetheservicemarketingtriangle•Introducetheexpandedservicesmarketingmix•IntroducethegapsmodelofservicequalityChallengesforServicesDefiningandimprovingqualityCommunicatingandtestingnewservicesCommunicatingandmaintainingaconsistentimageMotivatingandsustainingemployeecommitmentCoordinatingmarketing,operationsandhumanresourceeffortsSettingpricesStandardizationversuspersonalizationExamplesofServiceIndustriesHealthCarehospital,medicalpractice,dentistry,eyecareProfessionalServicesaccounting,legal,architecturalFinancialServicesbanking,investmentadvising,insuranceHospitalityrestaurant,hotel/motel,bed&breakfast,skiresort,raftingTravelairlines,travelagencies,themeparkOthers:hairstyling,pestcontrol,plumbing,lawnmaintenance,counselingservices,healthclubFigure1-1TangibilitySpectrumTangibleDominantIntangibleDominantSaltSoftDrinksDetergentsAutomobilesCosmeticsAdvertisingAgenciesAirlinesInvestmentManagementConsultingTeachingFast-foodOutletsFast-foodOutletsFigure1-2PercentofU.S.LaborForcebyIndustry01020304050607080192919481969197719841996PercentofGDPSource:SurveyofCurrentBusiness,April1998,TableB.8,July1988,Table6.6B,andJuly1992,Table6.4C;EliGinzbergandGeorgeJ.Vojta,“TheServiceSectoroftheU.S.Economy,”ScientificAmerican,244,3(1981):31-39.YearServicesManufacturingMining&Agriculture01020304050607080194819591967197719871996Figure1-3PercentofU.S.GrossDomesticProductbyIndustryPercentofGDPYearSource:SurveyofCurrentBusiness,August1996,Table11,April1998,TableB.3;EliGinzbergandGeorgeJ.Vojta,“TheServiceSectoroftheU.S.Economy,”ScientificAmerican,244,3(1981):31-39.ServicesManufacturingMining&AgricultureDifferencesBetweenGoodsandServicesIntangibilityPerishabilitySimultaneousProductionandConsumptionHeterogeneityImplicationsofIntangibilityServicescannotbeinventoriedServicescannotbepatentedServicescannotbereadilydisplayedorcommunicatedPricingisdifficultImplicationsofHeterogeneityServicedeliveryandcustomersatisfactiondependonemployeeactionsServicequalitydependsonmanyuncontrollablefactorsThereisnosureknowledgethattheservicedeliveredmatcheswhatwasplannedandpromotedImplicationsofSimultaneousProductionandConsumptionCustomersparticipateinandaffectthetransactionCustomersaffecteachotherEmployeesaffecttheserviceoutcomeDecentralizationmaybeessentialMassproductionisdifficultImplicationsofPerishabilityItisdifficulttosynchronizesupplyanddemandwithservicesServicescannotbereturnedorresoldTable1-2ServicesareDifferentGoodsServicesResultingImplicationsTangibleIntangibleServicescannotbeinventoried.Servicescannotbepatented.Servicescannotbereadilydisplayedorcommunicated.Pricingisdifficult.StandardizedHeterogeneousServicedeliveryandcustomersatisfactiondependonemployeeactions.Servicequalitydependsonmanyuncontrollablefactors.Thereisnosureknowledgethattheservicedeliveredmatcheswhatwasplannedandpromoted.ProductionseparatefromconsumptionSimultaneousproductionandconsumptionCustomersparticipateinandaffectthetransaction.Customersaffecteachother.Employeesaffecttheserviceoutcome.Decentralizationmaybeessential.Massproductionisdifficult.NonperishablePerishableItisdifficulttosynchronizesupplyanddemandwithservices.Servicescannotbereturnedorresold.Source:AdaptedfromValarieA.Zeithaml,A.Parasuraman,andLeonardL.Berry,“ProblemsandStrategiesinServicesMarketing,”JournalofMarketing49(Spring1985):33-46.Figure1-5TheServicesMarketingTriangleInternalMarketingInteractiveMarketingExternalMarketingCompany(Management)CustomersEmployees“enablingthepromise”“deliveringthepromise”“settingthepromise”Source:AdaptedfromMaryJoBitner,ChristianGronroos,andPhilipKotlerServicesMarketingTriangleApplicationsExerciseFocusonaserviceorganization.Inthecontextyouarefocusingon,whooccupieseachofthethreepointsofthetriangle?Howiseachtypeofmarketingbeingcarriedoutcurrently?Arethethreesidesofthetrianglewellaligned?Aretherespecificchallengesorbarriersinanyofthethreeareas?WaystoUsetheServicesMarketingTriangleOverallStrategicAssessment•Howistheserviceorganizationdoingonallthreesidesofthetriangle?•Wherearetheweaknesses?•Whatarethestrengths?SpecificServiceImplementation•Whatisbeingpromotedandbywhom?•Howwillitbedeliveredandbywhom?•Arethesupportingsystemsinplacetodeliverthepromisedservice?Source:AdaptedfromA.ParasuramanCompanyCustomersProvidersTechnologyFigure1-6TheServicesTriangleandTechnologyServicesMarketingMix:7PsforServicesTra