CHAPTER 1

Introduction to
Services Marketing
Overview of Chapter 1

 Why study services?

 Powerful forces that are transforming service
Markets
 What are services?
 Four broad categories of services
 Challenges posed by services
 Expanded marketing mix for services
 Framework for effective services marketing
strategies
 Learning Objectives

Lo 1 Understand how services contribute to a country’s economy.

Lo 2 Know the principal industries of the service sector.

Lo 3 Identify the powerful forces that are transforming service markets.

lo 4 Understand how B2B services improve the productivity of individual fi rms and drive economic development.

lo 5 Defi ne services using the non-ownership framework.

lo 6 Identify the four broad “processing” categories of services. lo

Why Study Services?
Why Study Services?

 Services Dominate Economy in Most Nations

 Most New Jobs are Generated by Services
 Fastest Growth Expected in Knowledge-Based Industries
 Many New Jobs are Well-Paid Positions Requiring Good
Educational Qualifications
Contribution of Services Industries to
Global GDP
Estimated Size of Service Sector in
Selected Countries
 Powerful Forces Are
Transforming Service
Markets
Forces Transforming the Service Economy

Social Business Advances in

Changes Trends IT

Government
Globalization
Policies
● New markets and product categories
● Increase in demand for services
● More intense competition

Innovation in service products & delivery systems, stimulated by better technology

Customers have more choices and exercise more power

Success hinges on:

● Understanding customers and competitors
● Viable business models
● Creation of value for customers and firm
Forces Transforming the Service Economy (1)

Social Business Advances in

Changes Trends IT

Government
Globalization
Policies

● Changes in regulations
● Privatization
● New rules to protect customers,
employees, and the environment

● New agreement on trade in services

Forces Transforming the Service Economy (2)

Social Business Advances in

Changes Trends IT

Government
Globalization
Policies
● Rising consumer expectations
● More affluence
● Personal Outsourcing
● Increased desire for buying experiences vs.
things
● Rising consumer ownership of high tech
equipment
● Easier access to more information
● Immigration
● Growing but aging population
Forces Transforming the Service Economy (3)

Social Business Advances in

Changes Trends IT

Government
Globalization
Policies

● Push to increase shareholder value

● Emphasis on productivity and cost savings
● Manufacturers add value through service and sell
services

● More strategic alliances

● Focus on quality and customer satisfaction
● Growth of franchising
● Marketing emphasis by nonprofits
Forces Transforming the Service Economy (4)

Social Business Advances in

Changes Trends IT

Government
Globalization
Policies

● Growth of Internet
● Greater bandwidth
● Compact mobile equipment
● Wireless networking
● Faster, more powerful software
● Digitization of text, graphics, audio, video
Forces Transforming the Service Economy (5)

Social Business Advances in

Changes Trends IT

Government
Globalization
Policies

● More companies operating on transnational basis

● Increased international travel
● International mergers and alliances
● “Offshoring” of customer service
● Foreign competitors invade domestic markets
What Are Services?
What are Services? (1)

Services involve a form of rental, offering benefits

without transfer of ownership
 Include rental of goods
 Marketing tasks for services differ from those involved in
selling goods and transferring ownership
What are Services? (2)

 Five broad categories within non-ownership framework:

1. Rented goods services
2. Defined space and place rentals
3. Labor and expertise rentals
4. Access to shared physical environments
5. Systems and networks: access and usage
What are Services? (3)

 Implications of Renting Versus Owning (Service Insights

1.1)
 Markets exist for renting durable goods rather than selling them
 Renting portions of larger physical entity (e.g., office space,
apartment) can form basis for service
 Customers more closely engaged with service suppliers
 Time plays central role in most services
 Customer choice criteria may differ between rentals and outright
purchases
 Services offer opportunities for resource sharing
Four Broad Categories
of Services
Four Broad Categories of Services

 Based on differences in nature of service act

(tangible/intangible) and who or what is direct recipient
of service (people/possessions), there are four
categories of services:
 People processing
 Possession processing
 Mental stimulus processing
 Information processing
Four Categories Of Services (Fig 1.10)
Four Categories Of Services

People Processing

Customers must:

 physically enter the service

factory

 co-operate actively with the

service operation

Managers should think about

process and output from
customer’s perspective
 to identify benefits created and
non-financial costs:
- Time, mental, physical effort
Possession Processing

Possession Processing

Customers are less physically

involved compared to people
processing services

Involvement is limited

Production and consumption

are separable
Mental Stimulus Processing

●Mental Stimulus Processing

●Ethical standards required when

customers who depend on such
services can potentially be
manipulated by suppliers

●Physical presence of recipients

not required

●Core content of services is

information-based
Can be ‘inventoried’
Information Processing

Information Processing

Information is the most

intangible form of service output,

But may be transformed into

enduring forms of service output

Line between information

processing and mental stimulus
processing may be blurred.
Value Added by Physical, Intangible Elements
Helps Distinguish Goods and Services (Fig 1.16)
Defining Services

 Services
 Are economic activities offered by one party to another
 Most commonly employ time-based performances to bring about
desired results in:
- Recipients themselves
- Objects or other assets for which purchasers have responsibility

 In exchange for their money, time, and effort, service customers

expect to obtain value from
 Access to goods, labor, facilities, environments, professional skills,
networks, and systems;
 But they do not normally take ownership of any of the physical
elements involved.
Challenges Posed by
Services
Services Pose Distinctive Marketing Challenges

Marketing management tasks in the service sector differ from those in

the manufacturing sector.
The eight common differences are:
 Most service products cannot be inventoried

 Intangible elements usually dominate value creation

 Services are often difficult to visualize and understand

 Customers may be involved in co-production

 People may be part of the service experience

 Operational inputs and outputs tend to vary more widely

 The time factor often assumes great importance

 Distribution may take place through nonphysical channels

Differences, Implications, and
Marketing-Related Tasks (1) (Table 1.1)

Difference Implications Marketing-Related Tasks

Most service products Customers may be Use pricing, promotion,

cannot be inventoried turned away reservations to smooth
demand; work with ops to
manage capacity
Intangible elements Harder to evaluate
Emphasize physical clues,
usually dominate service & distinguish employ metaphors and vivid
value creation from competitors images in advertising

Services are often Greater risk & Educate customers on

difficult to visualize & uncertainty perceived making good choices; offer
understand guarantees

Customers may be Interaction between Develop user-friendly

involved in co- customer & provider; equipment, facilities &
Production but poor task execution systems; train customers,
could affect satisfaction provide good support
Expanded Marketing
Mix for Services
Services Require An Expanded Marketing Mix

● Marketing can be viewed as:

A strategic and competitive thrust pursued by top management
A set of functional activities performed by line managers
A customer-driven orientation for the entire organization

● Marketing is only function to bring operating revenues into

a business; all other functions are cost centers.
● The “7 Ps” of services marketing are needed to create
viable strategies for meeting customer needs profitably in
a competitive marketplace
The 7 Ps of Services Marketing

● Product elements
● Place and time
● Price
● Promotion
● Process
● Physical environment
● People
Traditional 4 Ps Applied to Services (1)

 Product elements
 Service products are at the heart of services marketing strategy
 Marketing mix begins with creating service concept that offers
value
 Service product consists of core and supplementary elements
-Core products meet primary needs
-Supplementary elements are value-added enhancements
Traditional 4 Ps Applied to Services (2)

 Place and time

 Service distribution can take place through physical and non-
physical channels
 Some firms can use electronic channels to deliver all (or at least
some) of their service elements
 Information-based services can be delivered almost
instantaneously electronically
 Delivery Decisions: Where, When, How
 Time is of great importance as customers are physically present
 Convenience of place and time become important determinants of
effective service delivery
Traditional 4 Ps Applied to Services (3)

 Price and (other user outlays)

 Marketers must recognize that customer costs involve more than
price paid to seller

 Identify and minimize non-monetary costs incurred by users:

- Additional monetary costs associated with service usage (e.g.,

travel to service location, parking, phone, babysitting, etc.)

- Time expenditures, especially waiting

- Unwanted mental and physical effort

- Negative sensory experiences

 Revenue management is an important part of pricing

Traditional 4 Ps Applied to Services (4)

 Promotion and Education

 Plays three vital roles:
-Provide information and advice
-Persuades the target customers of merit of service product or brand
-Encourages customer to take action at specific time

 Customers may be involved in co-production so:

-Teach customer how to move effectively through the service process
-Shape customers’ roles and manage their behavior
Extended Mix for Managing the Customer
Interface (1)

 Process
 How firm does things may be as important as what it does
 Customers often actively involved in processes, especially when acting as co-
producers of service
 Operational inputs and outputs vary more widely
-Quality and content varies among employees, between employees
-Variations can be with different customers
-Variations from time of the day
 Variability can be reduced by:
-Standardized procedures
-Implementing rigorous management of service quality
-Training employees more carefully
-Automating tasks
-Train employees in service recovery procedures
 Manage process design and “flow of customers
Extended Mix for Managing the Customer
Interface (2)

 Physical environment
 Design servicescape and provide tangible evidence of service
performances
 Create and maintain physical appearances

-Buildings/landscaping
-Interior design/furnishings
-Vehicles/equipment
-Staff grooming/clothing
-Sounds and smells
-Other tangibles
 Manage physical cues carefully— can have profound impact on customer
impressions
Extended Mix for Managing the Customer
Interface (3)

People
 Interactions between customers and contact personnel strongly
influence customer perceptions of service quality
 Well-managed firms devote special care to selecting, training and
motivating service employees
 Other customers can also affect one’s satisfaction with a service