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services marketing concepts
Services Marketing People Technology Strategy 9th Edition Jochen Wirtz, Christopher Lovelock - Solutions
5. Why are both customers and employees included in the framework for understanding servicescape effects on behavior (Figure 10.1)? What types of behaviors are influenced by the servicescape according to the framework? Think of examples.
4. How can an effective physical evidence strategy help close provider gap 2?Explain.
3. Imagine that you own an independent copying and printing shop (similar to FedEx Kinko’s). In which cell would you locate your business in the typology of servicescapes shown in Table 10.3? What are the implications for designing your physical facility?
2. Describe and give an example of how servicescapes play each of the following strategic roles: package, facilitator, socializer, and differentiator.
1. What is physical evidence, and why have we devoted an entire chapter to it in a services marketing text?
3. Explain why the servicescape affects customer and employee behavior, using a framework based in marketing, organizational behavior, and environmental psychology.
2. Illustrate differences in types of servicescapes, the roles played by the servicescape, and the implications for strategy.
1. Explain the impact of physical evidence, particularly the servicescape, on customer perceptions and experiences.
4. Look at three websites from which you can order products (such as amazon.com, llbean.com, and zappos.com). What are the companies’ delivery promises? What types of standards might they set for these promises? Are these customer- or company-defined standards?
3. Think about a service company you have worked for or know about. Using Figure 9.3, write in customer requirements at each of the levels. How far down in the chart can you describe requirements? Is that far enough?
2. Choose one of the peripheral services (such as computer, library, placement) provided by your school. What hard standards would be useful to track to meet student expectations? What soft standards would be appropriate? What one-time fixes would improve service?
1. Select a local service firm. Visit the firm and ascertain the service measurements that the company tracks. What hard measures does it monitor? Soft measures? On the basis of what you find, develop a service performance index.
6. Think about a service that you currently use; then map out the service encounter sequence for that service. What is your most important requirement in each interaction?Document these requirements, and make certain that they are expressed at the concrete level of behaviors and actions.
5. Consider the university or school you currently attend. What are examples of hard standards, soft standards, and one-time fixes that would address student requirements?Does the school currently use such standards for delivery of service to students?Why or why not? Do you think your reasons would
4. What is the difference between hard and soft standards? Which do you think would be more readily accepted by employees? By management? Why?
3. Given the need for customer-defined service standards, do firms need company defined standards at all? Could all standards in a company be customer defined?Why or why not? What functional departments in a firm would object to having all standards be customer defined?
2. In what types of service industries are standards most difficult to develop? Why?Recommend three standards that might be developed in one of the firms from the industries you specify. How would employees react to these standards? How could you gain buy-in for them?
1. How does the service measurement described in this chapter differ from the service measurement in Chapter 5? Which of the two types do you think is most important? Why?
5. Explain the process of developing customer-defined service standards.
4. Illustrate how to translate customer expectations into behaviors and actions that are definable, repeatable, and actionable.
3. Explain the critical role of the service encounter sequence in developing customer defined standards.
2. Differentiate among “hard” and “soft” customer-defined service standards and one-time fixes.
1. Distinguish between company-defined and customer-defined service standards
5. Choose a service you are familiar with. Explain the service offered and develop a good service guarantee for it. Discuss why your guarantee is a good one, and list the benefits to the company of implementing it.
4. Reread the Technology Spotlight in this chapter, featuring Cisco Systems. Visit Cisco System’s support website (www.cisco.com/support). Review what the company is doing to help its customers solve their own problems. Compare what Cisco is doing with the self-service efforts of another service
3. Interview a manager about service recovery strategies used in his or her firm. Use the strategies shown in Figure 7.4 to frame your questions.
2. Interview five people about their service recovery experiences. What happened, and what did they expect the firm to do? Were they treated fairly based on the definition of recovery fairness presented in the chapter? Will they return to the company in the future?
1. Write a letter of complaint (or voice your complaint in person) to a service organization from which you have experienced less-than-desired service. What do you expect the organization to do to recover? (Later, report to the class the results of your complaint, whether you were satisfied with
9. Describe three service guarantees that are currently offered by companies or organizations in addition to the ones already described in the chapter. (Examples are readily available on the Internet.) Are your examples good guarantees or poor guarantees based on the criteria presented in this
8. What are the benefits to the company of an effective service guarantee? Should every service organization have one?
7. Choose a firm you are familiar with. Describe how you would design an ideal service recovery strategy for that organization.
6. Explain the logic behind these two quotes: “a complaint is a gift” and “the customer who complains is your friend.”
5. Review Exhibit 7.2. What would you have done if you were on the management team at United Airlines?
4. Discuss the types of actions that customers can take in response to a service failure. What type of complainer are you? Why? As a manager, would you want to encourage your customers to be voicers? If so, how?
3. Explain the recovery paradox, and discuss its implications for a service firm manager.
2. Discuss the benefits to a company of having an effective service recovery strategy.Describe an instance in which you experienced (or delivered as an employee) an effective service recovery. In what ways did the company benefit in this situation?
1. Why is it important for a service firm to have a strong recovery strategy? Think of a time when you received less-than-desired service from a particular service organization. Was any effort made to recover? What did the firm do to “fix the customer”?What was done to “fix the problem”?
5. Discuss service guarantees—what they are, the benefits of guarantees, and when to use them—as a type of service recovery strategy.
2. Discuss the nature of customer complaints and why people do and do not complain.
3. List five incidents in which a service company has exceeded your expectations.How did you react to the service? Did these incidents change the way you viewed subsequent interactions with each of the companies? In what way?
2. Keep a service journal for a day and document your use of services. Ask yourself before each service encounter to indicate your predicted service of that encounter.After the encounter, note whether your expectations were met or exceeded. How does the answer to this question relate to your desire
1. What factors influenced your expectations of this course? Which were the most important factors? How would your expectations change if this were a required course? (Alternatively, if this course is required, would your expectations change if this were an optional course?)
11. Should service marketers delight their customers?
10. Intuitively, it would seem that managers want their customers to have wide tolerance zones for service. But if customers do have these wide zones of tolerance for service, is it more difficult for firms with superior service to earn customer loyalty?Would superior service firms be better off to
9. In your opinion, what service companies have effectively built customer franchises(immutable customer loyalty)?
8. Do you believe that any of your service expectations are unrealistic? Which ones?Should a service marketer try to address unrealistic customer expectations?
7. What strategies can you add to the Strategy Insight in this chapter for influencing the factors?
6. Consider a small business preparing to buy a computer system. Which of the influences on customer expectations do you believe will be pivotal? Which factors will have the most influence? Which factors will have the least importance in this decision?
5. Describe several instances in which a service company’s explicit service promises were inflated and led you to be disappointed with the service outcome.
4. How do the technology changes discussed in the Technology Spotlight in this chapter influence customer expectations?
3. Why are desired service expectations more stable than adequate service expectations?
2. Consider a recent service purchase that you have made. Which of the factors influencing expectations were the most important in your decision? Why?
1. What is the difference between desired service and adequate service? Why would a service marketer need to understand both types of service expectations?
•• How does a service company stay ahead of competition in meeting customer expectations?
•• Do customers’ service expectations continually escalate?
•• How does a company exceed customers’ service expectations?
•• Should a company try to delight the customer?
•• What does a service marketer do if customer expectations are “unrealistic”?
2. Discuss several sources of customer expectations of service.
Why is targeting the “right customers” so important for successful customer relationship management(CRM)?
How can you estimate a customer's lifetime value(CLV)?
What is tiering of service? Explain why it is used and what are its implications for firms and their customers.
Why are loyalty programs often important enablers of a customer loyalty strategy?
Why don’t more unhappy customers complain?What do customers expect the firm to do once they have filed a complaint?
What are the different types of jaycustomers and how can a service firm deal with such customers?
How do concepts such as Total Quality Management(TQM), ISO 9000, Six Sigma, Malcolm-Baldrige, and European Foundation for Quality Management(EFQM) approaches relate to managing and improving service quality and productivity?
Explain the three operations management tools of(1) buffering and industrializing the back office, and shifting activities from the front office to the back office; (2) modularizing service in the front office;and (3) deployment of self-service technologies(SSTs), robotics, and artificial
What next steps do you think LUX* should take to cement its strong service culture, continue service innovation, and maintain its high profitability?
What key challenges do you see in what LUX* did in carrying out its transformation? How were they addressed and what else could have been done?
What were the main factors that contributed to LUX* Resort’s successful service revolution?
Why is share of streaming important, even if the amount of time a user accesses the service does not directly impact revenue?
Why is it important that a Key Performance Indicator (KPI) has a strong linkage to business outcomes?
What insights does a Wallet Allocation Rule (WAR) approach provide that are not available through traditional measures designed to gauge customer satisfaction (e.g., Net Promoter Score (NPS), customer satisfaction)?
How could negative server attitudes toward RD customers be handled?
Review the rules set for the RD program. How would you go about setting rules for the program that protect the hotel against abuse, but does not make RD members feel that the program is unnecessarily restrictive and difficult to use?
What effect does the RD membership program have on the brand and value perception of its local customers in Hong Kong and its full-paying hotel guests and diners? How could the hotel address these issues?
As Erica Liu, what analyses would you run to assess the financial performance of the Royal Dining (RD) membership program?
In Erica Liu’s shoes, what would you present to the executive committee?
What would be a good outcome of the meeting for both the client and the bank? How should Costa try to bring about such an outcome?
As Sophia Costa, what action would you take in your first 5 minutes with Dr.Mahalee?
Putting yourself in Dr. Mahalee’s shoes, how do you feel (both physically and mentally) after speaking with the receptionist at Global? What are your priorities right now?
Prepare a flowchart of Dr. Mahalee’s service encounters.
What are Marriott’s key challenges of adding peer-provided room capacity to their marketing, distribution, and operations systems?
Does Airbnb have network effects that protect it from competition? How else can Airbnb build customer loyalty?
Why might it make sense for Airbnb to move into owning or controlling room capacity rather than entirely relying on peer-provided capacity even though it comes with a higher cost base?
How does Airbnb’s originally pure peer-to-peer (P2P) platform business model differ from Marriott’s traditional pipeline model in terms of its economics, marketing and distribution, and operations?
Should Starbucks make the $40 million investment in labor in the stores? What’s the goal of this investment? Is it possible for a mega-brand to deliver customer intimacy?
Describe the ideal Starbucks customer from a profitability standpoint. What would it take to ensure that this customer is highly satisfied? How valuable to Starbucks is a highly satisfied customer?
How has Starbucks changed since its early days?
Why have Starbucks’ customer satisfaction scores declined? Has the company’s service declined or is it simply measuring satisfaction the wrong way?
What factors accounted for Starbucks’ success in the early 1990s and what was so compelling about its value proposition? What brand image did Starbucks develop during this period?
What action do you recommend for filling the head CSR position?
Evaluate the strengths and weaknesses of Karen Mitchell and other candidates for head CSR.
Compare and contrast the jobs of customer assistance representative (CAR)and customer service representative (CSR). How important is each (a) to bank operations and (b) to customer satisfaction?
Identify the steps taken by Menton Bank to develop a stronger customer orientation in its retail branches.
What else could NLB do to continue staying ahead as a “library for life” so as to achieve its visionary goals of “Readers for Life, Learning Communities, and a Knowledgeable Nation?”
How did organizational strategy and culture drive NLB’s digital transformation and innovation outcomes?
What was the role of technology and digital services in transforming NLB and improving the customer experience?
What did NLB do in terms of staff capacity-building in order to expand the propensity for innovation?
How did NLB manage to create a strong culture of innovation and service excellence?
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