The unique requirements of the additional 3P’s—people, physical evidence, and process are driven by the particular characteristics of service—intangibility, inseparability, variability, and perish ability. These characteristics also pose more marketing complexities which require different management activities.
All services are experiences—some are long in duration and some are short; some are complex and others are simple; some are mundane, whereas others are exciting and unique. (Wilson, Zeithaml, and Bitner, 2008) The delivery process of the service has been entitled the Servuction System by Langeard and Eiglier. They argued that a bundle of benefits are delivered through both visible and invisible parts which create an experience for the consumer. The experience can be affected by the visible inanimate environment of the organization which is part of the physical evidence, the invisible process for delivering the service, and the people involved in, both the contact personnel from inside the organization and other customers from outside the organization. Each part interacts and may influence the level of customer satisfaction. For example, a clean theater with comfortable seats and a spacious, well-lit parking lot may make the journey of going for a movie more enjoyable though the customer doesn't take any of that back home. Still, the environment of retail stores can influence people’s willingness to stay and the background music can influence traffic flow and the degree consumers willing to spend. Moreover, a physically comfortable setting can accelerate an employee’s better performance and improve his or her emotional state. Undoubtedly, a friendly, knowledgeable, and helpful hotel staff can greatly affect one’s impression of the hotel. The interactive impact also exists in the service process. The process involves in all the activities when the service is produced and delivered. For example, the receptionist of a hotel taking the information to check the customer in and then the bell-boy taking the luggage to the room, these activities are seen directly by the customer as front stage activities. Other backstage activities that are unseen by the customer include a kitchen staff preparing meals and laundry staff washing the sheets. (McColl-Kennedy, 2002) A hotel stay experience is determined by the brief encounters with the front-desk staff, bellhops, housekeeping staff, restaurant wait staff and so on. (Rust, Zahorik and Keiningham, 1996) These people who play an interactive part in the production and delivery of the service may be management, service providers, support personnel or even other customers. As other customers can directly affect how the service is delivered, as well as the overall satisfaction level, it is important for management to train customers in terms of what is expected of them in a service establishment and, if necessary, remove customers who behave in an offensive way. In five-star resorts and upmarket restaurants, for example, management, staff and other customers have expectations about how staff and customers should behave-even what they should wear. Sometimes signs are provided in the establishment, detailing the dress code. For example, it is common to see signs saying “shirts must be worn in the restaurant” and “No thongs”. (McColl-Kennedy, 2002)Ill-mannered restaurant customers at the next table, crying children in a nearby seat on an airplane, and commercial bank customers whose lengthy transactions take up the tellers’ time are all examples of unpleasant service experience caused by other customers. (Rust, Zahorik and Keiningham, 1996) Therefore, a failure at any one point mentioned above may result in greater risk for dissatisfaction at each ensuing level.
It has been agreed that the success of service marketing depends more on the management of service quality through the monitoring of customer satisfaction. Providing services that consistently meet or exceed customers’...
References: Bateson, John E. G. (1985). Perceived Control and the Service Encounter. The Service Encounter: Managing Enployee/Customer Interaction in Service Business, Lexington, MA: D.C. Heath and Company, pp.67-82.
Bitner, M. J. (1990). Evaluating service encounters: the effects of physical surroundings and employee responses. Journal of Marketing, 54 (April), pp.69-82.
Chebat, J. C., Babin, B. and Kollias, P. (2002). What makes contact employees perform? Reactions to employee perceptions of managerial practices. The International Journal of Bank Marketing, 20(7), p325.
Diane, H. F. (2000). Quality customer service: it’s everyone’s job. Healthcare Executive, 15(3), p64.
Hartline, M. D. and Ferrell, O. C. (1996). The management of customer-contact service employees: an empirical investigation. Journal of Marketing, 60(4), p52.
Hax, A. and Nicolas S. M. (1984). Strategic Management: An Integrative perspective. Englewood Cliffs, NJ: Prentice-Hall, Inc.
McColl-Kennedy and Janet R. (2002). Service Marketing: A Managerial Approach. John Wiley & Sons Australia, Ltd.
Rust, R. T., Zathrik, A. J. and Keiningham, T. L. (1996). Service Marketing. Harper Collins College Publishers.
Shamir, B. (1980), Between service and servility: role conflict in subordinate service roles. Human Relations, 33, pp.741-756.
Tinkham, M. A. and Kleiner, B. H. (1993). New developments in service operations management. Work Study, 42(1), p.16.
Wilson, A., Zeithaml, V. A., Bitner, M. J. and Gremler, D. D. (2008). Service Marketing: Integrating Customer Focus Across the Firm. McGraw-Hill Education (UK) Limited.
Zeithaml, V. A., Berry, L. L. and Parasuraman, A. (1988). Communication and control processes in the delivery of service quality. Journal of Marketing, 52(2), p35.
Please join StudyMode to read the full document