AJAI.K.G SM Zephdyut Module - IV

Relationships in Services
 The possibilities to build relationships are greater in

services than goods.
 Services are often delivered through interactions

between the provider and customer.
 Proximity between the provider and customer is

inevitable.
Relationships in Services…
People Factor:
 People factor can be very critical to successful

marketing of services.
 The personal relationship if cultivated properly can

become a powerful motivator being repeat purchase.
 The people performing services not only create

economic satisfaction or value rather,
 they are critical ingredients in the creation of social

and psychological satisfactions.
Social Encounters:
 Service encounters are the first and foremost social

encounters.
 How providers socially handle the customers can

define and position service product in a distinct
manner.
 Customers may willing to forgo physical efforts and

monetary benefits for the sake of getting service
from a known provider.
Emotional Connection:
 The front staff who get to interact with customers

directly face to face must be trained and encouraged
to connect emotionally with customers.
 The emotional content that provides psychological

satisfaction is difficult to replicate.
 Services can be powerfully differentiated along

emotional dimensions.
Importance of Frontline:
 To a customer service firm is represented by the one

with whom interactions take place.
 The performance of frontline staff can make or break

the service firm.
 The service quality is often perceived through the

quality of interaction.
 It can be easily broken by little mistakes committed

by workers at the time of encounters.
Relationship Building
 Customer satisfaction is essential but not sufficient
condition for relationship building.
 Marketing efforts must aim to create two types of

customers:
 Loyalist: is customer who is completely satisfied

with the services of the firm and keeps coming back
to the firm.
Relationship Building…
 Apostle: these are subset of loyalists whose
expectations are far exceeded by the service
experience.
 These customers not only feel highly satisfied rather

they feel so delighted that they share feelings with
others.
 According to Berry, the key elements of relationship

marketing are:
 Core service: the core service or product serves as
the starting point for relationship building.
 That is, the relationship is built around the core

product.
 Customization: relationship is customized

according to individual customer.
 Augmentation: core product or service is

augmented with extras or additional product.
 Price: the price of the product or service is fixed
that encourages customer loyalty.
 The idea is not to maximize profit from a transaction.
 Internal marketing: the key to external satisfaction

is internal satisfaction.
 The marketing concept is used inward to create

satisfied employees so that they give the best
performance to satisfy external customers.
Key Differences Between Relationship
Marketing and Transaction Marketing
Concept Relationship Transactional
Marketing Marketing
Objective Relationship Single transaction
Time orientation Long term Short term
orientation orientation
Focus on customer Pre and post sales Focus on pre sale
process process
Contact intensity High Low
Dependence level Generally high Generally low
Dominant quality Quality of Quality of output
dimension interaction
Key Differences Between Relationship
Marketing and Transaction Marketing…
Concept Relationship Transactional
Marketing Marketing
Quality concern Quality concern of Basically concerns
all in the system production
department
Internal marketing Strategic role No or limited role
Production focus Mass customization Mass production
Focus Customer value Product features

Customer service High emphasis on Little or no
customer service emphasis on
customer service
Relationship Customers
 Targeting customers for relationship building is not
the same as targeting in general.
 Customers could be classified into four groups based

on their profitability:
 Platinum Customers: are most profitable

customers, and are heavy users of product or service
and are not overly price sensitive.
Relationship Customers…
 They exhibit commitment to firm’s offerings and
show openness in trying new offerings by the firm.
 Gold customers: these customers stack below the

platinum tier in terms of profitability.
 They are heavy users and expect price discounts that

affect the margins to the firm.
 They are loyal customers but not totally loyal.

 Iron customers: further go down on the
profitability scale and are good source of business
for keeping the capacity utilization high.
 Their spending, loyalty and profitability is not high

enough to deserve special treatment.
 Lead customers: are unprofitable and cost to

company customers.
 They demand more than what is actually deserved.
 They are often source of negative word of mouth.
 It is better to free business from these customers
because the resources used on them can bring better
results from elsewhere.

Relationship Tools and Strategies
 The importance of lifetime product and services and
loyal employees crucial to relationship development.
Lifetime Products and Services:
 Central to marketing concept is the identification of

target customer and developing need satisfying
product and services.
 Customer relationship building on the other hand

requires adding new products and services to
evolving customer needs.
Relationship Tools and Strategies…
 It makes more sense to cater to the changing needs
of existing customers with whom the firm has had a
relationship,
 rather than trying out new battlefields with new
weapons.
Loyal Employees:
 Role of employees is particularly important in the
interaction of intensive services.
 Employees can make a service encounter socially and
emotionally satisfying.
Relationship Tools and Strategies…
 Employee retention over a period of time is
associated with superior service delivery.
 The longer staying employees become more familiar

with the nuances of business.
 A repeated interaction with one employee makes

them more knowledgeable about unique customer
needs and preferences.
 This understanding helps them serve customer

better.
Customer Retention
 According to Berry and Parasuraman there are three
strategies to build customer retention: adding
financial benefits, adding social benefits and adding
structural ties.
Financial Benefits:
 The key idea governing this strategy is to motivate
customers to maintain relationship because of some
financial incentive.
 Firms create various kinds of clubs and programs to
reward heavy or frequent buying customers.
Customer Retention…
Social Benefits:
 Customers desire several benefits from relationships
with service firm or service employees.
 People serving the customers may be perceived like a
surrogate family.
 Customers feels happy when employees recognize
him or her as an individual and more so when they
know names and preferences.
 Customers want to bond with people socially
because they seek long for customized treatment.
Customer Retention…
Structural Bonds:
 Now companies come closer and develop linkages

especially driven by information technology such that
buyer is able to perform better and the benefit of
which is shared with the seller.
 Earlier approach to marketing used to focus the

maximization of self interests even at the cost of the
other party to an exchange.
 Nowadays formation of relationships that aim to

maximize mutual gain.
Customer Satisfaction
 Satisfaction is probably the driver of customer’s
intention to repurchase,
 stay with the firm for future purchases and do not

share purchase with other suppliers.
 Therefore marketer must work out strategies as to

best satisfy customers both in the short term and
long term such that they are motivated to maintain
relationship on a long term basis.
Customer Satisfaction…
 The satisfaction framework literature proposes:
 Met expectations: when delivery is according to

expectations this results in moderate satisfaction or
when expectations are met.
 Unmet expectations: results in dissatisfaction

when the expectations are not met and there is
under delivery.
Customer Satisfaction Involves a Comparison
Between Service Expectation and
Service Perception
Total Customer Satisfaction and
Delight
 Perceived quality is customer’s perception of
delivered service as against the expected service.
 Satisfaction is customer’s emotional response or

feelings of pleasure or displeasure to the perceived
quality.
 Perceived quality influences satisfaction.
 If satisfaction is defined as consumer’s fulfillment

response then how the customer is likely to feel in
the situations of,
Total Customer Satisfaction and
Delight…
 (i) Negative disconfirmation (performance short of
expectations) – dissatisfaction,
 (ii) Positive disconfirmation (performance more than

expectations) – satisfaction,
 (iii) Confirmation (met expectations) – absence of

dissatisfaction,
 (iv) Positive surprise (unexpected delivery) – delight.

Link Between Satisfaction and
Loyalty
 Business must strive to create totally satisfied
customers then only rewards of loyalty are achievable
in competitive market conditions.
 The gains are sharpest or more than proportionate

when satisfaction level is increased beyond
satisfaction to complete satisfaction.
 That is loyalty gains are achieved substantially when

customer satisfaction is increased beyond the point of
satisfaction.
Satisfaction and Loyalty
Customer Delight
 Customer delight is the reaction of customer when
they receive a service or product that not only
satisfies, but provides unexpected value or
unanticipated satisfaction.
 Customer satisfaction is largely a static process that

deals with today and known circumstances and
known variables.
 Providing customer delight is dynamic, forward

looking process that takes primarily in the unknown
environment.
Service Quality
 Quality is the extent to which the service process
and the service organizations can satisfy the
expectations of the user.
 Quality can be defined as an important competitive

weapon to gain superiority.
 In order to lend clarity to the phenomenon of service

quality, Gummensson proposed a holistic view of
service quality.
Holistic View of Service Quality
Quality is integrator of two aspects of business:
 These are two important perspectives on quality,
 first is the technology and production centric, which

focuses on setting up the requirement specifications,
 and then quality goal is to seek conformance to these

specifications, that is do things right approach.
 The second perspective looks at quality from the

perspective of fitness for use.
Holistic View of Service Quality…
 This is a customer oriented approach as customer
satisfaction is put in the focus, that is doing the right
things.
 These two approaches are combined to form

customer perceived quality.
 Quality in fact is a concept that integrates different

orientations like marketing, production, technology
and ultimately customer satisfaction.
Companies must pay attention to synergy
between goods and services quality:
 A goods marketer has to pay attention to the quality

of parts and services.
 Likewise, a service provider who primarily markets a

service must duly attend to the quality of both goods
used in the creation of service and service itself.
Quality, productivity and profits are inseparable
triplets:
 Quality can influence revenue positively through

image improvement, increased sales, reduction in
price competition and economy of scale effects.
 Quality can also decrease cost by reduced reworking

costs, scrap, and expenditure on warranty and
product liability claims.
Service Quality…
 Quality is especially difficult to define, describe, and
measure in services.
 Quality is essentially conceptualized as the

discrepancy between customer expectations and
perceptions of what is delivered.
 A product or service is considered of quality when it

fulfills customer’s expectations.
 The nature of quality differs in goods and services.

Service Quality…
 Customers evaluate quality based on their perception
of what has been received as against their
expectations.
 Quality in services is held in the eyes of the customer,

is therefore called perceived quality.
 It is customer’s personal judgment about a product’s

excellence or superiority on a set of criteria that
forms their expectations.
Nature of Quality in Goods and
Services
Quality Dimensions
 According to Parasuraman and colleagues, the ten
general concerns/dimensions that represent the
evaluative criteria used by the customers to asses
service quality,
 Reliability: is customer’s concern whether the

service firm would deliver the promised service
dependably and accurately.
 Eg: This bank promises to clear an outstation cheque

in two days, will it really?
Quality Dimensions…
 Responsiveness: is customer’s concern whether
employees of the company would be willing and ready
to provide service promptly.
 Eg: If I develop some problems up in the air, will the
employees of this airline help me?
 Competence: it is a concern whether service
providers have necessary knowledge and skill to
perform the service.
 Eg: are the doctors in this hospital really qualified and
have appropriate experience to perform this kind of
surgery?
 Credibility: it is concerned with service provider’s
trustworthiness, honesty and believability.
 Eg: the insurance company has made a claim that in

case of accident they would settle the claim without
any delay and paper work.
 Can I believe them without any doubt?

 Courtesy: it is reflected in customers concern about
how politely, respectfully, and friendly he or she would
be treated during the course of dealings with the
service system.
 Eg: I have booked this hotel to host a party to honour

my parents.
 Will the staff here serve my guests respectfully and in

friendly fashion.
 Access: it refers to expectations surrounding the
issue of ease with which the staff or service can be
approached.
 Eg: The service offered by this mobile communication

service provider is fine, but how easy is to contact
the customer care department when something goes
wrong?
 Communication: it is customer’s concern whether
he would be given a patient listening when required
and would be kept informed.
 Eg: will this bank keep me informed about the status

of my accounts on a regular basis and be able to
explain charges they deduct from time to time.
 Security: customers expect the service to be free

from danger, risk and doubt.
 Eg: how safe is to park the car in this parking lot?

 Understanding customer: it is customer’s concern
whether service providers will make genuine efforts
to understand customer needs.
 Tangibles: it is customer’s sensitivity about the

physical evidence present in the service firm like
personnel, equipments, facilitating goods.
 Eg: will my car be repaired in modern workshop

equipped with state of the art machines and
equipments?
Total Perceived Quality Model
Gronroos, C. Service Marketing Management: A Customer Relationship Management Approach, New York,
John Wiley, 2014, p.67.
SERVQUAL
 It is a multi dimensional research instrument,
designed to capture consumer expectations and
perceptions of a service along the five dimensions
that are believed to represent service quality.
 The model of service quality, popularly known as

the gaps model was developed by a group of
American authors, A. Parasuraman, Valarie A.
Zeithaml and Len Berry, in a systematic research
program carried out between 1983 and 1988.
SERVQUAL…
 The model identifies the principal dimensions (or
components) of service quality; proposes a scale for
measuring service quality (SERVQUAL) and
 suggests possible causes of service quality problems.
 The model's developers originally identified ten

dimensions of service quality,
 but after testing and retesting, some of the

dimensions were found to be auto correlated and the
total number of dimensions was reduced to five,
namely:
SERVQUAL…
 Reliability,
 Assurance,
 Tangibles,
 Empathy and
 Responsiveness.
 These five dimensions are thought to represent the

dimensions of service quality across a range of
industries and settings.
SERVQUAL…
 Reliability: perceptions about the ability of the firm
to perform the promised service dependably and
accurately.
 Assurance: perceptions about the knowledge and

courtesy of employees and their ability to convey
trust and confidence.
 Tangibles: the appearance of physical facilities,

equipment, personnel and communication materials.
SERVQUAL…
 Empathy: the provision of caring, individualized
attention to customer.
 Responsiveness: the willingness to help customers

and to provide prompt service.
 Businesses use the SERVQUAL instrument (i.e.

questionnaire) to measure potential service quality
problems and
SERVQUAL…
 the model of service quality to help diagnose possible
causes of the problem.
 The model of service quality is built on

the expectancy confirmation paradigm/model,
 which suggests that consumers perceive quality in

terms of their perceptions of how well a given
service delivery meets their expectations of that
delivery.
SERVQUAL…
 Thus, service quality can be conceptualized as a
simple equation:
 SQ = P - E
 Where, SQ is service quality
 P is the individual's perceptions of given service

delivery
 E is the individual's expectations of a given service

delivery.
SERVQUAL…
 When customer expectations are greater than their
perceptions of received delivery, service quality is
deemed low.
 When perceptions exceed expectations, then service

quality is high.
 The model of service quality identifies five gaps that

may cause customers to experience poor service
quality.
SERVQUAL…
 In this model, gap five is the service quality gap and is
the only gap that can be directly measured.
 In other words, the SERVQUAL instrument was

specifically designed to capture gap five (the
discrepancy between expected service and perceived
service)
 That is, the discrepancy between the expected

service and perceived service (gap 5 – the service
quality gap) is caused by the presence of other gaps
within the organization.
Gap1: The Understanding Gap
Discrepancy between consumer expectations and
management perception of consumer expectations:
 This is largely attributed to lack of customer

knowledge.
 The following may contribute to the presence of the

knowledge gap:
 Lack of marketing research: even when

customers needs and wants are researched, the
management may not be willing to use these findings
in developing a service product.
Gap1: The Understanding Gap…
 Inadequate upward communication: this
happens when customer complaints, feedback and
informal suggestions do not move upwards to the
top.
 Too many layers of management: a hierarchical

structure with multiple layers contributes to
knowledge gap,
 by creating a long distance between customer and

management responsible for designing service.
Strategies to Improve Gap1
 Correct understanding of the customer needs and
wants is the basis of achieving marketing success.
 Customer expectations not only must met rather

must be exceeded.
 Use marketing research strategically to develop

accurate knowledge of customer needs and wants.
 In this respect, the firm can elicit customer

complaints regularly and use them strategically.
Strategies to Improve Gap1 …
 Customer interactions could be used as a platform to
learn about them.
 Management must make sure that this information

reaches right people who are able to pick out insights
and turn it into action.
 Upward communication can be achieved by learning

by walking around, direct interactions with front
liners, formal and informal feedback and discussions
with contact staffs.
Gap 2: Service Standards
Specification Gap
 Discrepancy between management’s perception of
consumer expectations and service quality
specifications:
 This may happen because of the following:
 Lack of Management commitment to service
quality: service quality may not be the priority,
instead other objectives may be perceived as more
important like short term sales or profit gains.
 In many cases firms did not even have quality
departments given to the defining quality standards
and measuring actual quality.
Specification Gap…
 Employee Perception of infeasibility: managers
may develop perception that meeting customer
expectations is not feasible for a variety of reasons.
 Inadequate Goal setting: for delivery of quality
services, goals must be set to guide employee
performance.
 Good service organizations are known for setting
specific and understandable goals that reflect
customer expectations.
 Absence of goal setting contributes to specification
gap.
Specification Gap…
 Inadequate Task standardization: conversion of
management perception of customer expectations
into standards depends on the degree to which the
tasks involved in service creation can be standardized.
 When managers feel standardization is counter to

quality service, they may not set standards.
Strategies to Improve Gap 2
 Commitment of top management is the first essential
condition for developing customer expectations
based service quality standards.
 Top management must signal its commitment to

customer by verbal and non verbal support through
mission and vision.
 Middle management’s support and commitment is key

to initiating and sustaining quality efforts.
Strategies to Improve Gap 2…
 On the issue of inadequate task standardization, tasks
involved in the service creation can be standardized
by the use of technology like,
 computerization (computerized reservation system)
and automation (use of automatic tellers to disburse
cash).
 Absence of goal setting can be countered by the
development of goal setting process and routines.
 Goals measured and reviewed must be done on a
regular basis for maintaining strategic fit with the
customer requirements.
Gap 3: Service Standards Delivery Gap
 Discrepancy between the service quality
specifications and actually delivered service:
 A firm may not be able to deliver actual service

performance according to set standards because of
internal factors influencing employee willingness and
ability.
 Role ambiguity: is a situation when employees are

uncertain about what is expected of them and what
they are suppose to do to satisfy their managers.
Gap 3: Service Standards Delivery Gap…
 Lack of role clarity may drive human performance
into unintended directions and thereby create gap
between standard and delivery.
 Role conflict: it is situation of friction that, when

employees experience a tension between what
managers expect them to do and what customers
want them to do.
 Eg: in many retail situations, the customer wants
them to take personal interest in solving their
purchase problems and therefore they should go
through the process slowly.
 The manager, on the other hand, desires faster

customer turnaround to maximize numbers.
 Employee job fit: when employees lack required

qualifications and skills, their performances are likely
to deviate from the standards.
 Poor employee job fit can be a cause of frustration
for both the customer and the employee.
 Technology job fit: when tools, equipment and

technology are inadequate or ill suited, the employee
performance suffers seriously.
 Perceived control: employees may feel stressed out

when managing a situation that requires urgent
extension of right response but they have to consult
or seek approvals from bosses above them.
 In the process the effectiveness handling the situation
suffers and they feel the brunt of poor service.
 Teamwork: when people working in the firm do not

work as a team and coordinate their efforts,
performance suffers.
 Performance at the point of delivery is likely to meet

standards when frontline staff are supported and
enabled by the team working behind them.
 Supervisory control system: most firms employ
control systems to measure and reward employee
performance.
 Problems arise when the focus of measurement of

these systems is on something that is not related to
provision of service quality.
 Eg: employee quantitative output may get measured

and rewarded, not the quality of execution.
 Role ambiguity can be countered by the use of tools
that enhance role clarity.
 Whether performances are inline with the

expectations can be communicated by formal
feedback system so that necessary corrections are
carried out.
 Role conflict is experienced when a person is pulled

in two different directions as employee of the firm
and the server of customers.
 The stress emanating from this pull could be
minimized when employees are involved in standard
setting process.
 The gap caused by poor employee and technology’s

fit with the demands of the job can be minimized by
sound human resources management practices.
 Right people cultivated for the jobs may give

satisfactory performances in the absence of
appropriate reward and compensation system.
 Customer and employee considerations must be
incorporated in choice of technology rather than
leaving these decisions entirely on the technology
experts.
 Decision making instead of being confined to the top

in fewer hands is pushed down to the level of contact
employees.
 Empowered employees are able to fix problem

situations faster.
Gap 4: Service Promotion Gap
 Discrepancy between delivered service and what is
communicated about the service to consumers:
 In the process of demand stimulation, over promising

is made or service is misrepresented (something not
being conveyed).
 Service delivery and promotion gap occurs when

such over promising is made.
Gap 4: Service Promotion Gap…
 Lack of horizontal communication: problem of
over promising is likely to occur in those situations
when the people engaged in making promises are
different from the ones who actually deliver services.
 Propensity to over promise: competitive

pressures often drive firms to start over promising in
order to attract customers.
 This entraps firms into making high promise without

much regard for actual delivery.
 A firm can minimize this gap by undertaking strategic
initiatives that curtail tendency of over promising or
making wrong promises.
 The people responsible for external communication
must be sensitized of the actual service delivery
process and its realities.
 When a service company operates through multiple
outlets either through company owned or franchise
model,
 the policies and procedures affecting service delivery
need to be standardized.
Gap 5: The Service Quality Gap
 Discrepancy between expected service and perceived
service (by consumer):
 This gap occurs when customer’s perception of
delivered service is at variance from the expected
service.
 Sometimes, service provided may actually be of good
quality, but customer may perceive it to be the other
way.
 This may happen because of lack of competence in
the part of customer to correctly assess service
quality.
Gap 5: The Service Quality Gap…
 Eg: a physician may not prescribe many medicines to
patient because they do not need.
 But patient/customer may misperceive the physician

to be of poor quality.
 Such indirect measures are employed because patient

is not qualified to rightly judge the competence of the
doctor.
Strategies to Improve
Service Quality
 The task of meeting and exceeding customer
expectations is not simple.
 With the potential for so many gaps, mastering

service quality requires organization wide acceptance
and commitment to this goal.
 The firms that have mastered the art and science of

service quality have taken the abstraction out of the
quality construct and are able to measure and
manage quality quantitatively.
References
 Harsh V. Varma – Services Marketing – Text & Cases – 2nd Ed. –
Pearson
 K. Rama Mohana Rao. Services Marketing, 2013. – 2nd Ed. – Pearson
 Ramaswamy, Namakumari. Marketing Management – Indian Context.
Global Perspective. 2018. – 6th Ed. – SAGE
 Christopher Lovelock, JochenWirtz, Jayanta Chatterjee – Services
Marketing: People,Technology, Strategy – 8th Ed. – Pearson
 Marie J. Bitner, Valarie A. Zeithaml – Services Marketing – Tata
McGraw Hill
 Helen Woodruffe – Services Marketing – Longmen Group
 Adrian Payne – The Essence of Services Marketing – Prentice Hall
India.
MACFAST
Thank You…
Dr. Ajai Krishnan G

AJAI.K.G SM Zephdyut Module - IV

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Relationships in Services

 The possibilities to build relationships are greater in

 Services are often delivered through interactions

 Proximity between the provider and customer is

 People factor can be very critical to successful

 The personal relationship if cultivated properly can

 The people performing services not only create

 they are critical ingredients in the creation of social

 Service encounters are the first and foremost social

 How providers socially handle the customers can

 Customers may willing to forgo physical efforts and

 The front staff who get to interact with customers

 The emotional content that provides psychological

 Services can be powerfully differentiated along

 To a customer service firm is represented by the one

 The performance of frontline staff can make or break

 The service quality is often perceived through the

 It can be easily broken by little mistakes committed

 Marketing efforts must aim to create two types of

 Loyalist: is customer who is completely satisfied

 These customers not only feel highly satisfied rather

 According to Berry, the key elements of relationship

 That is, the relationship is built around the core

 Customization: relationship is customized

 Augmentation: core product or service is

 The idea is not to maximize profit from a transaction.

 Internal marketing: the key to external satisfaction

 The marketing concept is used inward to create

Production focus Mass customization Mass production

Focus Customer value Product features

 Customers could be classified into four groups based

 Platinum Customers: are most profitable

 Gold customers: these customers stack below the

 They are heavy users and expect price discounts that

 They are loyal customers but not totally loyal.

 Their spending, loyalty and profitability is not high

 Lead customers: are unprofitable and cost to

 They are often source of negative word of mouth.

 It is better to free business from these customers

because the resources used on them can bring better

results from elsewhere.

Lifetime Products and Services:

 Central to marketing concept is the identification of

 Customer relationship building on the other hand

 The longer staying employees become more familiar

 A repeated interaction with one employee makes

 This understanding helps them serve customer

 Now companies come closer and develop linkages

 Earlier approach to marketing used to focus the

 Nowadays formation of relationships that aim to

 stay with the firm for future purchases and do not

 Therefore marketer must work out strategies as to

 Met expectations: when delivery is according to

 Unmet expectations: results in dissatisfaction

 Satisfaction is customer’s emotional response or

 Perceived quality influences satisfaction.

 If satisfaction is defined as consumer’s fulfillment

 (ii) Positive disconfirmation (performance more than

 (iii) Confirmation (met expectations) – absence of

 (iv) Positive surprise (unexpected delivery) – delight.

 The gains are sharpest or more than proportionate

 That is loyalty gains are achieved substantially when

 Customer satisfaction is largely a static process that

 Providing customer delight is dynamic, forward