| Description |
xiii, 410 pages ; 24 cm |
| Contents |
Machine derived contents note: Part I Introduction -- Introduction to Part I 3 -- 1. The service imperative 5 -- New gold rush (vignette) 6 -- Growth opportunities in services 8 -- Strategy is linked to performance 17 -- Strategy is different for services 19 -- 2. Thinking about services 26 -- Gurus, heretics or witchdoctors? (vignette) 26 -- Good theory is practical 29 -- Strategy links economics, marketing and management -- theory 35 -- Perspectives on strategy for services 39 -- Services strategy framework 42 -- -- Part II Situation analysis -- Introduction to Part II 51 -- 3. Service products 53 -- What are services? 54 -- Services are different to goods 57 -- Services have three distinctive characteristics 62 -- Services are a diverse product class 67 -- Application: classifying services to identify distinctive -- characteristics 69 -- 4. Markets 77 -- What are markets? 78 -- Value is exchanged in markets 83 -- Exchange decisions are based on perceptions of value 86 -- Buyers' decisions are different for services 92 -- -- -- -- Buyers' decisions are different for particular services 96 -- Application: market trends and segmentation analysis 98 -- Short breaks (vignette) 102 -- 5. Service provider capabilities 108 -- What are capabilities? 109 -- Provider value defines performance objectives 113 -- Drivers of performance are the focus of strategy 120 -- Customer value and productivity determine -- profitability 122 -- Strategic capabilities for service providers 125 -- Application: performance management 128 -- Delivering today - changing for tomorrow (vignette) 132 -- 6. Service quality 137 -- Service quality is of strategic importance 138 -- What is service quality? 140 -- What to measure: PSQ or CS? 145 -- How to measure CS and PSQ? 147 -- What to manage: expectations, delivery or -- performance? 152 -- Application: measuring customer satisfaction 156 -- Customer satisfaction measurement and the -- TELCATSʼ program (vignette) by Terry Kanellos 156 -- -- Part III Strategy -- Introduction to Part III 161 -- 7. Business strategy 164 -- What is business strategy? 165 -- Competitive advantage is a measure of performance 170 -- Strategic positioning is the route to competitive -- advantage 173 -- Distinctive capabilities are the sources of value -- creation 176 -- Strategic alliances and network capabilities 180 -- Mt Buller ski resort (vignette) by John Carruthers 183 -- Application: mapping strategic positions and activities 186 -- 8. Marketing strategy 194 -- What is marketing strategy? 195 -- Target marketing (STP) to attract customers 199 -- -- -- -- Loyalty and relationship marketing are customer -- retention strategies 204 -- Loyalty to St George (vignette) by Slade Sherman 211 -- Trust and commitment are the foundation of -- relationships 214 -- Application: customer segmentation analysis 217 -- -- Part IV Processes to manage -- Introduction to Part IV 225 -- 9. Service positioning 227 -- Fifty thousand brand builders (vignette) 228 -- Positioning services and market positions 231 -- Marketing communications in service firms 237 -- Reputation, image and brands 239 -- Application: mapping customers' perceptions 243 -- 10. Service design 247 -- Trying harder to be faster and different (vignette) 248 -- Service products and delivery systems 251 -- Design depends on service characteristics and strategy 255 -- Designing for value 259 -- Application: mapping service tasks and activities 262 -- 11. Service delivery 268 -- Here comes Puffing Billy! (vignette) 269 -- Service experience, encounters and MOTs 272 -- Delivering value in an interactive experience 276 -- Strategies to manage MOT encounters 280 -- Application: mapping customers' service experiences 284 -- 12. Yield management 289 -- Fare go (vignette) by Deirdre Macken 290 -- Service demand and capacity 294 -- Strategies for managing customer demand and service -- capacity imbalances 299 -- Application: analysing customer demand and service -- capacity 304 -- 13. Performance evaluation 308 -- Accounts and money shops - re-engineering retail -- banking (vignette) 309 -- Performance evaluation and improvement 314 -- -- -- -- Evaluation critieria, indicators and information 319 -- Application: improving the performance of service -- processes 324 -- 14. Internal marketing 329 -- STS - where service is anything you want it to be -- (vignette) 330 -- Internal marketing and culture 335 -- Internal marketing, employees and performance 339 -- Application: improving the performance of employees 343 -- -- By way of finishing, but not a conclusion 347 -- -- Appendix 1 Case analysis: 'Lego not a jigsaw' 349 -- Appendix 2 Library search strategies 357 -- By May-Lee Wee |
| Summary |
This book is based on the author's experience in teaching undergraduate and postgraduate business students at Monash University. It provides a practical and accessible synthesis of current services marketing and management research, with an emphasis on the link between strategy and performance. What is distinctive about this text is, firstly, the integration of economic, marketing and management perspectives and, secondly, the focus on processes rather than functions in strategy implementation. It also examines recent research on customer retention economics and financial return on investments in service quality |
| Notes |
Includes index |
| Bibliography |
Bibliography |
| Subject |
Marketing -- Australia -- Management.
|
|
Service industries -- Australia -- Management.
|
|
Service industries -- Australia -- Marketing.
|
| LC no. |
00273631 |
| ISBN |
0732950678 |
|
0732950686 (hbk.) |
|
