Professional Documents
Culture Documents
Service Marketing
Service Marketing
Chapter 15 - 1
Overview of Chapter 15
Effective Marketing Lies at the Heart of Value Creation
Integrating Marketing, Operations, and Human Resources Creating a Leading Service Organization In Search of Human Leadership Change Management
Chapter 15 - 2
Chapter 15 - 3
Service Concept
Target Market
Revenue growth 1
Profitability
Quality and Attractive value productivity Service designed Improvements and delivered to yield higher meet targeted service quality customers needs and lower costs
Services Marketing 6/E
Chapter 15 - 4
1. Customer loyalty drives profitability and growth 2. Customer satisfaction drives customer loyalty 3. Value drives customer satisfaction
Chapter 15 - 6
Chapter 15 - 7
Top management needs to establish clear imperatives for each function that defines how a specific function contributes to the overall mission
The marketing imperative The operations imperative The human resources imperative
Chapter 15 - 8
Operations Imperative
Create and deliver specified service to target customers Adhere to consistent quality standards Achieve high productivity to ensure acceptable costs
Chapter 15 - 9
Chapter 15 - 10
Service Nonentities
Dominated by a traditional operations mindset Unsophisticated marketing strategies Consumers neither seek out nor avoid them
Chapter 15 - 11
Service Leaders
The crme da la crme of their respective industries Names synonymous with outstanding service, customer delight Service delivery is seamless process organized around customers Employees empowered and committed to firms values and goals
Chapter 15 - 12
Chapter 15 - 13
Organizations that are devoted to satisfying their current customers may miss important shifts in the marketplace
As a result, they may face difficulties attracting demanding new consumers with different expectations Companies defending their control of their competitive edge may have encouraged competitors to find higherperforming alternatives Organizations with a service-oriented culture may turn otherwise as a result of a merger or acquisition that brings in new leaders who emphasize short-term profits
Slide 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 15 - 14
Chapter 15 - 15
Source: John Kotter Slide 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 15 - 16
Source: John Kotter Slide 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 15 - 17
Management
Involves keeping current situation operating through planning, budgeting, organizing, staffing, controlling, and problem solving Emphasizes physical resourcesraw materials, technology, capital Works through hierarchy and systems Keeps current system functioning
Chapter 15 - 18
Chapter 15 - 19
Change Management
Chapter 15 - 21
Turnaround situations are where leaders seek to bring distressed organizations back from the brink of failure and set them on a healthier course
Example: Amex (Service Perspectives 15.2) Can be advantageous to bring in a new CEO from outside the organization
Chapter 15 - 22
Turning around an organization that has limited resources requires concentrating those resources where the need and the likely payoffs are greatest
Example: William Brattons 20-year police career in Boston and New York
A firms search for growth often involves expansioneven diversification into new lines of business
Example: IBM
Slide 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 15 - 23
This approach may lead to a recognition that changes are needed in that strategy A risk of prominent leaders becoming too externally focused at the risk of their internal effectiveness
Chapter 15 - 24
Organizational culture
Shares perceptions or themes regarding what is important in the organization Shares values about what is right or wrong Shares understanding about what works and what doesnt work Shares beliefs, and assumptions about why these things are important Shares styles of working and relating to others
Chapter 15 - 25
Creating a new climate for service, based on understanding of what is needed for market success, may require
Radical rethinking of HRM activities, operational procedures, and the firms reward and recognition policies
Chapter 15 - 26
Service leadership is not based on outstanding performance within a single dimension, but must cut across marketing, operations and human resources
Slide 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 15 - 27
To be effective, leaders need to understand difference between leadership versus management, as well as setting direction versus planning
Transformation of organization can take place in two ways:
Evolution Turnaround
Role modeling is one of traits of successful leaders Leaders play a big part in nurturing an effective organizational culture that transforms an organization into a successful one
Slide 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 15 - 28