Related Questions
Q21:
Restaurants are often quite theatrical in their use of physical evidence such as furnishing, décor, uniforms, lighting, and table settings).
Q22:
What does SST stand for?
Q23:
What three questions does Mary Jo Bitner suggest managers should put their firms' SSTs to the test with?
Q24:
IBM employs the term ____________ to describe the deconstruction or unbundling) of a company's activities and subsequent reconstruction into ____________ as opposed to a value chain) in which value is created by businesses and their suppliers, buyers, and partners by combining and enhancing the component services collectively provided by participants. A)conglomerating; value portfolios B)componentization; value nets C)delimiting; servicescapes D)delimiting; service portfolios E)conglomerating; service portfolios
Q25:
Discuss the potential company benefits, potential customer benefits, and challenges and limitations of the bundled service approach to managing the service delivery process.
Q27:
Which of the following is NOT one of the six steps that can help smooth the path of customer change? A)Develop customer trust. B)Understand customers' habits and expectations C)Teach customers to use innovations while limiting trial. D)Pretest new procedures and equipment. E)Publicize the benefits.
Q28:
What are the acts that "restaurant drama" can be divided into?
Q29:
Banks ensure eye contact by requiring tellers to record ____________ on a checklist at the start of a transaction. A)the customer's eye color B)the customer's bank account number C)the customer's shirt size D)the customer's account type E)the customer's nationality
Q30:
List the nine components of a service blueprint.
Q31:
A good example of a service poka-yoke is a surgeon whose surgical instrument trays have indentations for each instrument.
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Services Marketing test #2 Brenton
Which of the following would be classified under generality in intangibility? | An Airline Seat |
Service environments, also called _______ relate to the style and apperance of the physical surroundings and other experiential elements encountered by customers at service delivery sites. | Servicescapes |
The _____ complex a(n) _____ process becomes, the more powerful is its potential impact on _____. | more; cognitive; affect |
Market analysis addresses all of the following factors EXCEPT _____. | Government regulations |
Which of the following is NOT one of the dimensions of the service environment? | Location |
Which of the following is NOT one of the four steps in managing customers as partial employees? | Maintain a list of prospective customer "resumes" |
Examples of preparing customers for service encounters include: | Sending reminders of dental appointments, billing customers for services rendered, printing dress code requests on invitations, and printing guidelines on customer cards. |
Which of the following is NOT one of the four basic focus strategies? | Competitor focused |
If a service environment is inherently _____, one should avoid increasing _____ levels, as this would move customers into the "distressed" region of Russell's model. | Unpleasant; arousal |
_____ and _____ represent important ways to add value to a product. | Information; consultation |
The line of _____ divides front-stage activities from backstage activities. | Visibility |
Franchisors usually seek to exercise control over all aspects of the service performance through tightly defined _____. | Service standards, scripts, physical presentations, and procedures. |
Service blueprints _____, and how these are supported by backstage activities and systems. | Clarify the interactions between customers and employees. |
What three interrelates elements does distribution embrace in a typical sales cycle? | Information and promotion flow, negotiation flow, and product flow. |
Which of the following is NOT one of the four problems for marketers seeking to promote a service's benefits? | distribution |
Which of the following is NOT a key component of a service blueprint? | Line of transference |
In environmental psychology the typical outcome variable is ______ or _____ of an environment. | approach; avoidance |
An example of a core service, whose physical distribution is severely restricted is _____. | Club Med |
Which of the following is the best example of a determinant characteristic for airline travel? | ??? |
Which of the following is one of the five categories of "flow" that the Internet facilitates? | Negotiation |
In _____ services, where much of the firm's expertise is hidden, firms may need to illustrate equipment, procedures, and employee activities that are taking place _____. | low-contact; front-stage |
The 2 dimensions of Russell's model of affect are _____ and _____. | Pleasure; arousal |
The first step in developing a service blueprint is _____. | To identify all key activities involved in creating and delivering the service. |
_____, refers to an explicit form of positioning strategy that is based upon offering several price-based classes of service concept, each based on packaging a distince level of service performance across many attributes. | Service Tiering |
_____ outside peak demand periods poses a serious problem for service industries with _____, like hotels. | Low demand; high fixed costs |
Service process redesign efforts typically focus on achieving all EXCEPT which of the following? | Increased profitability |
The same individuals may set different priorities for attributes according to all EXCEPT which of the following? | The cost of service |
Which of the following in NOT listed as a factor in favoring adoption of transnational strategies? | Language drivers |
Which of the following is NOT a communication task for which marketers use the Internet? | Reducing service demand through electronic tracking |
Which of the following is NOT a common educational and promotional objective in service settings? | Encourage trial of competiting products |
Which of the following is an ambient condition? | music |
Sum anticipated annual values (future profits) Suitably discounted each year into the future | Net Present Value |
Projected Annual Revenues | (annual fee + sales + service fees + value of referrals) |
Projected Annual Costs | (account management + cost of sales + write-offs) |
Acquisition Revenues | (application fee + initial purchase) |
Acquisition Costs | (marketing + credit check + account set up) |
% of Customers Influenced by other Customers | Value of referrals |
Form of marketing developed from direct response marketing campaigns conducted in the 1970s and 1980s which emphasizes customer retention and satisfaction, rather than a dominant focus on point-of-sale transactions. | Relationship Marketing |
provides support to "front office" business processes, e.g. to sales, marketing and service staff. Interactions with customers are generally stored in customers' contact histories, and staff can retrieve customer information as necessary. | Operational CRM |
makes heavy use of data mining and other techniques to produce useful results for decision-making. | Analytical CRM |
is similar to Analytical CRM, but is intended as a more direct sales tool. | Sales Intelligence CRM |
combines elements of Operational and Analytical CRM | Campaign Management |
ultimate goal is to use information collected by all departments to improve the quality of services provided by the company | Collaborative CRM |
Bucket Theory of Marketing | Argument for Constant Customer Relationship Development |
“Right customers” are not always | Highest Spenders |
Levels of Customers | Platinum Gold Iron Lead |
Action for Lead Customer | Measure size and share-of-wallet If share-of-wallet is low, specific up and cross-selling If size of wallet is small, strict cost control |
Action for Gold Customer | Aim to achieve transactional satisfaction, not attitudinal loyalty Milk the accounts as long as they are active Key challenge: cease investment once inflection point is reached |
Action for Platinum Customer | Consistent intermittently spaced communication Achieve attitudinal and behavioral loyalty Invest to nurture/defend/retain |
High CLV, Low Relationship Commitment | Gold Customer |
Low Satisfaction, Low Retention | Terrorist |
Apostle | High Satisfaction, High Retention |
In the Zone of Indifference but High Retention | Near Apostle |
Social Bonds | Based on personal relationships between providers and customers |
Customized service for loyal customers | Customized Bonds |
Structural Bonds | Stimulate loyalty through structural relationships between provider and customer Joint investments in projects and sharing of information, processes and equipment |
Airlines—SMS check-in, SMS e-mail alerts for flight arrival and departure times | Structural Bonds |
Each usage involves payment to service supplier by an essentially "anonymous" consumer | Discrete Transaction |
Monitor activity in individual customer accounts to predict impending customer switching Proactive detention efforts—send voucher, customer service representative calls customer | Churn Alert System |
Sales leads, cross-sell, and up-sell opportunities can be effectively identified and processed Entire sales cycle from lead generation to close of sales and after- sales service can be tracked and facilitated through CRM system | Sales Force Automation |
Customers need to participate in CRM to reap value from firm’s CRM initiatives | Dual Creation of Value |
Customer data such as contact details, demographics, purchasing history, service preferences, and the like | Data Collection |
Data captured is analyzed and categorized – Used to tier customer base and tailor service delivery accordingly. | Data Analysis |
Mining of customer data enables the firm to target its market – Goal to achieve one-to-one marketing and cost savings, often in the context of loyalty and retention programs – Results in increasing the ROI on its marketing expenditure | Marketing Automation |
Call center staff have customer information at their fingertips & can improve their service levels to all customers Caller ID and account numbers allow call centers to id the customer tier the caller belongs to, and to tailor the service accordingly | Call Center Automation |
Provider Gap 2 | Service Design and Standards Gap |
A technique for simultaneously depicting the service process, points of customer contact, and evidence of service from the customer's point of view | Service Blueprinting |
Service Blueprint can be used by | HR Management, Operations Management, System Technology |
Service Standards should be designed around | Customer Expectations |
% of Customers Satisfied is a ______ ______ | SOFT MEASURE |
Hard Standards and Measures | Things that can be counted, timed, or observed through audits (time, numbers of events) |
Opinion-based measures that cannot be observed and must be collected by talking to customers (perceptions, beliefs) | Soft Standards and Measures |
Specific Concrete Requirements are _______ & _______ | Reinforcible and Measurable |
Includes EVERYTHING in the Service Environment | Servicescape |
Symbolic cues to communicate the distinctive nature and quality of the service experience | Message-Creating Medium |
Make servicescape stand out from competition and attract customers from target segments | Attention-Creating Medium |
Use colors, textures, sounds, scents and spatial design to enhance desired service experience | Affect-Creating Medium |
Servicescapes form a core part of the ______ ______ | Value Proposition |
Direct, subjective, depending on how much individual likes or dislikes environment | Pleasure |
How stimulated individual feels, depends largely on information rate or load of an environment | Arousal |
________ amplifies the basic effect of pleasure | AROUSAL |
Play a vital role in maintaining and nurturing a corporate culture Help ensure service delivery, working relationships, employee trust, respect, and loyalty | Internal Marketing |
_______ are the Service! | Employees |
Interactive Marketing= | The ACTUAL Service Encounter |
External Marketing= | ACTUAL Marketing Efforts |
Domino's: 30 minutes or its free! is an example of: | Traditional Marketing Communication |
Service Encounter | Reliability, responsiveness, empathy, assurance, tangibles, recovery, flexibility |
Employee Satisfaction in the Service Profit Chain is | EXTERNAL |
Service Value in the Service Profit Chain produces | CUSTOMER SATISFACTION |
Organizations must instill “________________” in front line staff | Professionalism |
Dilemma whether to follow company rules or to satisfy customer demands | Organization v. Client |
Organization v. Client is Especially Prominent in Firms that are not _________ _________ | Customer Oriented |
simulate emotions they don’t actually feel | Surface Acting |
psych themselves into experiencing desired emotion, perhaps by imagining how customer is feeling | Deep Acting |
Employee Satisfaction= | Customer Satisfaction |
Paying Min. Wage can Result in added cost due to (2) | Loss of Expertise & Constant Expense of Hiring & Training new workers |
Cycle of Mediocrity MOVIE EXAMPLE | Office Space |
In the Cycle of Mediocrity, Job responsibilities _________ and unimaginatively defined | NARROWLY |
Cycle of Mediocrity: Successful performance measured by absence of ____________ | MISTAKES |
Worst Type of Employee | High Motivation, Low Ability |
Highest Form of Employee Involvement | Profit Sharing/Stock Options |