Managing services marketing : text and readings / John E.G. Bateson, K. Douglas Hoffman.

By:

Bateson, John E. G

Contributor(s):

Hoffman, K. Douglas

Material type: Text

TextSeries: The Dryden Press series in marketingPublication details: Fort Worth : Dryden Press, c1999.Edition: 4th edDescription: xvi, 471 p. : ill. ; 29 cmISBN:

0030225191
9780030225192

Subject(s):

DDC classification:

658.8 BAT

Holdings
Item type	Current library	Call number	Status	Barcode
Standard Loan	Thurles Library Main Collection	658.8 BAT (Browse shelf(Opens below))	Available	R09028KRCT
Standard Loan	Thurles Library Main Collection	658.8 BAT (Browse shelf(Opens below))	Available	R06944KRCT
Standard Loan	Thurles Library Main Collection	658.8 BAT (Browse shelf(Opens below))	Available	R11176KRCT
Standard Loan	Thurles Library Main Collection	658.8 BAT (Browse shelf(Opens below))	Available	R09029KRCT

Enhanced descriptions from Syndetics:

Combines coverage of key topics in services marketing with a variety of articles selected from such areas as marketing, organizational behaviour, operations management, and strategy literature. The text also emphasizes contemporary ethical and international issues in services marketing.

The last words Jamie Ball hears from his fiancée, Logan Somerville, are in a terrified mobile phone call. She has just driven into the underground car park beneath the block of flats where they live in Brighton. Then she screams and the phone goes dead. The police are on the scene within minutes, but Logan has vanished, leaving behind her neatly parked car and mobile phone.

Includes bibliographical references and index.

Table of contents provided by Syndetics

Part 1 The Basic Building Blocks (p. 2)
Chapter 1 The Service Revolution (p. 5)
The Service Economy (p. 6)
Service at the Firm Level (p. 8)
What Is a Service? (p. 9)
Classification of Services (p. 10)
The Basic Model (p. 12)
Services Cannot Be Inventoried (p. 12)
Services in Action 1.1 Rainforest Cafe (p. 13)
Services Are Time Dependent (p. 14)
Services Are Place Dependent (p. 15)
Consumers Are Always Involved in the Factory (p. 15)
Changes in the Factory Mean Changes in Consumer Behavior (p. 15)
Services in Action 1.2 Domino's Pizza (p. 16)
Changes in the Benefit Concept Mean Changes in the Factory (p. 17)
Everyone and Everything That Comes into Contact with the Consumer Is Delivering the Service (p. 17)
Contact Persons Are Products (p. 18)
Services Cannot Be Quality Controlled at the Factory Gate (p. 18)
A Different Concept of Marketing as an Organizational Function (p. 19)
Sequence of the Book (p. 19)
Notes (p. 21)
Chapter 2 Understanding the Service Consumer (p. 23)
Chapter Overview (p. 24)
The Three-Stage Model of Services Consumer Behavior (p. 24)
The Prepurchase Stage (p. 24)
The Consumption Stage (p. 25)
Postpurchase Evaluation (p. 25)
Services in Action 2.1 Riverside Methodist Hospital (p. 29)
Models of Consumers' Decision-Making Processes (p. 29)
The Consumer as a Risk Taker (p. 30)
Risk Reduction Strategies for Consumer Services (p. 31)
Services in Action 2.2 Fidelity Investments (p. 32)
Risk Reduction Strategies for Industrial and Professional Services (p. 32)
The Consumer as a Rational Mathematician (p. 33)
Shortcomings of the Multiattribute Model for Services (p. 35)
Relating Customer Attributes to Managerial Actions (p. 36)
The Consumer as a Searcher for Control (p. 36)
The Consumer as an Actor within a Script (p. 39)
Services in Action 2.3 Safeway (p. 42)
The Consumer as a Partial Employee (p. 42)
Consumer Behavior and Management Decisions (p. 43)
Questions (p. 43)
Notes (p. 44)
Chapter 3 Understanding the Service Operation (p. 45)
Chapter Overview (p. 46)
Services in Action 3.1 Arby's (p. 47)
Prerequisites for Manufacturing Efficiency (p. 48)
Alternative Strategies for Achieving Manufacturing Efficiency (p. 49)
Applying the Efficiency Model to Services (p. 49)
Potential Solutions to Service Operations Problems (p. 50)
Isolating the Technical Core and Minimizing the Servuction System (p. 51)
The Operations Perspective (p. 51)
The Marketing Perspective (p. 53)
Production-Lining the Whole System (p. 53)
Creating Flexible Capacity (p. 54)
The Operations Perspective (p. 54)
The Marketing Perspective (p. 54)
Increasing Customer Participation (p. 55)
Moving the Time of Demand to Fit Capacity (p. 55)
Summary: The Marketing/Operations Interdependence (p. 55)
Questions (p. 56)
Notes (p. 56)
Chapter 4 Understanding the Service Worker (p. 58)
Chapter Overview (p. 59)
The Importance of Contact Personnel (p. 59)
The Boundary-Spanning Role (p. 62)
Role Stress in Boundary-Spanning Roles (p. 63)
Sources of Conflict in Boundary-Spanning Roles (p. 64)
Services in Action 4.1 Holding It for Eight Hours (p. 65)
The Fight for Control (p. 66)
The Implications of Role Stress for Boundary-Spanning Personnel (p. 66)
Services in Action 4.2 Holding It for Eight Hours (II) (p. 67)
Managing the Customer-Contact Personnel Interface (p. 68)
Summary: People as the Product (p. 69)
Questions (p. 69)
Notes (p. 70)
Article 1.1 A Test of Services Marketing Theory: Consumer Information Acquisition Activities (p. 71)
Article 1.2 Critical Service Encounters: The Employee's Viewpoint (p. 88)
Article 1.3 Managing Multiple Demands: A Role-Theory Examination of the Behaviors of Customer Contact Service Workers (p. 102)
Part 2 Configuring the Service Firm (p. 114)
Chapter 5 The Service Operation (p. 118)
Chapter Overview (p. 119)
The Four Stages of a Service Firm's Operational Competitiveness (p. 119)
Stage 1 Available for Service (p. 119)
Stage 2 Journeyman (p. 120)
Stage 3 Distinctive Competence Achieved (p. 120)
Stage 4 World-Class Service Delivery (p. 120)
The Manufacturing Strategy Paradigm Applied to Service (p. 121)
Baselining Performance (p. 121)
Setting Priorities and Achieving Coherence (p. 121)
Services in Action 5.1 Citicorp (p. 122)
Services in Action 5.2 The Chubb Group of Insurance Companies (p. 125)
Designing the Interactive Process (p. 126)
The Service Operations Manager's Perspective (p. 126)
The Service Marketing Manager's Perspective (p. 127)
Using Flowcharts to Identify the Servuction Process (p. 128)
Services in Action 5.3 Lands' End (p. 129)
A Marketing or an Operations Flowchart? (p. 129)
Flowcharting for New Product Development (p. 131)
Services in Action 5.4 Intercontinental Florist (p. 133)
Process Reengineering and Service Businesses (p. 133)
Summary (p. 134)
Questions (p. 134)
Notes (p. 134)
Chapter 6 The Physical Setting (p. 135)
Chapter Overview (p. 136)
Physical Setting and Different Types of Service Delivery (p. 136)
Physical Evidence and Operational Efficiency (p. 137)
Socializing Employees and Customers (p. 137)
Physical Setting as a Source of Differentiation (p. 138)
Individuals' Responses to Physical Settings (p. 138)
Services in Action 6.1 Surreal but So Real (p. 139)
The Mehrabian-Russell Model (p. 139)
The Servicescapes Model (p. 140)
Services in Action 6.2 Restaurants Tell All about Their Food (p. 146)
Crowding, Capacity, and Control (p. 146)
Waiting in Line Blues (p. 147)
Questions (p. 148)
Notes (p. 148)
Chapter 7 The Service Employees (p. 150)
Chapter Overview (p. 151)
Human Resources Policies and the Customer (p. 151)
Human Resources Policies and Climate or Culture (p. 152)
Services in Action 7.1 Pre-Opening Training at the Sheraton Palace Hotel (p. 153)
Creating the Right Type of Organization (p. 153)
Services in Action 7.2 Taco Bell Recruitment and Empowerment (p. 154)
Empowerment and Enfranchisement (p. 154)
Making Empowerment Work (p. 155)
Services in Action 7.3 Disney World (p. 157)
Making Enfranchisement Work (p. 158)
When to Empower and Enfranchise (p. 158)
Services in Action 7.4 Enfranchisement at Fairfield Inns (p. 159)
Implications for Marketing (p. 160)
Reducing Role Stress with Marketing (p. 160)
Services in Transition (p. 161)
Services in Action 7.5 Northwest Airlines: The Turnaround Bill Arrives (p. 162)
Questions (p. 162)
Notes (p. 162)
Chapter 8 Communications Strategy (p. 164)
Chapter Overview (p. 165)
Setting Communications Strategy for Services (p. 165)
Defining the Target Audience for Service Communication (p. 165)
Advertising to Employees (p. 166)
Setting Communications Objectives for Services (p. 167)
Services in Action 8.1 Influencing the Preconsumption Choice Process: NASDAQ International (p. 168)
Services in Action 8.2 Teaching the Consumer the Script: Wendy's Hamburgers (p. 170)
Communications to Influence Choice or Evaluations? (p. 171)
Dividing the Communications Objectives and Target Audiences among the Channels (p. 171)
Capabilities of Different Channels (p. 171)
Understanding Consumer Information Acquisition (p. 172)
General Guidelines for Communications Messages (p. 173)
Promise What Is Possible (p. 173)
Tangibilize the Intangible (p. 173)
Feature the Working Relationship between Customer and Provider (p. 174)
Reduce Consumer Fears about Variations in Performance (p. 174)
Determine and Focus on Relevant Service Quality Dimensions (p. 174)
Putting the Communications Mix Together (p. 175)
Questions (p. 175)
Notes (p. 176)
Chapter 9 Service Pricing Policy (p. 177)
Chapter Overview (p. 178)
Time-Dependent Capacity and Its Impact on Pricing (p. 178)
The Nature of Service Costs (p. 179)
The Nature of Service Demand (p. 180)
Price Discrimination and Time-Based Pricing (p. 180)
Discrimination by Time of Usage (p. 181)
Discrimination by Time of Reservation or Ticket Purchase (p. 181)
Services in Action 9.1 Sealink Cross-Channel Ferries (p. 182)
Services in Action 9.2 The Parker House (p. 184)
Multiple Services and Price Bundling (p. 184)
Introducing Nonmonetary Costs into the Analysis (p. 186)
Questions (p. 188)
Notes (p. 188)
Article 2.1 The Influence of Store Environment on Quality Inferences and Store Image (p. 189)
Article 2.2 What to Tell Customers in Waits of Different Lengths: An Integrative Model of Service Evaluation (p. 202)
Article 2.3 The Effects of Filled Waiting Time and Service Provider Control over the Delay on Evaluations of Service (p. 214)
Article 2.4 The Management of Customer-Contact Service Employees: An Empirical Investigation (p. 226)
Article 2.5 Going to Extremes: Managing Service Encounters and Assessing Provider Performance (p. 249)
Article 2.6 A Comparison of Advertising Content: Business to Business versus Consumer Services (p. 267)
Part 3 Competing as a Service Firm (p. 276)
Chapter 10 Competing as a Service Firm: Generic Competitive Strategies (p. 279)
Chapter Overview (p. 280)
Competing for a Basic Formula (p. 280)
Basic Competitive Choices (p. 281)
Competing for Reach (p. 282)
Services in Action 10.1 The Club Mediteranee of the Ski Slopes (p. 283)
Competing for Geography (p. 283)
Services in Action 10.2 Never Mind the Ugly Americans (p. 284)
Franchising and the Competition for Geography (p. 284)
Internationalization (p. 285)
Services in Action 10.3 BanPonce Group (p. 286)
Competing for Market Share (p. 286)
Multiservice Strategy (p. 286)
Multisegment Strategy (p. 287)
Dangers of Loss of Focus (p. 287)
Multiservice/Multisegment Firms (p. 287)
Services in Action 10.4 Delta Express, or "Delta Distress"? (p. 288)
Multisite/Multisegment Firms (p. 288)
Refocusing the Service Firm (p. 289)
Competing for Loyalty (p. 289)
Cost of New versus Old Customers (p. 289)
Service Satisfaction System (p. 290)
Service Recovery System (p. 290)
Customer Retention and Quality System (p. 290)
Questions (p. 291)
Notes (p. 291)
Chapter 11 Customer Satisfaction System (p. 292)
Chapter Overview (p. 293)
Justification for Customer Satisfaction (p. 293)
Cost of New versus Old Customers (p. 293)
Competitive Demand for Satisfaction (p. 294)
The Life Cycle Value of Customers (p. 295)
Operationalizing Customer Satisfaction (p. 296)
Calculating the Return from an Investment in Customer Satisfaction (p. 296)
Measuring Customer Satisfaction (p. 297)
Understanding Customer Satisfaction Ratings (p. 299)
Services in Action 11.1 Measuring Customer Satisfaction in the United States (p. 301)
Services in Action 11.2 Measuring Service Quality: Federal Express (p. 303)
Building a Satisfaction Information System (p. 304)
Services in Action 11.3 The Marriott Customer Satisfaction Survey (p. 305)
Questions (p. 309)
Notes (p. 309)
Chapter 12 Service Recovery (p. 310)
Chapter Overview (p. 311)
Service Failures (p. 311)
Customer Complaining Behavior (p. 313)
Value of Complaining Customers (p. 314)
Service Recovery Strategy (p. 316)
Actively Encouraging Complaints (p. 316)
Listening to Complaints (p. 316)
Implementing Service Recovery Strategies (p. 317)
Measure the Costs (p. 318)
Anticipate Needs for Recovery (p. 318)
Respond Quickly (p. 318)
Define Recovery Strategies (p. 319)
Train Employees (p. 322)
Empower the Front Line (p. 322)
Questions (p. 322)
Notes (p. 322)
Chapter 13 The Customer Retention System (p. 324)
Chapter Overview (p. 325)
Why Are Loyal Customers Valuable to Service Business? (p. 325)
Cost Savings (p. 326)
Services in Action 13.1 The Profitability of Customer Retention Efforts at MBNA (p. 326)
Profits from Referrals (p. 326)
Customer Retention System Components (p. 327)
Pricing for Loyalty (p. 328)
Creating Individual-Level Consumer Franchises (p. 329)
Combining Loyalty Pricing and One-to-One Marketing (p. 330)
Defection Management (p. 331)
Zero Defects versus Zero Defections (p. 331)
Importance of Defection Management (p. 331)
Defection Management Process (p. 332)
Services in Action 13.2 Southwestern Bell Volunteer Ambassador Program (p. 333)
Service Guarantees (p. 333)
Characteristics of Successful Guarantees (p. 334)
Services in Action 13.3 The Hampton Inns' Unconditional Service Guarantee (p. 335)
Questions (p. 336)
Notes (p. 336)
Chapter 14 Competing as a Service Firm: Service Quality (p. 338)
Chapter Overview (p. 339)
Introduction to Service Quality (p. 339)
What Is Service Quality? (p. 340)
Diagnosing Service Quality Failures (p. 340)
Services in Action 14.1 Montgomery County, Ohio (p. 341)
Consumer Expectation versus Management Perception (p. 341)
Management Perception versus Quality Specifications (p. 342)
Service Quality Specifications versus Service Delivery (p. 343)
Service Delivery versus External Communication (p. 344)
Setting and Improving Service Standards (p. 345)
An Appropriate Quality Logic (p. 346)
Measuring Service Quality: The SERVQUAL System (p. 347)
Services in Action 14.2 Parkview Episcopal Medical Center (p. 351)
Creating a Quality Culture (p. 351)
Questions (p. 353)
Notes (p. 353)
Chapter 15 Competing as a Service Firm: Building a Customer-Focused Service Organization (p. 354)
Chapter Overview (p. 355)
The Historical Weakness of Marketing in Service Firms (p. 355)
The Technology Matrix (p. 355)
The Evolutionary Place of Marketing (p. 357)
Services in Action 15.1 La Quinta Motor Inns (p. 358)
The Need for More Customer Orientation (p. 359)
Building Customer Orientation in Service Firms (p. 359)
Changing Culture through Structure (p. 360)
Services in Action 15.2 Dunfey Hotels (p. 361)
Changing Culture through Systems (p. 362)
Changing Culture through People (p. 362)
Changing Culture Directly (p. 363)
Summary (p. 364)
Questions (p. 364)
Notes (p. 364)
Article 3.1 Developing Global Strategies for Service Businesses (p. 365)
Article 3.2 Customer Satisfaction Fables (p. 379)
Article 3.3 The American Customer Satisfaction Index: Nature, Purpose, and Findings (p. 383)
Article 3.4 Customer Evaluations of Service Complaint Experiences: Implications for Relationship Marketing (p. 397)
Article 3.5 Do Customer Loyalty Programs Really Work? (p. 416)
Article 3.6 Customer Switching Behavior in Service Industries: An Exploratory Study (p. 427)
Article 3.7 Measuring Service Quality: A Reexamination and Extension (p. 441)
Article 3.8 Research Note: Improving the Measurement of Service Quality (p. 455)
Index (p. 463)