Classroom Services Marketing - Eduardo Guadalupe

Lecture summary on Services Marketing Prof. Eduardo A. S.
Guadeloupe Email: edgu

adalupe@hotmail.com http://eduguadalupe.blogspot.com/
MARKETING - Marketing is an organizational function and a set of processes for C
reating, Communicating, and Delivering value to customers and for managing custo
mer relationships in ways That benefit the organization and Its Stakeholders.
Eduardo Guadalupe - edguadalupe@hotmail.com - http://eduguadalupe.blogspot.com/
Basics of Marketing • Marketing is an organizational function and a set of proce
sses for creating, communicating, and delivering value to customers and manage r
elationships with customers so that benefit the organization and its stakeholder
s • Marketing is the process of planning and perform the design, price, promotio
n and distribution of ideas, goods and services to create exchanges that satisfy
individual and organizational goals.
Basics Marketing • Product: any goods, service or idea that satisfies a need or
desire and can be offered in an exchange process • Durable: • Services are tangi
ble: they are intangible and require effort or human machine • Ideas: philosophy
, concept or image
Marketing Basics • Requirements: something fundamental to human survival
• Desires: wills that are not fundamental to human survival
Basics of Production Marketing Era: a period of creation of assets that began ar
ound the beginning of the seventeenth century with the colonization of the Ameri
cas and continued until the early nineteenth century was Sales: the early 20's u
ntil the 50 's when organizations believed that the volume of sales was the best
way to generate profits for organizations. Era of Marketing: started in the 50'
s when organizations begin to focus on the customer
Marketing Basics
• Strategic Marketing: has its foundation in selecting a target market and devel
op and maintain a marketing mix that satisfies the target market. • Target Marke
t: consumer group to which organizations focus their efforts
• Marketing Mix: A combination of four elements - product, price, distribution a
nd promotion
Marketing Basics
• Environmental Marketing: forces of competition, regulation, public policy, soc
iety, economic and technological conditions that surround the target market and
marketing mix
Marketing Basics
Society Public Policy Competitors
regulation
Economic Conditions
Technology
Marketing Basics
MONOPOLY
COMPETITION
Homogeneous
OLIGOPOLY
Differentiated
Monopolistic competition
PERFECT COMPETITION
• Basics of Marketing Theory of individual choice: the assumption according to w
hich the welfare of society from the convergence of individual interests of the
buyer and seller, through voluntary exchange and competitive
People seek experiences that are worth Through the free exchange and competitive
individual goals will be achieved Individual choice determines what is worth
PRINCIPLES
People are responsible for your actions and choose the best for them (the princi
ple of sovereignty of the Consumer)
Marketing Basics
• Meeting the need: the state of completion reached when the product performance
equals the expectation of the client or surpasses • Value to customer: the diff
erence between benefits obtained and costs incurred by the customer
MARKETING SERVICE
• Services
- They are actions, processes and performances - are produced by services firms
and businesses that produce manufactured goods - include all economic activities
whose product is not a physical product or construction, is generally consumed
at the moment is produced and provides value in aggregate form (as a convenience
, entertainment, opportunity, comfort or health) that are essentially intangible
, direct from your buyer.
• Customer Service
- Is the service provided to support the group of main products of a company and
serves to build customer relationships.
MARKETING SERVICE
• The tangibility factor is crucial to define whether or not a service offering
Automotive SAL Soda Detergent Quick Snacks
Cosmetics
Quick Snacks
Advertising Agencies Airlines Bus Consulting Investment Education
MARKETING SERVICE
• Accelerated pace of growth in services and development of technology and incre
ased competition make it difficult to acquire strategic competitive advantage so
lely by means of physical products • Expedited need for a more sophisticated mar
keting, customer oriented and able to respond quickly to competition • educate a
nd communicate to customers about how to use and obtain benefits from new techno
logies are constant challenges. • Role of technology in improving the efficiency
of the service runs as the development of concept
MARKETING SERVICE
• Characteristics of Services:
- Intangibles: can not be seen, felt or touched the
same way as tangible assets;
• They can not be patented - "easy" to be copied; • Difficult to disclose the co
ntents; • Difficult to determine price
- Heterogeneity: they are usually performed by human beings
humans to humans is impossible to provide a service and perceived identically
• Customers do not react exactly the same way • Difficult to ensure the quality
• When it is run by third parties increases the difficulty of quality control
MARKETING SERVICE
- Perishability: can not be preserved
• They can be stored • No • Do not ask to be resold may be returned
- Production and consumption are simultaneous
• Usually first sold and then produced and consumed simultaneously • In most cas
es the customer is present during production; • Clients interact with other clie
nts during the production process and can affect each other's experience • Very
difficult to mass production. • Perception of quality occurs in real time • Usua
lly decentralized production is difficult to gain scale
MARKETING SERVICE
Model Servuction
The Consumer
Inanimated Environment Organization and Systems Team Invisible Contact Service P
rovider or Consumer B When a consumer buys a service, purchase an experience Exp
erience creates benefits for the consumer package of benefits received by the co
nsumer
MARKETING SERVICE
Model Triangle Marketing Services
COMPANY
Makes Promises Possible
Raises Pledges
TECHNOLOGY
PERFORMER
INTERACTIVE MARKETING Keeps Promises
CLIENTS
MARKETING SERVICE
Model of Composite Services Marketing
Are the 4 Ps More People, Processes and People Physical Evidence:
all human agents that play a role in the process of running a service, and accor
dingly, influence customer perceptions. Eg: Staff, customers and other customers
Physical Evidence: The environment in which the service is performed and where
company interacts with customers, as well as any tangible component that facilit
ates the performance or the communication service
Procedures: procedures, mechanisms and effective roadmap of the activities
through which the service runs - systems implementation and operation of service
s.
GAPS MODEL OF QUALITY OF SERVICE
Client
Expected Service
Lacuna Customer
Perceived service
Implementation of a Service Gap 3 Gap and format standards of services for the c
lient company's Gap 2 Perceptions about consumer expectations
External communication with customers Gap 4
Firm
MARKETING SERVICE
• Stages of the buying process:
Identification of Need
Information Search
Evaluation of alternatives
Purchase Post-purchase Evaluation
MARKETING SERVICE
• Services: confronting demand, experience and credibility
• Attributes search - properties which a consumer can evaluate before purchasing
a product. • Attributes of experience - can only be assessed after purchase or
during consumption. • Attributes of credibility - impossible to be evaluated eve
n after purchase or consumption.
Easy to Assess Majority Majority Goods Services Difficult to Assess
food in restaurants
TV repair
clothes
Cars
legal services
auto repair
root canal
childcare
medical diagnosis
Mobile
homes
jewelry
haircuts
holiday
MARKETING SERVICE
Search Culture Information • Use of sources
• Personal Risk Understood • Values and attitudes • Habits and customs • Materia
l Culture • Aesthetics • Educational institutions and social
Evaluation of Alternatives • Set
alternatives taken into consideration • Emotion and Mood
Purchase and Consumption • Provision of a
service as dramaturgy • Compatibility Client
• Post-Purchase Evaluation Assignment
dissatisfaction • Diffusion of Innovation • Brand loyalty
ENHANCING TRANSITION SERVICES
SERVICES DESIRED
PERCEIVED ALTERNATIVE SERVICE
TOLERANCE ZONE
ROLE OF PERCEIVED BY OWN CUSTOMER SERVICE
ADEQUATE SERVICES
Situational factors
SERVICE EXPECTED
ENHANCING STANDING SERVICE
SERVICES DESIRED
PERSONAL NEEDS
TOLERANCE ZONE
ADEQUATE SERVICES
Explicit service promises Promises impplícitas services
SERVICES DESIRED
Word of Mouth TOLERANCE ZONE
Past experiences
ADEQUATE SERVICES
SERVICE EXPECTED
ENHANCING PERSONAL NEEDS PERMANENT SERVICE
PERCEIVED SERVICE
Explicit promises of services
• Advertising • Sales Contracts • Staff • Other communications
SERVICE EXPECTED SERVICES DESIRED
Implicit service promises
• Tangible • Price
ENHANCING TRANSITION SERVICES
Word of Mouth
• Staff • Experts
PERCEIVED ALTERNATIVE SERVICE
TOLERANCE ZONE
Past experiences
ROLE OF PERCEIVED BY OWN CUSTOMER SERVICE situational factors
ADEQUATE SERVICES
SERVICE EXPECTED
Satisfaction: broad concept - response to service consumers. Evaluation of a cha
racteristic of a good or service, indicating that with them you reach a certain
level of pleasure. Quality: It is a focused assessment that reflects the custome
r's perception on specific service dimensions: reliability, responsiveness, secu
rity, empathy and tangibles.
29 Eduardo Guadalupe - edguadalupe@hotmail.com - http://eduguadalupe.blogspot.co
m/
X Quality Satisfaction
Reliability Responsiveness Empathy Security Tangibility
Quality Service
Situational factors
Product Quality
Price
Personal Factors
m/
Characteristic of goods and services to customer satisfaction with respect to a
product is influenced significantly by evaluating the customer makes the product
characteristics. Consumer Emotions specific emotions can also be caused by expe
rience of consumption. Perceived causes for success or failure causes that custo
mers perceive as responsible for success or failure of services also influence p
erceptions of satisfaction
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• Perceptions of Gain or Fair Price
- Notions about what is right is central to the perceptions of customers regardi
ng their satisfaction.
• Indices of Customer Satisfaction *
- Consumers tend to be more satisfied with non-durable - A little less satisfied
with durables - Getting the lowest satisfaction with services
* Important indicator of the health of national economy
m/
• Quality Services
- Quality Process Technician • X Result Customers judge the quality of services
from their perceptions about the technical result and provided on how such a res
ult was delivered. • When customers can not accurately assess the technical qual
ity of a service,they form impressions about the service, including on its tech
nical quality, from the sources available to it, using his own "instinct" or ind
ications which may not be evident for the service provider.
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• Dimensions of Quality Services
- Reliability: the ability to perform the promised service in a safe and accurat
e - Responsiveness: willingness to help customers and provide services without d
elay (perceived notion of flexibility and individualization) - Security: the kno
wledge of officials allied with sympathy and their ability to inspire trust and
credibility - Empathy: careful, individualized attention devoted customers - Tan
gibles: appearance of physical facilities, equipment, personnel and printed mate
rials.
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• Contacts Services or "Moments of Truth"
- Connection between various contacts, forming a cascade - Any item with a negat
ive experience can lead to a widespread impression of care;
Check-in employee leads to the fourth meal in the restaurant Request alarm clock
Check-out
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• Forms of Contact
- Remote: without direct human contact
• The tangible evidence of services and quality process and technical systems to
nrnam to m ore important basis for forming judgments about quality.
- Phone: great variability during the interaction - Personal: both verbal behavi
or and non-verbal are important.
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• Sources of Pleasure and Displeasure Contacts
- Recovery: response to the failures of officials in the Systems of Service Deli
very - Adaptability: Employee response to the needs and requests of the Customer
- Spontaneity: nãoprogramadas and spontaneous actions performed by Staff - Inte
rvention: reaction of employees with problem customers
m/
• In general, the strategies that companies use to increase customer perceptions
about service quality and to increase customer satisfaction include the measure
ment and management of customer satisfaction in every service contact.
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BUILDING RELATIONSHIPS WITH CUSTOMERS
• There was a change of focus on marketing, leaving the transactions to relation
ships. Customers become partners and the company needs to establish long-term co
mmitments to maintain relationships that have quality, service and innovation •
Paradigm Shift: Marketing migrates to focus on transactions in other relationshi
ps; • Cheaper to keep a client attract a new one.
• Objectives of Relationship Marketing
- Is the construction and maintenance of a database of compromised accounts that
are profitable for the organization through:
• attraction; • restraint • fortification of relationships.
- Loyal customers provide solid basis for the organization and represent the pot
ential for growth.
• Benefits of Relationships
- Benefits for Clients (when they receive more value)
• Benefit Trust (human nature)
- Feelings of trust in the service, along with a feeling of comfort and reductio
n of anxiety caused by knowing what to expect. - Costs of changes are often high
costs (monetary, psychological, and temporal)
• Social benefits (social support)
- Over time customers develop a sense of familiarity and social relationship wit
h the supplier.
• Benefit Special Treatment
- Benefit of the doubt, receive special rates or conditions or get special treat
ment
• Benefits for Organizations:
- Increase purchases - Low Cost - Free publicity through word of mouth - Retenti
on of employees.
• Value of the Life Cycle of a Customer
- It's a concept or calculation which treats clients from the standpoint of reve
nue and profitability associated with its life cycle as customers of a company.
• Factors Influencing the Life Cycle of a Customer
- Extension Lifecycle average - average revenues generated in a specific period
of time during a life cycle - sales of additional products over time - recommend
ations generated by the client over time.
• Fundamentals of the focus on retention strategy
- Quality service offered at the main;
• must have competitive products
- Targeting and selection of target market;
• Identify base segments, develop profiles of the segments, develop measures of
attractiveness of the segments, select the target segment, to ensure compatibili
ty between the chosen segments.
- Continuous monitoring of the relationship.
• Retention Strategies
- Level 1 - Financial Ties
• The client is connected to the company primarily by financial incentives - low
er prices for larger purchase volumes or lower prices for customers who have bee
n with the company for a long period
- It is not difficult to get and generally result, at least in the short-term pr
ofits. Not serve to differentiate a company against its competitors in the long
run.
- Level 2 - Social Ties
• Customers are not seen as anonymous faces, and become individuals whose needs
and desires are treated as objects of analysis by the company.
- Individualized services to fit individual needs.
• Level 3 - Ties Customization
- Mass customization and intimacy with clients. Both strategies suggest that cus
tomer loyalty can be encouraged by the intimate knowledge of customers as indivi
duals and developing solutions "one by one," that meet individual needs.
• Level 4 - Structural Ties
- Services usually designed as part of service to him. Are often created through
the provision of services based on technological and used to make the customer
more productive.
Recovery Service
Includes those actions taken by a firm in response to a service failure recovery
of Paradox
Dissatisfied customers but make the experience an excellent recovery of high-lev
el services at the end of the day may be even more satisfied and more willing to
repurchase than those who have always been satisfied.
Service failure
Act
Not act
Changing Supplier Complain to the service provider
Staying with the same provider
Complaining to family and friends
Complaining to third
Changing Supplier
Staying with the same provider
Types of claimants:
1. Liabilities: in general, doubt that the complaint will give results, wonderin
g what the consequences of not reward all the time and effort they have to spend
2. Garrulous: Customers actively complain to the service, but are less likely t
o spread negative information (best friend of the service provider) 3. Irate: Wo
rd of Mouth negative (less likely to give a second chance) 4. Activists: calling
in all instances (very optimistic perception of the consequences of all types o
f complaint)
What customers expect when they complain? 1. Fair Treatment - want justice and f
airness in dealing with their complaints 2. Impartiality in the results - result
s, or compensation equivalent to its level of dissatisfaction 3. Impartiality in
the process - fairness in terms of policies, rules and timeliness of the compla
ints process. Easy access to the grievance procedure and are routed quickly, pre
ferably by the first person they have contact. 4. Interactional fairness - treat
ing polite, considerate and honest.
STRATEGY FOR RECOVERY SERVICES
2) To welcome and encourage complaints Advance, stimulated and accompanied a) en
sure that no failures Doing the right thing the first time ever
3) act promptly systems and procedures to perimtam rapid and officials with powe
rs of solution
4) Treat customers fairly 6) Learning from the lost customers Prevention of futu
re errors
5) Learn from the experiences of recovery Diagnostic and prescriptive informatio
n to improve customer service
Warranty Service
Specific type of recovery tool force the company to focus on the client establis
hes clear standards for the organization generates immediate and relevant feedba
ck from customers instant Opportunity for Recovery The information generated by
the collateral can be tracked and integrated with ongoing efforts to improve Exp
ansion of staff morale and loyalty of Reduced sense of risk and build customer c
onfidence in the organization
Types of security services
Satisfaction Guarantees versus Attribute Service Guarantees external versus inte
rnal
Characteristics of effective guarantees
Unconditional (without addenda) make sense (to ensure important elements for the
client) Easy to understand and communicate (customers and employees should unde
rstand) Easy to use and repay (no laps to use the guarantee)
When using (or not use) Warranty
Quality of services charged by the firm is poor when does not match the company'
s image when the quality of services for uncontrollable cost of the security to
overcome the benefits customers have low risk perception in the service There is
little variability in perceived service quality among competitors.
WARRANTY
A diagram of services is a picture or a map that accurately represents the servi
ce system so that the various people involved in its implementation can understa
nd and work with the service in an objective manner with regard to their own rol
es or their points of view of individuals. Diagrams are especially useful for fo
rmatting and reformatting stages of development of the service A diagram shows t
he service visually, by means of simultaneous descriptions of the process of pro
viding the service, points of contact with customers, clients and staff roles an
d the visible elements of the service.
Challenges formatting services
• Risks of trying to describe services - oversimplification • Omission - omittin
g details or elements of the service with which they are unfamiliar. • Subjectiv
ity - bias their personal experiences and the degree of exposure to the service;
• Interpretation biased - describe services only through the use of words (ther
e are two people that define all terms in the same way.
All share the vision of service and the issues associated with it
Developing new services
• • • • be objective, not subjective, to be precise and not vague; be directed t
o the facts and not opinions, be methodological rather than philosophical.
It is essential that the process of developing new services involving both emplo
yees and customers
Types of new services
• • Major innovations are up for new services for markets still undefined. Devel
opments are to be derived from new services for a market that is already being s
erved by current products, which meet the same generic needs. New services for a
market that is already being served are attempts to put on offer to clients ass
ets of a company a service that had not been offered previously. Extensions of s
ervice lines are extensions of the current line of services. Improvements in ser
vices represent perhaps the most common type of innovation in services. Style ch
anges represent m ore modest changes in services, although they are often highly
visible and may have significant effects on perceptions, emotions and attitudes
of customers.
•
• • •
Stages of development of new services
Planning the Front Line
• Development or Review of Business Strategy • Strategy Development • New Servic
e Idea Generation
To sort of ideas taking into account the strategy for new services
• Assessment and Concept Development Services
Test concept with customers and employees
• Business Analysis
Testing with respect to profitability and feasibility
• Development and Testing Service
Do test prototype service
Implementation
• Test Market
Test components of the service and other dimensions of the marketing mix
• Marketing • Post-Introduction Assessment
The success of new services depends on:
• • • • Processes new products for the market, customer focus, emphasis on plann
ing and execution of launch; services integration within existing processes Stro
ng marketing communications, both externally and internally.
Success with new services is determined by two things: choosing the right projec
ts and correct execution of the project.
To measure success: financial performance, expanding relationships and developin
g markets.
Building a diagram of services
Step 1 Step 2 Step 3 Step 4 Step 5
Relate the activities of Customers and contact persons with respect to support f
unctions required
Step 6
Identify Identify the Customers or the process to be diagrammed Customer Segment
s
Map the process from the customer point of runway
Map the actions of officials of contact front line and rear
Add evidence of service every step of the client's actions
Service standards set by customers require changes in organizations
Generally, the change demand new equipment or technology. The change also needs
to align executives from different sectors so that they collectively understand
the overview of quality service in the customer's perspective. Often the change
calls for a willingness to open up to different ways of structuring, sizing and
monitoring of how the service runs
The transformation of the expectations of customers in specific standards of qua
lity service depends on the degree to which tasks and behaviors that can be tran
sformed into standard or routine
The standardization of service may take three forms: 1) replacement technology f
or personal contact and human interaction, 2) improvement in working methods, 3)
combinations of these two methods.
The technology and methods of improving the work facilitates the standardization
of service required to provide consistent supply to customers.
The standardization is performed with the improvements in technology or work pro
cesses, eliminates the second gap.
Structure important components of service delivery and also facilitate the setti
ng of targets. It is important to recognize that standardization does not mean t
hat the service is performed in a rigid and mechanical. The standard set by the
client ensures that the fundamental components of a service are implemented with
uniformity.
Standards set by the client - not the company
• Goals for the company's internal productivity, efficiency or technical quality
. In order to overcome the second problem, the standards set by firms must be ba
sed on the demands and expectations of customers. Standards of service to custom
ers, save yourself money by identifying what is valued by them, thus eliminating
the activities and characteristics that the customer does not realize or are no
t willing to pay. The standards set by customers can not be contrary to the prod
uctivity and efficiency, they also do not occur in firms with such concerns. The
y must be motivated and driven by measurements of customer perceptions of satisf
action about the quality of services. Type of standards that eliminates the gap
2 of the company are the standards set by customers, which constitute the operat
ional targets and measurements based on their core needs and can be seen and mea
sured by customers.
•
•
•
•
Patterns are classified as type hard: things that can be counted, measured or ha
ve your time tracked by the control system. Are operational measures that can be
counted, timed or controlled soft type patterns defined by the customers: they
are those which must be documented by the perceptual measurements.Measures base
d on opinions that can not be observed and must be gathered in conversations wit
h customers, employees or others. Provide direction, guidance and feedback to em
ployees to achieve customer satisfaction, and can be quantified by measuring the
perceptions and beliefs of clients.
•
"Not everything that counts can be counted and not everything that can be counte
d counts"
• Standards effective customer service are defined in very specific ways that al
low the employees to understand what is being asked to the vendor. • Customers w
ant satisfaction, value and relationships. On one level below, these claims are
very general abstract dimensions of service quality: reliability, responsiveness
, security, empathy and tangibles. In the next level are the most specific attri
butes of the demands described.
Process of developing standards
• • Step 1: Identify the sequence of service contracts, existing or desired Step
2: translate customer expectations into behaviors and actions for each contact
service
- Existing research on customer expectations. In this step, the abstract demands
of customers and their expectations should be translated into behaviors and act
ions associated with concrete and specific to each contact in the sequence of co
ntacts and services. - The information on behaviors and actions should be collec
ted and interpreted by a vendor neutral.
•
Step 3: select behaviors and actions for setting standards.
- Understands the prioritization of certain behaviors and actions which will be
established standards set by customers. - Standards based on behaviors and actio
ns that are very important to customers - the patterns match the performances th
at need to be improved or maintained - realize patterns of behaviors and actions
that can be improved by officials. - Standards are accepted by employees - must
provide standards and are not determined on the basis of reactions. Standards s
et by clients should not be established based on complaints or other reactive fo
rms of feedback. Return reactive handles concerns of customers who are already i
n the past instead of dealing with expectations of current and future customers.
- Standards should be challenging but realistic.
• •
Step 4: decide whether the standards are kind of hard or soft Step 5: Develop fe
edback mechanisms from measurements up to the standards
- Ensure that the capture process from the standpoint of the customer, instead o
f the company.
•
Step 6: Establish measures and levels to be achieved - without this step, the co
mpany fails to quantify whether the standards are being met.
- Perception simple - correlation studies stock - consists of repetitive actions
, companies can simply list the levels of satisfaction with the current performa
nce of a behavior or a task. - Satisfaction Survey - hypothetical performance -
studies of correlation between perceptions and actions can not be applied, a sim
ilar result can be achieved through the use of so-called satisfaction surveys -
hypothetical performance. - Competitive Benchmarking "continuous process of meas
uring products, services and practices in comparison with the strongest competit
ors of these companies considered leaders in their industries .- is a new way to
establish operational goals different from how it had been established in the p
ast, based now in the best of the best practices, constantly updated and revised
to ensure better and more structured way to achieve superiority in the long ter
m. - Four types of benchmarking: internal, competitive, functional and generic.
- Benchmarking internal and the competitive risk of being defined internally by
the company. These two types of benchmarking, standards set by the client are mo
re likely to be generated than those set by empesa.
• Step 7: To compare the measurements made with the standards set • Step 8: Prov
ide feedback on employee performance - data and facts must be analyzed and distr
ibuted to support the assessment and decision making at many levels of hierarchi
cal organization. • Step 9: Update periodically the levels and measurements:
- Performance indicators for services are comprehensive compositions of the most
fundamental standards of performance. Many companies build these indicators thr
ough 1compreensão ds most important demands of the customer, 2 - relationship of
these demands tangible and measurable aspects of service provision and 3 - use
the feedback provided by the indicators to identify and resolve service issues.
Physical evidence and the scenery of services
Environment where the service is performed and where the company interacts with
customers, or any tangible component that facilitates the performance or provisi
on of the service clients typically seek indicative tangible or physical evidenc
e, to evaluate the service before being bought and order to assess their satisfa
ction with it during and after consumption
Types of environments
• The self-service environment where the client performs most of the activities
and participation is just a few employees, if any • Safe distance, in which ther
e is little or no involvement with the customer service landscape. • Services in
terpersonal situations in which both the client and the employee must be present
in the service landscape.
Roles of services scenario
• Packaging - elements of physical evidence, in essence, "package" the service a
nd form an external image of what is "internal" to consumers. Packaging products
are designed to represent a particular image, as well as to evoke a specific se
nsory or emotional reaction. • Facilitator - the scenario service can also serve
as a facilitator who helps the performance of people in that environment. The m
oco like environment is designed can enhance or inhibit the effectiveness of the
flow of activities on the environment in which services are provided, facilitat
ing or hindering that customers and employees to achieve the established objecti
ves.
• •
Socialization - socialization of both employees and customers, in that it helps
to form roles, behaviors and relationships you want. Differentiator - Physical i
nstallation can differentiate a company from its competitors and indicate the ma
rket segment to which the service intended.
Human reactions to the scenario of services
• • Environment and cognition - the belief of a person about a place or a cognit
ive response may very well influence the emotional reaction of that person and v
ice versa Environment and Emotion - In addition to influencing beliefs, the set
of services can directly generate emotional reactions which, in turn, generate b
ehaviors Environment and psychology - the perceived service landscape can also a
ffect people in a mainly psychological Not everyone will react the same every ti
me the environment - individual moods, intentions and expectations may influence
the reaction. And the personal characteristics may make certain groups react si
milarly predictable ways. The dimensions of the environmental services scenario
- people react to their environment integrated. That is, although individuals pe
rceive stimuli in different ways is the total configuration of stimuli in the en
vironment that determines their reactions to a local
• •
•
Environmental conditions
• Layout and functionality of space - concerns with equipment and furniture is a
rranged, the size and shape of these items and the spatial relationships between
them. Functionality refers to the ability of those items come to facilitate the
accomplishment of the objectives of clients and employees. • Signs and symbols
- objects signs explicit or implicit notice on the site for users of this site.
They can be used as labels, for purposes of orientation and to communicate the r
ules of behavior.
Learning processes of organizations about the reactions of your users
• Research environment - asks the people to express their needs and preferences
about different environmental settings by means of predetermined answers to ques
tions in a structured questionnaire. • Direct observation - with the use of tril
ls observers evaluate in detail the conditions and dimensions of environments,a
lso observing and recording the reactions and behaviors of customers and employe
es in the service landscape.
• • Experiments - exposing customer groups with different formats and environmen
tal measure their reactions; photographic Diagrams - basically gives a preview o
f the service every step of the action of the client.
Scenario as a condition of behavior
• Physical evidence of the company can be used as a service differentiation. The
appearance of staff and facilities often have a direct impact on how consumers
perceive the company to take care of the service aspect of its activity • Appeal
s visual - can be defined as the process of interpretation of stimuli, causing r
elationships visually perceived. At a basic level, three basic primary stimuli t
hat capture the attention of consumers are size, shape and color. Consumers inte
rpret visual stimuli in terms of relationships that consist of visual perception
of harmony, contrast and shock. Harmony refers to the combination is associated
with visual and business environments more peaceful, elegant and formal. By com
parison, contrast and conflict are associated with stimulating environments, che
erful and informal.
•
•
•
Perceptions of size - generally the larger the size of the company and its corre
sponding physical evidence, the greater the association made by consumers with i
mportance, power, success, security and stability. For many consumers, the bigge
r the company, the lower the perceived risk associated with purchasing the servi
ce. Consumers can consider both large impersonal and cold, and seek smaller comp
anies, they are more personal, intimate and cozy Form - use and placement of she
lves, mirrors and windows, and even the design of the wallpaper. Forms and verti
cal lines are perceived as "tough, tough and able to lend a male character to an
area." Horizontal lines evoke perceptions of relaxation and tranquility. Shapes
and diagonal lines evoke perceptions of progression, proactivity and movement.
Shapes and curved lines are perceived as feminine and circulating. Chromatic per
ceptions - often sets the first impression. The physiological impact of color in
individuals is the result of three properties: hue, brightness and intensity. W
arm colors are good for attracting customers in retail environments and encourag
e quick decisions and purchases with low involvement. Cool colors are perceived
coo distant, indifferent and formal. Are favorable when customers need time to m
ake decisions, as purchases of high involvement. Lighter colors tend to appear l
arger, while darker colors can make spaces seem larger and smaller gaps. The lig
hter colors help the accessories to mix with the enterprise environment. Darker
colors can be used to draw consumers' attention. Bright colors make objects appe
ar larger than more opaque colors. Children seem to like brighter colors, while
adults tend to prefer softer colors
•
•
•
Appeals sound - three major roles - defining provision, attention and inform. A
common example of appealing sound is the music. Musica environmental affects sal
es of at least two ways: first, the background music increases the customer's pe
rception of the atmosphere of the store. Second, the music influences the amount
of time spent in stores. Companies with ambient music are seen as more concerne
d with their customers. Play music with fast pace accelerates the pace of transa
ctions. Slow down the music encourages customers to spend more time on site. Som
e indicate that music distracts customers for purchases of high involvement but
find that listening to music during you compare low involvement facilitates the
process of choice. Spatial layout and functionality - are particularly important
. The way equipment and other items are prepared, and functionality refers to th
e ability of those same items to facilitate the agglomeration performance, capac
ity and control - agglomeration is an emotional response and psychological. Indi
viduals who experience cluster show signs of stress include sweating hands and c
onsider the experience unpleasant. The intervening variable is the perceived con
trol. Since they feel in control, density does not match the binding. When contr
ol is threatened by the density of the agglomeration, the agglomeration reaction
occurs.
Physical dimensions of the environment
Environmental conditions • Temperature • Air Quality • Noise • Music • Odor • Et
c. Area / Function • Layout • Equipment • Furniture • Etc. Signs, symbols and ob
jects • Signs • Obj • Style for personal use / the accents • Etc.
Holistic Environment
Inside Answers
Behavior Model of relationships between environment and user services organizati
on
• cognitive categorization • Beliefs • Symbolic meaning
Emotional • Humor • Attitude
Psychological Pain • • • • Moving Comfort Cond. Physical
Individual Behaviours • Affiliate • Exploration • Stay longer • Commitment • Imp
lement the plan
Services scenario perceived
Response of the civil servants'
Social interactions
Clients with employees, customers and employees with clients with employees
Customer Response
• cognitive categorization • Beliefs • Symbolic meaning Emotional, Psychological
Attitude • Humor • • Comfort • Pain • Movement • Cond. Physical
Individual Behaviours • Attraction • Stay and explore • Spending money • Return
• Execute the Plan
Restaurant 2
Restaurant 1
Eduardo A. S. Guadeloupe Phone (61) 8112.1968 Education - Top of Business Admini
stration and Masters in Marketing UnB - UFRGS e-mail: edguadalupe@hotmail.com -
http://eduguadalupe.blogspot.com/ EXPERIENCE SENAI - National Department - 2005
( in progress) - Account Manager National Base / Analyst Industrial Coordination
and development of key accounts deployment and management of CRM system monitor
ing technology projects planning, development and monitoring of strategic action
s with clients nationally based CECAP School - Brasília 2005 (in progress) - Pro
fessor of Consumer Behavior and Marketing Research School Decision - Florianópol
is - 2003 - 2005 - Professor of Marketing SENAI Santa Catarina - 2002 - 2005 - M
arketing Coordinator with a focus on teaching institution coordinating and devel
oping marketing campaigns and telemarketing deployment and management of CRM sys
tem development and implementation of market research planning, development and
monitoring of strategic marketing actions Association of Education of Santa Cata
rina - Florianopolis - 2002 - Professor of Marketing
Nicola Consortium - Santiago - 2001 - Director Management and coordination of ac
tivities related to the consortium Emphasis on development of business relations
hips with strategic vision in Budget Tracking Coordinating work teams Developmen
t of new market niches Creating campaigns and marketing strategies Telet S / A -
B Band Telecommunications - Caxias do Sul - 1999 - 2000 - Executive Business pr
ospecting for new sales outlets and authorized agents Coordination team of promo
ters and sellers development, implementation and monitoring of marketing campaig
ns Feasibility Study of Integrated Business Regional University - 2001 - Profess
or of Administrative Management Course Graduate Colleges Taquara - Taquara - 199
9-2000 Professor of Marketing Course graduate and undergraduate courses regular
University of Caxias do Sul - Caxias do Sul - 2000 - Prof. administration of Dau
per Ind. Biscuits - Cinnamon - 1998-1999 - Sales Manager / Marketing Developing
new products and markets Management of sales channels and promote development an
d implementation of marketing strategies Feasibility study for outsourcing servi
ces and brands Johnson Wax Ltd. . - Brasília - 1995 - 1997 - Vendor Manager of S
pecial Accounts (Key Accounts) Coordinator of the teams promotion and replenishm
ent of promotional campaigns Monitoring Analysis and opening up new clients
Ind. Dauper of Biscuits - Cinnamon - 1998-1999 - Sales Manager / Marketing Devel
oping new products and markets Management of sales channels and promote developm
ent and implementation of marketing strategies Feasibility study for outsourcing
services and brands Johnson Wax Limited. - Brasília - 1995 - 1997 - Vendor Mana
ger of Special Accounts (Key Accounts) Coordinator of the teams promotion and re
plenishment of promotional campaigns Monitoring Analysis and opening of new cust
omers Guadalupe & Costa Ltda. - Brasília - 1993 - 1995 - Managing Partner Creati
ontraining and monitoring of sales staff development and monitoring of projects
, distribution logistics stock control, purchasing and sales prospecting of new
markets and customers. Carrefour - Brasília - 1993 - Management Trainee for the
food industry sector perishable Management Shopping and negotiations with suppli
ers Inventory Control Coordination Team stockers
EDUCATION Master of Marketing UFRGS - Federal University of Rio Grande do Sul -
MSc in Marketing - 1997 - 1999
Graduate
CEPE - National Strategy - Association of College Graduates of War - Brasília -
1996 - 450 horas University of Brasilia (UNB) - 1991-1995
Course of Business Training Entrepreneurs Law Course Course Biology Incomplete
University Sebrae Business - 2000 - 165 horas IESB - 2005 - ongoing University o
f Brasília (UNB) - 1987-1991
OTHER INFORMATION / COURSES Domain of English (spoken and written) - One year ex
perience in the United States. Export Simple - ECT - 2001 - Porto Alegre, RS Pro
ject Management - C & C - 2001 - Florianópolis, SC Sales High Impact - ABAC - 20
01 - Florianópolis, SC CRM - VM - 2001 - Curitiba, PR Consulting business linked
to the CSJ-Brasilia marketing research and consulting CEPA-UFRGS - Porto Alegre
Area of computer tools (user): Marketing Applied to Education - 2003 - Seminar
CM / St. Paul Market Research Course - 2003 (CEPA / UFRGS) Course Balance ScoreC
ard -2003 - SENAI / SC Development and Monitoring Project 2005 SENAI / DN Leader
ship and Management Fundação Dom Cabral - 2006

Classroom Services Marketing - Eduardo Guadalupe

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Classroom Services Marketing - Eduardo Guadalupe

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Lecture summary on Services Marketing Prof. Eduardo A. S.

Guadeloupe Email: edgu

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