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4517 4369 lovelock-ppt_chapter_03
1.
Chapter 3:
Developing Service Concepts: Core and Supplementary Elements Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 1
2.
Overview of Chapter
3 Planning and Creating Services The Flower of Service Planning and Branding Service Products Development of New Services Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 2
3.
Planning and Creating
Services Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 3
4.
Planning and Creating
Services A service product comprises all elements of service performance, both tangible and intangible, that create value for customers The service concept is represented by: A core product Accompanied by supplementary services Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 4
5.
Core Products and
Supplementary Services In mature industries, core products often become commodities Supplementary services help to differentiate core products and create competitive advantage by: Facilitating use of core product (a service or a good) Enhancing the value and appeal of the core product Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 5
6.
Augmenting the Core
Product (Fig 3.1) Figure 3.1 Distribution Shostack’s Molecular Price Model: Passenger Airline Service Service Vehicle Frequency In-flight Transport Service Pre- & Postflight Service Food & Drink Key Tangible Elements Marketing Positioning (weighted toward evidence) Intangible Elements Source: Shostack Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 6
7.
Augmenting the Core
Product Are supplementary services needed to facilitate use of core product or simply to add extra appeal? Should customers be charged separately for each service element? Or should all elements be bundled at a single price? Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 7
8.
Designing a Service
Concept Core Product Central component that supplies the principal, problem-solving benefits customers seek Supplementary Services Augment the core product, facilitating its use and enhancing its value and appeal Delivery Processes Used to deliver both the core product and each of the supplementary services Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 8
9.
Core and Supplementary
Product Design: An Integrated Perspective (Fig 3.2) Delivery Concept Supplementary Nature of for Core Product services offered Scheduling Process and delivered Service Customer Level Role Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 9
10.
Documenting Delivery Sequence
Over Time Must address sequence in which customers will use each core and supplementary service Determine approximate length of time required for each step Customers may budget a specific amount of time for an activity Information should reflect good understanding of customers, especially their: Needs Habits Expectations Question: Do customers’ expectations change during service delivery in light of perceived quality of each sequential encounter? Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 10
11.
Core and Supplementary
Services at Luxury Hotel (Offering Much More than Cheap Motel!) Reservation Cashier Valet Parking Business Reception Center A Bed for the Night Room in an Elegant Service Private Room with Baggage a Bathroom Service Wake-up Cocktail Call Bar Internet Entertainment/ Sports/ Exercise Restaurant Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 11
12.
What Happens, When,
in What Sequence? Time Dimension in Augmented Product (Fig 3.3) Reservation Parking Get car Check in Check out Internet Internet Use room USE GUESTROOM OVERNIGHT internet Porter Pay TV Meal Room service Time Frame of An Overnight Hotel Stay Before Visit (Real-time service use) Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 12
13.
Flowcharting Service Delivery
Helps to Clarify Product Elements Offers way to understand totality of customer’s service experience Useful for distinguishing between core product itself and service elements that supplement core Restaurants: Food and beverage (core) Reservations (supplementary services) Shows how nature of customer involvement with service organizations varies by type of service: People processing Possession processing Mental Stimulus processing Information processing Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 13
14.
Defining Core and
Supplementary Elements of Our Service Product How is our core product defined and what supplementary elements augment it? What product benefits create most value for customers? Is our service package differentiated from competition in meaningful ways for target customers? What are current levels of service on core product and each supplementary element? Can we charge more for higher service levels? For example: Faster response and execution Better physical amenities Easier access Higher staffing levels Superior caliber personnel Alternatively, should we cut service levels and charge less? Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 14
15.
Simple Flowchart for
Delivery of a People-Processing Service (Fig 3.4) People Processing – Stay at Motel Spend Park Car Check In Night in Breakfast Check Room Out Maid Makes Breakfast up Room Prepared Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 15
16.
Simple Flowchart for
Delivery of a Possession-Processing Service (Fig 3.4) Possession Processing – Repair a DVD Player Travel to Technician Examines Return, Pick up (Later) Play Leave Store Player, Diagnoses Player and Pay DVDs at Home Store Problem Technician Repairs Player Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 16
17.
Simple Flowchart for
Delivery of Mental Stimulus-Processing Service (Fig 3.4) Mental Stimulus Processing – Weather Forecast Turn on TV, Select View Presentation of Confirm Plans for Channel Weather Forecast Picnic Collect Meteorologists Input Data TV Weatherperson Weather to Models and Creates Prepares Local Data Forecast from Output Forecast Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 17
18.
Weather Forecasting Is
a Service Directed at Customers’ Minds (Fig 3.5) Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 18
19.
Simple Flowchart for
Delivery of An Information-Processing Service (Fig 3.4) Information Processing – Health Insurance Select Plan, Insurance Printed Policy Learn about Pay Coverage Begins Documents Options Complete Forms Arrive University and Insurance Customer Information Company Agree on Terms of Entered in Database Coverage Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 19
20.
The Flower of
Service (Fig 3.6) Information Payment Consultation Billing Core Order Taking Exceptions Hospitality Safekeeping KEY: Facilitating elements Enhancing elements Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 20
21.
How to Determine
What Supplementary Services Should Be Offered Not every core product is surrounded by supplementary elements from all eight clusters Nature of product helps to determine: Which supplementary services must be offered Which might usefully be added to enhance value and ease of doing business with the organization People-processing and high-contact services tend to have more supplementary services Market positioning strategy helps to determine which supplementary services should be included Firms that offer different levels of service often add extra supplementary services for each upgrade in service level Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 21
22.
The Flower of
Service: Facilitating Services—Information Customers often require information about how to obtain and use a product or service. Examples of elements: Core Directions to service site Schedule/service hours Prices Conditions of sale Usage instructions Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 22
23.
The Flower of
Service: Facilitating Services—Order Taking Customers need to know what is available and may want to secure commitment to delivery. The process should be fast and smooth. Core Examples of elements: Applications Order entry Reservations and check-in Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 23
24.
The Flower of
Service: Facilitating Services—Billing “How much do I owe you?” Bills should be clear, Accurate, and intelligible. Core Examples of elements: Periodic statements of account activity Machine display of amount due Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 24
25.
The Flower of
Service: Facilitating Services—Payment Customers may pay faster and more cheerfully if you make transactions simple and convenient for them. Core Examples of elements: Self service payment Direct to payee or intermediary Automatic deduction Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 25
26.
The Flower of
Service: Enhancing Services—Consultation Value can be added to goods and services by offering advice and consultation tailored to each customer’s needs and situation. Core Examples of elements: Customized advice Personal counseling Management consulting Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 26
27.
The Flower of
Service: Enhancing Services—Hospitality Customers who invest time and effort in visiting a business and using its services deserve to be treated as welcome guests— after all, marketing invited them! Core Examples of elements: Greeting Waiting facilities and amenities Food and beverages Toilets and washrooms Security Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 27
28.
The Flower of
Service: Enhancing Services—Safekeeping Customers prefer not to worry about looking after the personal possessions that they bring with them to a service site. Core Examples of elements: Looking after possessions customers bring with them Caring for goods purchased (or rented) by customers Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 28
29.
The Flower of
Service: Enhancing Services—Exceptions Customers appreciate some flexibility when they make special requests and expect responsiveness when things don’t go according to plan. Core Examples of elements: Special requests in advance Complaints or compliments Problem solving Restitution Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 29
30.
Managerial Implications
To develop product policy and pricing strategy, managers need to determine: Which supplementary services should be offered as a standard package accompanying the core Which supplementary elements could be offered as options for an extra charge In general, firms that compete on a low-cost, no-frills basis needs fewer supplementary elements than those marketing expensive, high-value-added services Each flower petal must receive consistent care and concern to remain fresh and appealing Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 30
31.
Planning and Branding
Service Products Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 31
32.
Service Products
A product implies a defined and consistent “bundle of output” and also ability of firm to differentiate its bundle of output from competitors’ Service firms can differentiate their products in similar fashion to various “models” offered by manufacturers Providers of more intangible services also offer a “menu” of products Represent an assembly of elements that are built around the core product May include certain value-added supplementary services For e.g banks offer a variety of accounts, insurance providers offer different types of policies and universities offer different degree programs. Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 32
33.
Product Lines and
Brands Most service organizations offer a line of products rather than just a single product They may choose among three broad alternatives: Using Single brand to cover all products and services A separate, stand-alone brand for each offering Some combination of these two extremes Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 33
34.
Branded house:
virgin group that applies its brand name to multiple offerings in often unrelated brands Sub-brands: master brand is the primary frame of the reference but the product itself also have the distinctive name. Endorsed brands: sub-brands are followed by the endorsed brands. Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 34
35.
Spectrum of Branding
Alternatives Corporate Individual Product Branding Branding “Branded House” “House of Brands” e.g., Virgin Group e.g., P&G Sub-brands Endorsed Brands e.g., Raffles Class at e.g., Courtyard Singapore Airlines by Marriott Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 35
36.
Example: British Airways
Sub-brands British Airways offers six distinct air travel products Four intercontinental offerings: ― First (deluxe service) ― Club World (business class) ― World Traveller Plus (premier economy class) ― World Traveller (economy class) Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 36
37.
Offering a Branded
Experience Branding can be employed at both corporate and product levels Corporate brand: Easily recognized Holds meaning to customers Product brand: Helps firm communicate distinctive experiences and benefits associated with a specific service concept Moving toward branded customer experience includes: Create brand promise Shape truly differentiated customer experience Give employees skills, tools, and supporting processes to deliver promise Measure and monitor Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 37
38.
Developing New Services Slide
© 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 38
39.
Development of new
services Competitive intensity and customer expectations are increasing in all services industries. Thus, success lies not only in providing existing services well, but also in creating new approaches to service. The outcome and process aspects of service combine to create the experience and benefits received by customers, both aspects must be addressed in the development of new services. Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 39
40.
A hierarchy of
new service categories Major service innovations: are the new core products for marketers that have not been previously defined. They usually include both new service characteristics and radical new process. Major process innovations: it consists of using new processes to deliver existing core products Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 40
41.
A Hierarchy of
New Service Categories 1. Major service innovations New core products for previously undefined markets 2. Major process innovations Using new processes to deliver existing products with added benefits 3. Product-line extensions Additions to current product lines 4. Process-line extensions Alternative delivery procedures Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 41
42.
A Hierarchy of
New Service Categories 1. Supplementary service innovations Addition of new or improved facilitating or enhancing elements 2. Service improvements Modest changes in the performance of current products 3. Style changes Visible changes in service design or scripts Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 42
43.
Reengineering Service Processes
Service processes affect not only customers, but also cost, speed, and productivity with which desired outcome is achieved Reengineering involves analyzing and redesigning processes to achieve faster and better performance Running tasks in parallel instead of sequence can reduce/eliminate dead time Examination of processes can lead to creation of alternative delivery methods that constitute new service concepts Add/eliminate supplementary services Resequence delivery of service elements Offer self-service options Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 43
44.
Physical Goods as
a Source Of New Service Ideas Services can be built around rentals: Alternatives to owning a physical good and/or doing work oneself Customers can rent goods—use and return for a fee—instead of purchasing them Customers can hire personnel to operate own or rented equipment Any new durable good may create need for after-sales services now and in future—possession processing Shipping Installation Problem-solving and consulting advice Cleaning and maintenance Upgrades Removal and disposal Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 44
45.
Creating Services as
Substitutes for Owning and/or Using Goods (Fig 3.10) Rent Use of a Own a Physical Good Physical Good Perform Work Drive Own Car Rent a Car and Drive it Oneself Use Own Computer Rent Use of Computer Hire Someone Hire a Chauffeur to Hire a Taxi or Drive Limousine to Do Work Hire a Typist to Type Send Work Out to a Secretarial Service Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 45
46.
Caterpillar Promotes Its
Service Businesses (Fig 3.11) Reprinted Courtesy of Caterpillar, Inc. Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 46
47.
Achieving Success in
Developing New Services Services are not immune to high failure rates that plague new manufactured products “dot.com” companies In developing new services Core product is of secondary importance Ability to maintain quality of the total service offering is key Accompanying marketing support activities are vital Market knowledge is of utmost importance Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 47
48.
Success Factors in
New Service Development Market synergy Good fit between new product and firm’s image/resources Advantage versus competition in meeting customers’ needs Strong support from firm during/after launch Firm understands customer purchase decision behavior Organizational factors Strong interfunctional cooperation and coordination Internal marketing to educate staff on new product and its competition Employees understand importance of new services to firm Market research factors Scientific studies conducted early in development process Product concept well defined before undertaking field studies Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 48
49.
Summary of Chapter
3: Developing Service Concepts (1) Planning and creating services involve: Augmenting core product Designing core product, supplementary services, and delivery process Documenting delivery sequence over time with flowcharts Gaining insights from flowcharting Flower of service includes core product and two types of supplementary services: facilitating and enhancing Facilitating services include information, order taking, billing, and payment Enhancing services include consultation, hospitality, safekeeping, and exceptions Spectrum of branding alternatives exists for services Branded house Sub-brands Endorsed brands House of brands Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 49
50.
Summary of Chapter
3: Developing Service Concepts (2) Seven categories of new services: Major service innovations Major process innovations Product-line extensions Process-line extensions Supplementary service innovations Service improvements Style changes To develop new services, we can Reengineer service processes Use physical goods as a source of new service ideas Use research to design new services Achieve success in developing new services Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 3 - 50