| 000 | 32539cam a2206109Ii 4500 | ||
|---|---|---|---|
| 001 | 159910 | ||
| 008 | 111212s20132013si a b 001 0 eng | ||
| 020 | _a007108696v (paperback) | ||
| 020 | _a9780071086967 (paperback) | ||
| 040 |
_aTR-IsMEF _beng _erda _cTR-IsMEF |
||
| 049 | _aTR-IsMEF | ||
| 050 | 0 | 0 |
_aHD9980.5 _b.Z45 2013 |
| 100 | 1 |
_aZeithaml, Valarie A., _eauthor. |
|
| 245 | 1 | 0 |
_aServices marketing : _bintegrating customer focus across the firm / _cValarie A. Zeithaml, University of North Carolina at Chapel Hill, Mary Jo Bitner, Arizona State University, Dwayne D. Gremler, Bowling Green State University. |
| 250 | _aSixth edition, International edition. | ||
| 264 | 1 |
_aSingapure : _bMcGraw-Hill Irwin, _c2013. |
|
| 264 | 4 | _a©2013 | |
| 300 |
_axxvii, 642 p. : _billustrations ; _c26 cm. |
||
| 336 |
_atext _2rdacontent |
||
| 337 |
_aunmediated _2rdamedia |
||
| 338 |
_avolume _2rdacarrier |
||
| 504 | _aIncludes bibliographical references and index. | ||
| 520 | _aAdvanced economies of the world are dominated by services, even manufacturing companies recognize that service provides sustainable competitive advantages. This text focuses on customer expectations in order to help companies develop and deliver a service that the customer will value. | ||
| 650 | 0 |
_aService industries _xMarketing. |
|
| 650 | 0 | _aCustomer services. | |
| 650 | 0 | _aMarketing. | |
| 700 | 1 |
_aBitner, Mary Jo, _eauthor. |
|
| 700 | 1 |
_aGremler, Dwayne D., _eauthor. |
|
| 856 | 4 | 2 |
_3Contributor biographical information _uhttps://catdir.loc.gov/catdir/enhancements/fy1205/2011051073-b.html |
| 856 | 4 | 2 |
_3Publisher description _uhttps://catdir.loc.gov/catdir/enhancements/fy1205/2011051073-d.html |
| 856 | 4 | 1 |
_3Table of contents only _uhttps://www.loc.gov/catdir/enhancements/fy1408/2011051073-t.html |
| 856 | 4 | 2 |
_3Contributor biographical information _uhttps://catdir.loc.gov/catdir/enhancements/fy1205/2011051073-b.html |
| 856 | 4 | 2 |
_3Publisher description _uhttps://catdir.loc.gov/catdir/enhancements/fy1205/2011051073-d.html |
| 856 | 4 | 1 |
_3Table of contents only _uhttps://www.loc.gov/catdir/enhancements/fy1408/2011051073-t.html |
| 900 | _aMEF Üniversitesi Kütüphane katalog kayıtları RDA standartlarına uygun olarak üretilmektedir / MEF University Library Catalogue Records are Produced Compatible by RDA Rules | ||
| 910 | _aÇağlayan | ||
| 942 |
_2lcc _cBKS |
||
| 970 | 0 | 1 |
_aAbout the authors, _piv. |
| 970 | 0 | 1 |
_aPreface, _pvii. |
| 970 | 1 | 2 |
_tPart 1 Foundations for services marketing, _p1. |
| 970 | 1 | 2 |
_tChapter 1 Introduction to services, _p2. |
| 970 | 1 | 2 |
_tWhat are services?, _p3. |
| 970 | 1 | 1 |
_tService industries, service as a product, customer service, and derived service, _p4. |
| 970 | 1 | 1 |
_tTangibility spectrum, _p5. |
| 970 | 1 | 1 |
_tTrends in the service sector, _p5. |
| 970 | 1 | 2 |
_tWhy service marketting?, _p6. |
| 970 | 1 | 1 |
_tService-based economies, _p6. |
| 970 | 1 | 1 |
_tService as a business imperative in goods-focused businesses, _p8. |
| 970 | 1 | 1 |
_tDeregulated industries and professional service needs, _p9. |
| 970 | 1 | 1 |
_tService marketing is different, _p10. |
| 970 | 1 | 1 |
_tService equals profits, _p10. |
| 970 | 1 | 1 |
_tExhibit 1.1: is the martketing of services different? a historical perspective, _p11. |
| 970 | 1 | 1 |
_tStrategy insight: competing strategically through service, _p13. |
| 970 | 1 | 2 |
_tService and technology, _p14. |
| 970 | 1 | 1 |
_tNew service offerings, _p14. |
| 970 | 1 | 1 |
_tNew ways to deliver service, _p15. |
| 970 | 1 | 1 |
_tEnabling both customers and employees, _p15. |
| 970 | 1 | 1 |
_tTechnology spotlight: the changing face of customer service, _p16. |
| 970 | 1 | 1 |
_tExtending the global reach of services, _p16. |
| 970 | 1 | 1 |
_tThe internet is a service, _p16. |
| 970 | 1 | 1 |
_tThe paradoxes and dark side of technology and service, _p17. |
| 970 | 1 | 1 |
_tGlobal feature: the migration of service jobs, _p18. |
| 970 | 1 | 2 |
_tCharacteristics of services, _p19. |
| 970 | 1 | 1 |
_tIntangibility, _p20. |
| 970 | 1 | 1 |
_tHeterogeneity, _p21. |
| 970 | 1 | 1 |
_tSimultaneous production and consumption, _p21. |
| 970 | 1 | 1 |
_tPerishability, _p22. |
| 970 | 1 | 1 |
_tSearch, experience and credence qualities, _p23. |
| 970 | 1 | 1 |
_tChallenges and questions for service marketers, _p24. |
| 970 | 1 | 2 |
_tService marketing mix, _p24. |
| 970 | 1 | 1 |
_tTraditional marketing mix, _p25. |
| 970 | 1 | 1 |
_tExpanded mix for services, _p26. |
| 970 | 1 | 2 |
_tStaying focused on the customer, _p27. |
| 970 | 1 | 1 |
_tExhibit 1.2: southwest airlines: aligning people, processes, and physical evidence, _p28. |
| 970 | 0 | 1 |
_aSummary, _p29. |
| 970 | 0 | 1 |
_aDiscussion questions, _p29. |
| 970 | 0 | 1 |
_aExercises, _p29. |
| 970 | 0 | 1 |
_aNotes, _p30. |
| 970 | 1 | 2 |
_tChapter 2 Conceptual framework of the book: the gaps model of service quality, _p33. |
| 970 | 1 | 2 |
_tThe customer gap, _p35 |
| 970 | 1 | 2 |
_tThe provider gaps, _p36. |
| 970 | 1 | 1 |
_tProvider gap 1: the listening gap, _p36. |
| 970 | 1 | 1 |
_tProvider gap 2: the service design and standards gap, _p37. |
| 970 | 1 | 1 |
_tStandards gap, _p37. |
| 970 | 1 | 1 |
_tGlobal feature: an international retailer puts customers in the wish mode to begin closing the gaps, _p38. |
| 970 | 1 | 1 |
_tProvider gap 3: the service performance gap, _p40. |
| 970 | 1 | 1 |
_tTechnology spotlight: technology: technology's critical impact on the gaps model of service quality, _p42. |
| 970 | 1 | 1 |
_tProvider gap 4: the communication gap, _p44. |
| 970 | 1 | 2 |
_tPutting it all together: closing the gaps, _p45. |
| 970 | 1 | 1 |
_tStrategy insight: using the gaps model to assess an organization's service strategy, _p46. |
| 970 | 0 | 1 |
_aSummary, _p48. |
| 970 | 0 | 1 |
_aDiscussion questions, _p48. |
| 970 | 0 | 1 |
_aExercises, _p48. |
| 970 | 0 | 1 |
_aNotes, _p48. |
| 970 | 1 | 2 |
_tPart 2 focus on the customer, _p49. |
| 970 | 1 | 2 |
_tChapter 3 customer expectations of service, _p50. |
| 970 | 1 | 2 |
_tService expectations, _p52. |
| 970 | 1 | 1 |
_tType of expectations, _p53. |
| 970 | 1 | 1 |
_tGlobal feature: global outsourcing of personal services: what are customers' expectations, _p54. |
| 970 | 1 | 1 |
_tThe zone of tolerance, _p54. |
| 970 | 1 | 2 |
_tFactors that influence customer expectations of service, _p57. |
| 970 | 1 | 1 |
_tSources of desired service expectations, _p57. |
| 970 | 1 | 1 |
_tSources of adequate service expectations, _p59. |
| 970 | 1 | 1 |
_tTechnology spotlight: customer expectations of airport services using technology, _p60. |
| 970 | 1 | 1 |
_tSources of both desired and predicted service expectations, _p63. |
| 970 | 1 | 1 |
_tStrategy insight: how service marketers can influence customers' expectations, _p65. |
| 970 | 1 | 2 |
_tIssues involving customers' service expectations, _p66. |
| 970 | 1 | 1 | _tWhat does a service marketer. |
| 970 | 1 | 1 |
_tDo if customer expectations are "unrealistic"?, _p66. |
| 970 | 1 | 1 |
_tExhibit 3.1: service customers want the basics, _p67. |
| 970 | 1 | 1 |
_tShould a company exceed customer service expectations?, _p69. |
| 970 | 1 | 1 |
_tDo customers' service expectations continually escalate?, _p71. |
| 970 | 1 | 1 |
_tHow does a service company stay ahead of competition in meeting customer expectations?, _p71. |
| 970 | 0 | 1 |
_aSummary, _p72. |
| 970 | 0 | 1 |
_aDiscussion questions, _p72. |
| 970 | 0 | 1 |
_aExercises, _p73. |
| 970 | 0 | 1 |
_aNotes, _p73. |
| 970 | 1 | 2 |
_tCustomer perceptions of service, _p76. |
| 970 | 1 | 2 |
_tCustomer perceptions, _p78. |
| 970 | 1 | 1 |
_tSatisfaction versus service quality, _p79. |
| 970 | 1 | 1 |
_tTransaction versus cumulative perceptions, _p79. |
| 970 | 1 | 2 |
_tCustomer satisfaction, _p80. |
| 970 | 1 | 1 |
_tWhat is customer satisfaction?, _p80. |
| 970 | 1 | 1 |
_tWhat determines customer satisfaction?, _p81. |
| 970 | 1 | 1 |
_tNational customers satisfaction indexes, _p83. |
| 970 | 1 | 1 |
_tThe American customer satisfaction index, _p83. |
| 970 | 1 | 1 |
_tOutcomes of customer satisfaction, _p85. |
| 970 | 1 | 2 |
_tService quality, _p87. |
| 970 | 1 | 1 |
_tOutcome, interaction, and physical environment quality, _p87. |
| 970 | 1 | 1 |
_tService quality dimensions, _p87. |
| 970 | 1 | 1 |
_tGlobal feature: importance of service quality dimensions across cultures, _p88. |
| 970 | 1 | 1 |
_tE-service quality, _p91. |
| 970 | 1 | 2 |
_tService encounters: the building blocks for customer perceptions, _p93. |
| 970 | 1 | 1 |
_tService encounters or moments of truth, _p93. |
| 970 | 1 | 1 |
_tStrategy insight: customer satisfaction, loyalty, and service as corporate strategies, _p94. |
| 970 | 1 | 1 | _tThe importance of encounters, p95. |
| 970 | 1 | 1 |
_tExhibit 4.1: one critical encounter destroys 30-year relationship, _p97. |
| 970 | 1 | 1 |
_tTypes of service encounters, _p98. |
| 970 | 1 | 1 |
_tSources of pleasure and displeawsure in service encounters, _p99. |
| 970 | 1 | 1 |
_tTechnology spotlight: customers love amazon, _p100. |
| 970 | 1 | 1 |
_tExhibiy 4.2: service encounter themes, _p102. |
| 970 | 1 | 1 |
_tTechnology-based service encounters, _p103. |
| 970 | 0 | 1 |
_aSummary, _p105. |
| 970 | 0 | 1 |
_aDiscussion questions, _p105. |
| 970 | 0 | 1 |
_aExercises, _p106. |
| 970 | 0 | 1 |
_aNotes, _p106. |
| 970 | 1 | 2 |
_tPart 3 understanding customer requirements, _p11. |
| 970 | 1 | 2 |
_tChapter 5 listening to customers through research, _p113. |
| 970 | 1 | 2 |
_tUsing customer research to understand customer expectations, _p115. |
| 970 | 1 | 1 |
_tResearch objectives for service, _p115. |
| 970 | 1 | 1 |
_tCriteria for an effective service research program, _p116. |
| 970 | 1 | 1 |
_tExhibit 5.1: elements in an effective customer research program for services, _p118. |
| 970 | 1 | 2 |
_tElements in an effective marketing research program, _p121. |
| 970 | 1 | 1 |
_tComplaint solicitation, _p121. |
| 970 | 1 | 1 |
_tTechnology spotlight: conducting customer research on the web, _p122. |
| 970 | 1 | 1 |
_tCritical incident studies, _p123. |
| 970 | 1 | 1 |
_tRequirements research, _p124. |
| 970 | 1 | 1 |
_tRelationship and servqual surveys, _p125. |
| 970 | 1 | 1 |
_tExhibit 5.2: servequal: a multidimensional scale at capture customer perceptions and expectations of service quality, _p126. |
| 970 | 1 | 1 |
_tTrailer calls or postransaction surveys, _p128. |
| 970 | 1 | 1 |
_tService expectation meeting and reviews, _p129. |
| 970 | 1 | 1 |
_tProcess checkpoint evaluations, _p130. |
| 970 | 1 | 1 |
_tMarket-oriented ethnography, _p130. |
| 970 | 1 | 1 |
_tMystery shopping, _p131. |
| 970 | 1 | 1 |
_tCustomer panels, _p132. |
| 970 | 1 | 1 |
_tLost customer research, _p132. |
| 970 | 1 | 2 |
_tAnalyzing and interpreting customer research findings, _p133. |
| 970 | 1 | 1 |
_tZones of tolerance charts, _p133. |
| 970 | 1 | 1 |
_tStrategy insight: from greeting cards to gambling, companies bet on database customer research, _p134. |
| 970 | 1 | 1 |
_tGlobal feature: conducting customer research in emerging markets, _p136. |
| 970 | 1 | 1 |
_tImportance/performance matrices, _p136. |
| 970 | 1 | 2 |
_tUsing marketing research information, _p138. |
| 970 | 1 | 2 |
_tUpward communication, _p138. |
| 970 | 1 | 1 |
_tObjectives for upward communication, _p138. |
| 970 | 1 | 1 |
_tExhibit 5.3: elements in an effective program of upward communication, _p139. |
| 970 | 1 | 1 |
_tResearch for upward communication, _p139. |
| 970 | 1 | 1 |
_tExhibit 5.4: employees provide upward communication at cabela's "world's foremost outfitter", _p141. |
| 970 | 1 | 1 |
_tBenefits of upward communication, _p142. |
| 970 | 0 | 1 |
_aSummary, _p142. |
| 970 | 0 | 1 |
_aDiscussion questions, _p142. |
| 970 | 0 | 1 |
_aExercises, _p143. |
| 970 | 0 | 1 |
_aNotes, _p143. |
| 970 | 1 | 2 |
_tChapter 6 Building customer relationships, _p145. |
| 970 | 1 | 2 |
_tRelationship marketing, _p147. |
| 970 | 1 | 1 |
_tThe evolution of customer relationships, _p147. |
| 970 | 1 | 1 |
_tExhibit 6.1: a typology of exchange relationships, _p149. |
| 970 | 1 | 1 |
_tTechnology spotlight: customer information systems help enhance the customer relationship, _p150. |
| 970 | 1 | 1 |
_tThe goal of relationship marketing, _p152. |
| 970 | 1 | 1 |
_tBenefits for customers and firms, _p153. |
| 970 | 1 | 2 |
_tRelationship value of customers, _p156. |
| 970 | 1 | 1 |
_tExhibit 6.2: calculating the relationship value of a quicken customer, _p157. |
| 970 | 1 | 2 |
_tCustomer profitability segments, _p157. |
| 970 | 1 | 1 |
_tProfitability tiers-the customer pyramid, _p158. |
| 970 | 1 | 1 |
_tThe customer's view of profitability tiers, _p159. |
| 970 | 1 | 1 |
_tMaking business decisions using profitability tiers, _p160. |
| 970 | 1 | 2 |
_tRelationship development strategies, _p160. |
| 970 | 1 | 1 |
_tCore service provision, _p160. |
| 970 | 1 | 1 |
_tSwitching barriers, _p161. |
| 970 | 1 | 1 |
_tRelationship bonds, _p162. |
| 970 | 1 | 1 |
_tGlobal feature: developing loyal customers at alliance boots, _p166. |
| 970 | 1 | 2 |
_tRelationship challenges, _p166. |
| 970 | 1 | 1 |
_tThe customer is not always right, _p166. |
| 970 | 1 | 1 |
_tEnding business relationships, _p169. |
| 970 | 1 | 1 |
_tStrategy insight: "the customer is always right": rethinking an old tenet, _p170. |
| 970 | 0 | 1 |
_aSummary, _p172. |
| 970 | 0 | 1 |
_aDiscussion questions, _p173. |
| 970 | 0 | 1 |
_aExercises, _p173. |
| 970 | 0 | 1 |
_aNotes, _p174. |
| 970 | 1 | 2 |
_tChapter 7 Service recovery, _p179. |
| 970 | 1 | 2 |
_tThe impact of service failure and recovery, _p188. |
| 970 | 1 | 1 |
_tService rcovery effects, _p181. |
| 970 | 1 | 1 |
_tExhibit 7.1: the internet spreads the story of poor service recovery: "yours is a very bad hotel", _p182. |
| 970 | 1 | 1 |
_tThe service recovery paradox, _p184. |
| 970 | 1 | 2 |
_tHow customers respond to service failures, _p185. |
| 970 | 1 | 1 |
_tWhy people do (and do not) complain, _p185. |
| 970 | 1 | 1 |
_tTypes of customer complaint actions, _p187. |
| 970 | 1 | 1 |
_tTypes of complainers, _p187. |
| 970 | 1 | 2 |
_tService recovery strategies: fixing the customer, _p188. |
| 970 | 1 | 1 |
_tRespond quickly, _p189. |
| 970 | 1 | 1 |
_tExhibit 7.2: story of a service hero, _p190. |
| 970 | 1 | 1 |
_tProvide appropriate communication, _p191. |
| 970 | 1 | 1 |
_tTechnology spotlight: cisco systems-customers recover for themselves, _p192. |
| 970 | 1 | 1 |
_tTreat customers fairly, _p194. |
| 970 | 1 | 1 |
_tExhibit 7.3: fairness themes in service recovery, _p195. |
| 970 | 1 | 1 |
_tGlobal feature: service recovery across cultures, _p196. |
| 970 | 1 | 1 |
_tCultivate relationships with customers, _p197. |
| 970 | 1 | 1 |
_tStrategy insight: eliciting complaints, _p198. |
| 970 | 1 | 2 |
_tService recovery strategies: fixing the problem, _p198. |
| 970 | 1 | 1 |
_tEncourage and track complaints, _p198. |
| 970 | 1 | 1 |
_tLearn form recovery experiences, _p199. |
| 970 | 1 | 1 |
_tLearn form lost customers, _p200. |
| 970 | 1 | 1 |
_tMake the service fail-safe-do it right the fist time!, _p201. |
| 970 | 1 | 2 |
_tService guarantees, _p201. |
| 970 | 1 | 1 |
_tCharacteristics of effective guarantees, _p202. |
| 970 | 1 | 1 |
_tTypes of service guarantees, _p204. |
| 970 | 1 | 1 |
_tBenefits of service guarantees, _p204. |
| 970 | 1 | 1 |
_tExhibit 7.4: questions to consider in implementing a service guarantee, _p205. |
| 970 | 1 | 1 |
_tWhen to use (or not use) a guarantee, _p205. |
| 970 | 1 | 2 |
_tSwitching versus staying following service recovery, _p206. |
| 970 | 0 | 1 |
_aSummary, _p208. |
| 970 | 0 | 1 |
_aDiscussion questions, _p208. |
| 970 | 0 | 1 |
_aExercises, _p209. |
| 970 | 0 | 1 |
_aNotes, _p209. |
| 970 | 1 | 2 |
_tPart 4 aligning service design and standards, _p215. |
| 970 | 1 | 2 |
_tChapter 8 Service innovation and design, _p216. |
| 970 | 1 | 2 |
_tChallenges of service innovation and design, _p218. |
| 970 | 1 | 2 |
_tImportant considerations for service innovation, _p219. |
| 970 | 1 | 1 |
_tInvolve customers and employees, _p219. |
| 970 | 1 | 1 |
_tGlobal featre: the global service innovation imperative, _p220. |
| 970 | 1 | 1 |
_tEmploy service design thinking and techniques, _p220. |
| 970 | 1 | 1 |
_tTechnology spotlight: facebook: a radical service innovation, _p222. |
| 970 | 1 | 2 |
_tTypes of service innovation, _p224. |
| 970 | 1 | 1 |
_tService offering innovation, _p224. |
| 970 | 1 | 1 |
_tInnovation around customer roles, _p225. |
| 970 | 1 | 1 |
_tInnovation through service solutions, _p225. |
| 970 | 1 | 2 |
_tStages in service innovation and development, _p226. |
| 970 | 1 | 1 |
_tFrom-end planning, _p227. |
| 970 | 1 | 1 |
_tStrategy insight: strategic growth through services, _p230. |
| 970 | 1 | 1 |
_tImplementation, _p231. |
| 970 | 1 | 1 |
_tExhibit 8.1: service innovation at the mayo clinic, _p232. |
| 970 | 1 | 2 |
_tService blueprinting: a technique for service innovation and design, _p234. |
| 970 | 1 | 1 |
_tWhat is a service blueprint?, _p235. |
| 970 | 1 | 1 |
_tBlueprint components, _p235. |
| 970 | 1 | 1 |
_tService blueprint examples, _p237. |
| 970 | 1 | 1 |
_tBlueprints for technology-delivered self-service, _p239. |
| 970 | 1 | 1 |
_tReading and using service blueprints, _p240. |
| 970 | 1 | 1 |
_tBuilding a blueprint, _p241. |
| 970 | 1 | 1 |
_tExhibit 8.2: blueprinting ing action at ARAMARK parks and destinations, _p242. |
| 970 | 1 | 1 |
_tExhibit 8.3. frequently asked questions about service blueprinting, _p244. |
| 970 | 0 | 1 |
_aSummary, _p244. |
| 970 | 0 | 1 |
_aDiscussion questions, _p245. |
| 970 | 0 | 1 |
_aExercises, _p245. |
| 970 | 0 | 1 |
_aNotes, _p246. |
| 970 | 1 | 2 |
_tChapter 9 Customer-defined service standards, _p250. |
| 970 | 1 | 2 |
_tFactors necessary for appropriate service standards, _p252. |
| 970 | 1 | 1 |
_tStandardization of service behaviors and actions, _p252. |
| 970 | 1 | 1 |
_tFormal service targets and gaols, _p253. |
| 970 | 1 | 1 |
_tCustomer-, not company-, defined standards, _p253. |
| 970 | 1 | 1 |
_tStrategy insight: when is the strategy of customization better than standardization?, _p254. |
| 970 | 1 | 2 |
_tTypes of customer-defined service standards, _p256. |
| 970 | 1 | 1 |
_tHard customer-defined standards, _p256. |
| 970 | 1 | 1 |
_tExhibit 9.1: examples of hard customer-defined standards, _p257. |
| 970 | 1 | 1 |
_tTechnology spotlight: the power of good responsiveness standards, _p258. |
| 970 | 1 | 1 |
_tSoft custome-defined standards, _p259. |
| 970 | 1 | 1 |
_tGlobal feature: adjusting service standards around the globe, _p260. |
| 970 | 1 | 1 |
_tExhibit 9.2: examples of soft customer-defined standards, _p262. |
| 970 | 1 | 1 |
_tExhibit 9.3: hard and soft standards for service at Ford Motor Company, _p263. |
| 970 | 1 | 1 |
_tOne-time fixes, _p264. |
| 970 | 1 | 2 |
_tDevelopment of customer-defined service standards, _p264. |
| 970 | 1 | 1 |
_tTurning customer requirements into specific behaviors and actions, _p264. |
| 970 | 1 | 1 |
_tExhibit 9.4: expected behaviors for service encounters at John Robert's spa, _p268. |
| 970 | 1 | 1 |
_tDeveloping service performance indexes, _p273. |
| 970 | 0 | 1 |
_aSummary, _p273. |
| 970 | 0 | 1 |
_aDiscussion questions, _p274. |
| 970 | 0 | 1 |
_aExercises, _p274. |
| 970 | 0 | 1 |
_aNotes, _p275. |
| 970 | 1 | 2 |
_tChapter 10 physical evidence and the serviscescape, _p276. |
| 970 | 1 | 2 |
_tPhysical evidence, _p278. |
| 970 | 1 | 1 |
_tWhat is physical evidence?, _p278. |
| 970 | 1 | 1 |
_tHow does physical evidence affect the customer experience?, _p279. |
| 970 | 1 | 1 |
_tTechnology spotlight: virtual servicescapes: experiencing services through the internet, _p280. |
| 970 | 1 | 2 |
_tTypes of servicescapes, _p282. |
| 970 | 1 | 1 |
_tServicescape usage, _p282. |
| 970 | 1 | 1 |
_tServicescape complexity, _p283. |
| 970 | 1 | 2 |
_tStrategic roles of the servicescape, _p283. |
| 970 | 1 | 1 |
_tStrategy insight: strategic positioning through architectural design, _p284. |
| 970 | 1 | 1 |
_tPackage, _p284. |
| 970 | 1 | 1 |
_tExhibit 10.1: using physical evidence to position a new service, _p286. |
| 970 | 1 | 1 |
_tFacilitator, _p287. |
| 970 | 1 | 1 |
_tSocializer, _p287. |
| 970 | 1 | 1 |
_tDifferentiator, _p288. |
| 970 | 1 | 2 |
_tFramework for understanding servicescape effects on behavior, _p288. |
| 970 | 1 | 1 |
_tThe underlying framework, _p288. |
| 970 | 1 | 1 |
_tExhibit 10.2: servicescapes and well-being in healt-care, _p289. |
| 970 | 1 | 1 |
_tBehaviors in the servicescape, _p291. |
| 970 | 1 | 1 |
_tInternal responses to the servicescape, _p292. |
| 970 | 1 | 1 |
_tExhibit 10.3: social support in "third places", _p294. |
| 970 | 1 | 1 |
_tEnvironmental dimensions of the servicescape, _p296. |
| 970 | 1 | 1 |
_tExhibit 10.3: designing the mayo clinic hospital, _p298. |
| 970 | 1 | 2 |
_tGuidelines for physical evidence strategy, _p298. |
| 970 | 1 | 1 |
_tRecognize the strategic impact of physical evidence, _p298. |
| 970 | 1 | 1 |
_tBlueprint the physical evidence of service, _p299. |
| 970 | 1 | 1 |
_tGlobal feature: McDonald's adapts servicescapes to fit the culture, _p300. |
| 970 | 1 | 1 |
_tClarify strategic roles of the servicescpaes, _p302. |
| 970 | 1 | 1 |
_tAssess and identify physical evidence opportunities, _p302. |
| 970 | 1 | 1 |
_tUpdare and modernize the evidence, _p302. |
| 970 | 1 | 1 |
_tWork cross-functionally, _p303. |
| 970 | 0 | 1 |
_aSummary, _p303. |
| 970 | 0 | 1 |
_aDiscussion questions, _p304. |
| 970 | 0 | 1 |
_aExercises, _p304. |
| 970 | 0 | 1 |
_aNotes, _p305. |
| 970 | 1 | 2 |
_tPart 5 Delivering and performing service, _p309. |
| 970 | 1 | 2 |
_tChapter 11 Employees' roles in service delivery, _p311. |
| 970 | 1 | 2 |
_tService culture, _p312. |
| 970 | 1 | 1 |
_tExhibiting service leadership, _p313. |
| 970 | 1 | 1 |
_tDeveloping a service culture, _p313. |
| 970 | 1 | 1 |
_tGlobal feature: how well does a company's service culture travel?, _p314. |
| 970 | 1 | 1 |
_tTransporting a service culture, _p314. |
| 970 | 1 | 2 |
_tThe critical role of service employees, _p315. |
| 970 | 1 | 1 |
_tThe service triangle, _p317. |
| 970 | 1 | 1 |
_tEmployee satisfaction, customer satisfaction, and profits, _p318. |
| 970 | 1 | 1 |
_tThe effect of employee behaviors on service quality dimensions, _p319. |
| 970 | 1 | 2 |
_tBoundary-spanning roles, _p319. |
| 970 | 1 | 1 |
_tEmotional labor, _p320. |
| 970 | 1 | 1 |
_tSources of conflict, _p321. |
| 970 | 1 | 1 |
_tStrategy insight: strategies for managing emotional labor, _p322. |
| 970 | 1 | 1 |
_tQuality/productivity trade-offs, _p324. |
| 970 | 1 | 2 |
_tStrategies for delivering service quality through people, _p324. |
| 970 | 1 | 1 |
_tHire the right people, _p325. |
| 970 | 1 | 1 |
_tTechnology spotlight: how technology is helping employees serve customers more effectively and efficiently, _p326. |
| 970 | 1 | 1 |
_tExhibit 11.1: google quickly becomes a preffered employer in its industry, _p328. |
| 970 | 1 | 1 |
_tDevelop people to deliver service quality, _p330. |
| 970 | 1 | 1 |
_tExhibit 11.2: potential benefits and costs of empowerment, _p332. |
| 970 | 1 | 1 |
_tProvide needed support systems, _p333. |
| 970 | 1 | 1 |
_tRetain the best people, _p334. |
| 970 | 1 | 2 |
_tCustomer-oriented service delivery, _p336. |
| 970 | 0 | 1 |
_aSummary, _p338. |
| 970 | 0 | 1 |
_aDiscussion questions, _p338. |
| 970 | 0 | 1 |
_aExercises, _p339. |
| 970 | 0 | 1 |
_aNotes, _p339. |
| 970 | 1 | 2 |
_tChapter 12 customers' roles in service delivery, _p345. |
| 970 | 1 | 2 |
_tThe importance of customers in service cocreation and delivery, _p347. |
| 970 | 1 | 1 |
_tCustomer receiving the service, _p347. |
| 970 | 1 | 1 |
_tStrategy insight: customer cocreation of value: the new strategy frontier, _p348. |
| 970 | 1 | 1 |
_tFellow customers, _p349. |
| 970 | 1 | 2 |
_tCustomers' roles, _p351. |
| 970 | 1 | 1 |
_tCustomers as productive resources, _p351. |
| 970 | 1 | 1 |
_tExhibit 12.1: client coproduction in business-to-business services, _p352. |
| 970 | 1 | 1 |
_tCustomers as contributors to service quality and satisfaction, _p354. |
| 970 | 1 | 1 |
_tExhibit 12.2: which customer (A or B) will be most satisfied?, _p355. |
| 970 | 1 | 1 |
_tCustomers as competitors, _p356. |
| 970 | 1 | 1 |
_tGlobal feature: at Sweden's IKEA, global customers cocreate customizes value, _p357. |
| 970 | 1 | 2 |
_tSelf-service technologies-the ultimate in customer participation, _p358. |
| 970 | 1 | 1 |
_tA proliferation of new SSTs, _p358. |
| 970 | 1 | 1 |
_tCustomer usage of SSTs, _p359. |
| 970 | 1 | 1 |
_tSuccess with SSTs, _p360. |
| 970 | 1 | 2 |
_tStrategies for enhancing customer participation, _p360. |
| 970 | 1 | 1 |
_tDefine customers' roles, _p360. |
| 970 | 1 | 1 |
_tTechnology spotlight: technology facilitates customer participation in health care, _p362. |
| 970 | 1 | 1 |
_tExhibit 12.3: working together, U.S. utility companies and customers conserve energy, _p365. |
| 970 | 1 | 1 |
_tRecruit, educate, and reward customers, _p365. |
| 970 | 1 | 1 |
_tExhibit 12.4: weight watchers educates and orients new members, _p367. |
| 970 | 1 | 1 |
_tManage the customer mix, _p368. |
| 970 | 0 | 1 |
_aSummary, _p370. |
| 970 | 0 | 1 |
_aDiscussion questions, _p370. |
| 970 | 0 | 1 |
_aExercises, _p371. |
| 970 | 0 | 1 |
_aNotes, _p371. |
| 970 | 1 | 2 |
_tChapter 13 Managing demand and capacity, _p375. |
| 970 | 1 | 2 |
_tThe underlying issue: lack of inventory capability, _p377. |
| 970 | 1 | 2 |
_tCapacity constraints, _p379. |
| 970 | 1 | 1 |
_tTime, labor, equipment, and facilities, _p380. |
| 970 | 1 | 1 |
_tOptimal versus maximum use of capacity, _p380. |
| 970 | 1 | 2 |
_tDemand patterns, _p381. |
| 970 | 1 | 1 |
_tThe charting of demand patterns, _p381. |
| 970 | 1 | 1 |
_tPredictable cycles, _p382. |
| 970 | 1 | 1 |
_tRandom demand fluctuations, _p382. |
| 970 | 1 | 1 |
_tDemand patterns by market segments, _p383. |
| 970 | 1 | 2 |
_tStrategies for matching capacity and demand, _p383. |
| 970 | 1 | 1 |
_tShifting demand to match capacity, _p383. |
| 970 | 1 | 1 |
_tGlobal feature: cemex creatively manages chaotic demand for its services, _p384. |
| 970 | 1 | 1 |
_tAdjusting capacity to meet demand, _p387. |
| 970 | 1 | 1 |
_tStrategy insight: combining demand (marketing) and capacity (operations) strategies to increase profits, _p390. |
| 970 | 1 | 1 |
_tCombining demand and capacity strategies, _p392. |
| 970 | 1 | 2 |
_tYield management: balancing capacity utilization, pricing, market segmentation, and financial return, _p392. |
| 970 | 1 | 1 |
_tExhibit 13.1: simple yield calculations: examples from hotel and legal services, _p393. |
| 970 | 1 | 1 |
_tTechnology spotlight: information and technology drive yield management systems, _p394. |
| 970 | 1 | 1 |
_tImplementing a yield management system, _p394. |
| 970 | 1 | 1 |
_tChallenges and risks in using yield management, _p396. |
| 970 | 1 | 2 |
_tWaiting line strategies: when demand and capacity cannot be matched, _p397. |
| 970 | 1 | 1 |
_tEmploy operational logic, _p397. |
| 970 | 1 | 1 |
_tExhibit 13.2: overflow in the ED: managing hospital emergency departments, _p398. |
| 970 | 1 | 1 |
_tEstablish a reservation process, _p400. |
| 970 | 1 | 1 |
_tDifferentiate waiting customers, _p401. |
| 970 | 1 | 1 |
_tMake waiting more pleasurable, _p402. |
| 970 | 0 | 1 |
_aSummary, _p404. |
| 970 | 0 | 1 |
_aDiscussion questions, _p404. |
| 970 | 0 | 1 |
_aExercises, _p405. |
| 970 | 0 | 1 |
_aNotes, _p405. |
| 970 | 1 | 2 |
_tPart 6 managing service promises, _p409. |
| 970 | 1 | 2 |
_tChapter 14 intregrated service marketing communications, _p411. |
| 970 | 1 | 2 |
_tThe need for coordination in marketing communication, _p413. |
| 970 | 1 | 2 |
_tKey service communication challenges, _p415. |
| 970 | 1 | 1 |
_tService intagibility, _p415. |
| 970 | 1 | 1 |
_tManagement of service promises, _p416. |
| 970 | 1 | 1 |
_tManagement of customer expectations, _p416. |
| 970 | 1 | 1 |
_tCustomer education, _p417. |
| 970 | 1 | 1 |
_tInternal marketing communication, _p417. |
| 970 | 1 | 2 |
_tFive categories of strategies to match service promises with delivery, _p418. |
| 970 | 1 | 1 |
_tAddress service intangibility, _p418. |
| 970 | 1 | 1 |
_tStrategy insight: Google's strategy dominates web advertising and communication, _p421. |
| 970 | 1 | 1 |
_tExhibit 14.1: service advertising strategies matched with properties of intangibility, _p422. |
| 970 | 1 | 1 |
_tManage service promises, _p425. |
| 970 | 1 | 1 |
_tGlobal feature: virgin atlantic airways, _p428. |
| 970 | 1 | 1 |
_tManage customer expectations, _p429. |
| 970 | 1 | 1 |
_tTechnology spotlight: grouping customers based on online activities, _p430. |
| 970 | 1 | 1 |
_tManage customer education, _p432. |
| 970 | 1 | 1 |
_tManage internal marketing communication, _p434. |
| 970 | 0 | 1 |
_aSummary, _p437. |
| 970 | 0 | 1 |
_aDiscussion questions, _p437. |
| 970 | 0 | 1 |
_aExercises, _p438. |
| 970 | 0 | 1 |
_aNotes, _p438. |
| 970 | 1 | 2 |
_tChapter 15 pricing of services, _p440. |
| 970 | 1 | 2 |
_tThree key ways that service prices are different for customers, _p442. |
| 970 | 1 | 1 |
_tCustomer knowledge of service prices, _p442. |
| 970 | 1 | 1 |
_tExhibit 15.1: what do you know about the prices of services, _p443. |
| 970 | 1 | 1 |
_tThe role of nonmonetary costs, _p445. |
| 970 | 1 | 1 |
_tPrice as an indicator of service-quality, _p447. |
| 970 | 1 | 2 |
_tApproaches to pricing services, _p447. |
| 970 | 1 | 1 |
_tCost-based pricing, _p448. |
| 970 | 1 | 1 |
_tCompetition-based pricing, _p449. |
| 970 | 1 | 1 |
_tStrategy insight: "congestion pricing" as a strategy to change driving behavior in big cities, _p450. |
| 970 | 1 | 1 |
_tDemand-based pricing, _p451. |
| 970 | 1 | 1 |
_tGlobal feature: unique pricing around the world, _p452. |
| 970 | 1 | 2 |
_tPricing strategies that link to the four value definitions, _p455. |
| 970 | 1 | 1 |
_tTechnology spotlight: dynamic pricing on the internet allows price adjustments based on supply and demand, _p456. |
| 970 | 1 | 1 |
_tExhibit 15.2: pricing for customer--perceived value with modular service pricing and service tiering, _p458. |
| 970 | 1 | 1 |
_tPricing strategies when the customer means "value is low price", _p460. |
| 970 | 1 | 1 |
_tPricing strategies when the customer means "value is everything i want in a service", _p462. |
| 970 | 1 | 1 |
_tPricing strategies when the customer means "value is the quality i get for the price i pay, _p462. |
| 970 | 1 | 1 |
_tPricing strategies when the customer means "value is all that i get for all that i give", _p464. |
| 970 | 0 | 1 |
_aSummary, _p466. |
| 970 | 0 | 1 |
_aDiscussion questions, _p466. |
| 970 | 0 | 1 |
_aExercises, _p467. |
| 970 | 0 | 1 |
_aNotes, _p467. |
| 970 | 1 | 2 |
_tPart 7 Service and the bottom line, _p469. |
| 970 | 1 | 2 |
_tChapter 16 the financial and economic impact of service, _p470. |
| 970 | 1 | 2 |
_tService and profitability: the direct relationship, _p472. |
| 970 | 1 | 2 |
_tOffensive marketing effects of service: attracting more and better customers, _p473. |
| 970 | 1 | 1 |
_tExhibit 16.1: customer satisfaction, service quality, and firm performance, _p474. |
| 970 | 1 | 2 |
_tDefensive marketing effects of service: customer retention, _p476. |
| 970 | 1 | 1 |
_tLower costs, _p476. |
| 970 | 1 | 1 |
_tVolume of pruchases, _p477. |
| 970 | 1 | 1 |
_tPrice premium, _p477. |
| 970 | 1 | 1 |
_tWord-of-mouth communication, _p477. |
| 970 | 1 | 1 |
_tExhibit 16.2: word-of-mouth communication and customer measurement: the net promoter service, _p478. |
| 970 | 1 | 2 |
_tCustomer perceptions of service quality and purchase intentions, _p478. |
| 970 | 1 | 1 |
_tExhibit 16.3: questions that managers want answered about defensive marketing, _p480. |
| 970 | 1 | 1 |
_tExhibit 16.4: service quality and the economic worth of customers: businesses still need to know more, _p482. |
| 970 | 1 | 2 |
_tThe key drivers of service quality, customer retention, and profits, _p483. |
| 970 | 1 | 1 |
_tStrategy insight: customer equity and return on marketing: metrics to match a strategic customer-centered view of the firm, _p484. |
| 970 | 1 | 2 |
_tCompany performance measurement: the balanced performance scorecard, _p484. |
| 970 | 1 | 1 |
_tTechnology spotlight: cost-effective service excellence through technology, _p487. |
| 970 | 1 | 1 |
_tGlobal feature: measurement of customer satisfaction worldwide, _p488. |
| 970 | 1 | 1 |
_tChanges to financial measurement, _p488. |
| 970 | 1 | 1 |
_tCustomer perceptual measures, _p489. |
| 970 | 1 | 1 |
_tOperational measures, _p489. |
| 970 | 1 | 1 |
_tInnovation and learning, _p489. |
| 970 | 1 | 1 |
_tEffective nonfinancial performance measurements, _p489. |
| 970 | 0 | 1 |
_aSummary, _p491. |
| 970 | 0 | 1 |
_aDiscussion questions, _p492. |
| 970 | 0 | 1 |
_aExercises, _p492. |
| 970 | 0 | 1 |
_aNotes, _p492. |
| 970 | 1 | 2 |
_tCases, _p495. |
| 970 | 1 | 1 |
_tCase 1 zappos.com 2009: clothing, customer service, and company culture, _cFrances X. Frei, _fFrei, Frances X, _p495. |
| 970 | 1 | 1 |
_tCase 1 zappos.com 2009: clothing, customer service, and company culture, _cRobin J. Ely, _fEly, Robin J., _p495. |
| 970 | 1 | 1 |
_tCase 1 zappos.com 2009: clothing, customer service, and company culture, _cLaura Winig, _fWinig, Laura, _p495. |
| 970 | 1 | 1 |
_tCase 2 Merrill lynch: supernova, _cRogelio Olivia, _fOlivia, Rogelio, _p516. |
| 970 | 1 | 1 |
_tCase 2 Merrill lynch: supernova, _cRoger Hallowell, _fHallowell, Roger, _p516. |
| 970 | 1 | 1 |
_tCase 2 Merrill lynch: supernova, _cGabriel R. Bitran, _fBitran, Gabriel R., _p516. |
| 970 | 1 | 1 |
_tCase 3 United breaks guitars, _cJohn Deighton, _fDeighton, John, _p537. |
| 970 | 1 | 1 |
_tCase 3 United breaks guitars, _cLeora Kornfeld, _fKornfeld, Leora, _p537. |
| 970 | 1 | 1 |
_tCase 4 Michelin fleet solutions: from selling tires to selling kilometers, _p549. |
| 970 | 1 | 1 |
_tCase 5 ISS Iceland, _p563. |
| 970 | 1 | 1 |
_tCase 6 People, service, and profit at Jysske Bank, _p572. |
| 970 | 1 | 1 |
_tCase 7 JetBlue: high-flying airline melts down in ice storm, _cJoe Brennan, _fBrennan, Joe, _p591. |
| 970 | 1 | 1 |
_tCase 7 JetBlue: high-flying airline melts down in ice storm, _cFelicia Morgan, _fMorgan, Felicia, _p591. |
| 970 | 1 | 1 |
_tCase 8 Using service marketing to develop and deliver integrated solutions at caterpillar in Latin America, _cHolger Pitzsch, _fPitzsch, Holger, _p607. |
| 970 | 1 | 1 |
_tCase 8 Using service marketing to develop and deliver integrated solutions at caterpillar in Latin America, _cValarie A. Zeithaml, _fZeithaml, Valarie A., _p607. |
| 970 | 0 | 1 |
_aPhoto Credits, _p620. |
| 970 | 0 | 1 |
_aIndex, _p622. |
| 999 |
_c3830 _d3830 |
||
| 003 | KOHA | ||