Professional Documents
Culture Documents
Positioning
Creating, communicating, and maintaining distinctive differences that will be noticed and valued by those customers with whom the firm would most like to develop a long-term relationship
Services Marketing - SZABIST
Narrow
Service Focused
Wide
Unfocused (Everything for everyone)
Services Marketing - SZABIST
Many
NUMBER OF MARKETS SERVED
Few
Market Focused
Pricing strategies
How much to charge When to make the product available
Communication strategies
Selecting target audience Selecting the message Selecting communication channels
INTERNAL ANALYSIS
COMPETITIVE ANALYSIS
Grand PALACE
Services Marketing - SZABIST
Regency
Shangri-La
High Service Sheraton Atlantic Moderate Service
Regency
Shangri-La
Services Marketing - SZABIST
Inner Suburbs
Castle
Italia
Alexander IV
Atlantic
Airport Plaza Moderate Luxury
PALACE
Shangri-La No action? Atlantic Sheraton Italia Castle Alexander IV Airport Plaza Moderate Service
Less Expensive
Action?
New Grand
Continental Action? PALACE Financial District No action? Shopping District and Convention Centre Italia Alexander IV Atlantic Airport Plaza Inner Suburbs Heritage Marriott Sheraton Shangri-La Regency
Services Marketing - SZABIST
Castle
Moderate Luxury
Challenge is to ensure that attributes employed in maps are important to target segments performance of individual firms on each attribute accurately reflects perceptions of customers in target segments Predictions can be made of how positions may change in the light of new developments in the future
Simple graphic representations are often easier for managers to grasp than tables of data or paragraphs of prose
Charts and maps can facilitate a visual awakening to threats and opportunities and suggest alternative strategic directions
Blueprinting
Developing a Blueprint
Identify key activities in performing a service Create linkages Refine activities by drilling down Differentiate front-stage from backstage Identify the line of visibility Clarify interactions of customers, employees, equipment etc.
Blueprinting
Creating a Script for Employees & Customers
Services Marketing - SZABIST
Provide full description of the encounter Identify potential problems Discover and modify the nature of interaction to improve quality of service, and enhance customers experience
Blueprinting
Identifying fail points
Identify all potential points where there is a risk of service going wrong Product failure Excessive wait
Failure Proofing
Fail-Safe Methods for Service Personnel
Services Marketing - SZABIST
Incorrect Task Wrong Order Slow Speed Wrong Work Treatment errors Tangible errors
Failure Proofing
Fail Safe Methods for the Customer
Services Marketing - SZABIST
Failure to Follow Steps Forgetting Steps Incorrect Sequence Ignoring Instructions Wrong Specification of Need
Solutions
Marketing Communication Flowcharts
Check-in at reception
Receptionist verifies, gives key to room
Front
Make up Room
Process Redesign
Institutional Rust
External Environment Internal Deterioration Reduce Service Failures Reduce Cycle Time Enhance Productivity Increase Customer Satisfaction
Services Marketing - SZABIST
Concept is not newself-serve supermarkets date from 1930s, ATMs and self-serve gas pumps from 1970s Today, customers face wide array of SSTs to deliver information-based services, both core and supplementary Many companies seek to divert customers from employee contact to Internet-based self-service