Upload
deepu2000
View
28
Download
3
Embed Size (px)
Citation preview
CURRENT AND FUTURE CHALLENGES IN SERVICES
Services Marketing
2
INSEPERABILITY
MARKETING CHALLENGES Physical connection of the service provider to the service Involvement of the customer in the production process Involvement of other customers in the production process
POSSIBLE MARKETING SOLUTIONS Emphasis on selecting and training public contact personnel Consumer Management Use of multisite locations
3
HETEROGENEITY
MARKETING CHALLENGES Lack of ability to control service quality before it reaches the
consumer. Most errors are one-time events and cannot be foreseen nor corrected
ahead of time Consistency of service varies from firm to firm, among employees of
the firm and also while interacting with the same service provider on day-to-day basis
Service standardization and quality control are difficult to achieve and maintain since each employee is a different personality
POSSIBLE MARKETING SOLUTIONS Customization Standardization
INTANGIBILITY• Means that cannot be seen
• Service cannot be touched• There is no precise standardisation method for services• Services cannot be patented• There are no inventories in services• The consumer is part of the service process because he consumes the service.
• This causes increase in the uncertainty level• To reduce this factor, customers look for signals of service quality.• Bowen (1990) argued that intangibility has been over emphasized and it is difficult
to understand. • ‘Intangibility can be reduced by using strong messages in advertising and publicity
in order to support a clear position’ (Davies, 1998).
5
EXAMPLES• In case of online ticket booking• In case of restaurants • The ability of a teacher to teach• Airline passengers have no guarantee for a good
flying experience or safe arrival of their baggage before the journey.
• A cosmetic surgery where the result of the surgery can’t be seen by the consumer before the surgery.
6
CHALLENGES
• Standardization• Pricing the service• Buying a promise
7
NON OWNERSHIP• You cannot own or store a service like you can a
product• Services are used or hired for a period of time• Customer pays only to secure access to or use of the
service
EXAMPLES• Aeroplane ticket • Hotel room• Banking services
8
CHALLENGES• Non ownership can
sometimes make it difficult for a customer to assess and appreciate the advantages of purchasing the service.
• The marketer therefore needs to pay particular attention in emphasizing benefits of non-ownership
9
PERISHABILITY• Once a service has occurred it cannot be repeated in
exactly the same way• You cannot put service in the warehouse, or store in
your inventory
EXAMPLES• Restaurants• Doctors treatment• A movie or airline ticket
10
CHALLENGES• Perishability can affect company performance as balancing
supply and demand is very difficult
EXCEPTIONS
• Services are stored in systems, buildings, machines, knowledge and people. The emergency clinic is a store of skilled people, equipment and procedures. The hotel is a store of rooms
• No proper mechanism to manage the misbehaviour of customers towards the frontline employees.
• 70% of female retail workers are subjected to harassment by consumers at work.
Negative outcomes for frontline workers includes increased intention to quit, loss of interest in their work, withdrawal from customer interactions, and reduced job performance.
CUSTOMER MISBEHAVIOUR
12
PRODUCTIVITY IN SERVICE SECTOR• Difficult to define productivity in service
sector.• To different people, productivity means
different things.• Hard to standardize the inputs and
outputs which are highly heterogeneous.• Trade-off between quality and quantity.• Low or negative productivity growth in
some service industries is connected to measurement problems.
13
PROBLEMS IN MEASURING PRODUCTIVITY• Difficult to measure the outputs. (Insurance, gambling,
banking, options trading)• The output includes quality, which is intangible and difficult
to quantify.• The inputs also include both intangible and tangible
elements
14
CUSTOMER EXPECTATIONS• Customer expectations are always evolving. • Different customers have different expectations from the
same customer.• Types of Expectations:• Fuzzy Expectations• Implicit expectations• Explicit expectations • Unrealistic expectations
15
DEFINING AND MEASURING QUALITY
Garvin identifies five perspectives• Transcendent view: Innate excellence, a mark of
uncompromising standards and high achievement.• Product based approach: Quality as a precise and
measurable variable• User based definition: Quality lies in the eyes of the
beholder• Manufacturing based approach: Conformance to internal
specifications driven by productivity and cost containment.• Value based definition: Defines quality in terms of value and
price
16
DESIGNING AN EFFECTIVE SERVICE CUSTOMER ORGANIZATION
Presence or absence of intermediaries • Cut down on cost v/s service quality of interactionHigh contact v/s low contact • More involvement of the customer with the
service(moment of truth), There are greater risk of mistakes of poor service, Complex to manage
• Usually through mail or telecommunication contact, less complex, management control can be tighter.
Duration of service delivery process:• More duration – more value has to be generated and cost will be high due to
internal monitoring and communicating those values to customers.
Level of complexity:• High complexity – assist the user every stage – high cost –train the personnel,
risk of going wrong is high.
Degree of risk:Service managers should identify the consequences of the service failure for their customers. Failure may range from personal inconvenience to monetary loss.
17
18
STRATEGIC CHALLENGES IN SERVICES MARKETING
Positioning a service in marketplaceCompetitive advantage• Value for money• People are the key• Convenience• Quality and speed• Differentiation in meaningful ways
19
TO SELECT THE TARGET MARKET• Identifying the market segments with better opportunities• Relating firm’s ability to match competing offerings rather than
looking only for sales and profit potential.• To judge the current and prospective customers how do they see
value generated by the provider.• Redesigning the existing services: Easy or complex?• Believing in expert definition of expert’s perception to reality and
customers perception to reality is way to different. • Concept of copy positioning. : E.g. Marlboro man• Coping up with changes of the perception and expectation of the
target market. E.g. Nokia
20
HIT LISTCompetitive Pricing -- Indigo Airlines
Communication – Internal and External
Using Social Media – Lens kart
Technology – Ola (security)
21
Quality Control – BPO (cut calls), KFC mouse incident
Efficient Automation ( No Human interaction). E.g. Health care.
Security Issues E.g. banking sector.