1584:. Approach refers to the act of physically moving towards something while avoidance interferes with people's ability to interact. In a service environment, approach behaviours might be characterized by a desire to explore an unfamiliar environment, remain in the service environment, interact with the environment and with other persons in the environment and a willingness to perform tasks within that environment. Avoid behaviours are characterized by a desire to leave the establishment, ignore the service environment, and feelings disappointment with the service experience. Environments in which people feel they lack control are unattractive. Customers often understand the concept of approach intuitively when they comment that a particular place "looks inviting". The desired level of emotional arousal depends on the situation. For example, at a gym arousal might be more important than pleasure (No Pain; No gain). In a leisure setting, pleasure might be more important. If the environment pleases, then the customer will be induced to stay longer and explore all that the service has to offer. Too much arousal can be counter-productive. For instance, a romantic couple might feel out of place in a busy, noisy and cluttered restaurant. Obviously, some level of arousal is necessary as a motivation to buy. The longer a customer stays in an environment, the greater the opportunities to cross-sell a range of service offerings.
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tangibles, empathy and responsiveness, which are believed to represent the consumer's understanding of service quality. The questionnaire consists of matched pairs of items; 22 expectation items and 22 perceptions items, organized into the five dimensions which align with the consumer's mental map of service quality dimensions. Both the expectations component and the perceptions component of the questionnaire consist a total of 22 items, comprising 4 items to capture tangibles, 5 items to capture reliability, 4 items for responsiveness, 5 items for assurance and 5 items to capture empathy. The questionnaire, which is designed to be administered in a face-to-face interview and requires a moderate to large size sample for statistical reliability, is lengthy and can take more than one hour to administer to reach respondent. In practice, researchers customarily add extra items to the 44 SERVQUAL items to capture information about the respondent's demographic profile, prior experience with the brand or category and behavioural intentions (intention to revisit/ repurchase, loyalty intentions and propensity to give word-of-mouth referrals). Thus, the final questionnaire may have up to 60 items, which contributes to substantial time and cost in terms of administration, coding and data analysis.
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2452:: Some theorists point out that, thanks largely to the Internet, consumers have been actively engaging themselves in explicit dialogue with manufacturers and service providers. The challenge is for service firms to find innovative ways to achieve co-production and co-creation. Customer co-creation has become the foundation concept for social sharing web sites such as YouTube, Myspace and Twitter. Many companies have moved from testing products in the contrived and artificial conditions of a laboratory to product testing in customer environments. At Microsoft, for example, consumers acted as product researchers by testing Windows 2000 in their native environments. A different approach is to use embedded intelligence to provide enhanced personalized experiences.
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in an effort to serve more people, but such responses have the potential to introduce human error into service delivery. When capacity far exceeds supply, then capacity becomes idle. Spare capacity is unproductive and an inefficient use of resources. A short-term solution to spare capacity is to seek reductions in operating costs. For instance, management might ask staff to take leave, reduce number of check in counters open, limit number lifts operating and close off entire floors of a building to reduce operating costs during off peak periods as a means of achieving cost savings. In addition, routine maintenance tasks or planned refurbishment activities, which involve downtime, should be carried out during off peak periods to minimize disruption to patrons.
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for bottlenecks. Other signage provides customers with information about the Subway process e.g. select bread, select filling, select sauce, pay and exit. The arrangement of food behind the glass counter not only displays the choice of sandwich fillings, but supports the process since customers must select their preferences in a specific sequence, as they inch their way towards the cash register. In
Australia, the distinctive moves used by Subway customers as they shuffle along the race, selecting their sandwich breads and fillings has become affectionately known as the ‘Subway shuffle'. Every aspect of Subway's store design and layout reinforces the core objectives of customization, volume-operations (i.e. rapid turnover) and operational efficiency.
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people were employed in the service sector than in manufacturing industries. Other developed nations soon followed by shifting to a service based economy. Scholars soon began to recognise that services were important in their own right, rather than as some residual category left over after goods were taken into account. This recognition triggered a change in the way services were defined. By the mid twentieth century, scholars began defining services in terms of their own unique characteristics, rather than by comparison with products. The following set of definitions shows how scholars were grappling with the distinctive aspects of service products and developing new definitions of service.
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804:: are goods or services that are difficult or impossible to evaluate even after consumption has occurred. Evaluation difficulties may arise because the consumer lacks the requisite knowledge or technical expertise to make a realistic evaluation or, alternatively because the cost of information-acquisition is prohibitive or outweighs the value of the information available. Many professional services fall into this category (e.g. accountant, legal services, medical diagnosis/treatment, cosmetic surgery). These goods are called credence products because the consumer's quality evaluations depend entirely on the trust given to the product manufacturer or service provider.
2458:: SDL has forced the discipline to review its research priorities. Researchers and scholars are beginning to identify a range of subjects that require more detailed exploration. Some theorists have argued that marketing practitioners must find new ways of understanding customers' value creation and of developing marketing strategies with an aim to engage suppliers with their customers' consumption processes in order to enhance customer satisfaction. Other research priorities include: the personalized customer experience, resource integration, improved use of IT to map processes and activities in order to increase productivity and standardize service.
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in a vehicular accident than an aircraft disaster. While the likelihood of personal harm arising from air travel is indeed very low, the consequences of an airline disaster however are very serious indeed (high consequence). Whereas, car travelers who have been involved in a traffic accident often walk away with minor injuries, the same cannot be said for airline travelers. It is the severity of the consequence rather than the uncertainty that plays into airline passengers' fears. Consumers are constantly weighing up uncertainty and consequences to reach subjective evaluations of the overall risk attached to various purchase decisions.
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examine 'unfinished goods' – that is faulty and defective goods, glitches in the production system are in full view, with obvious implications for customer enjoyment and satisfaction. In addition, customers interactions with both employees and other customers becomes part of the total service experience with obvious implications for service quality and productivity. Both customers and staff must be educated to effectively use the process. Controlling the service delivery process is more than a simple management issue. The customer's presence in the system means that the service process must be treated as a marketing issue.
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nature of the contact – whether with physical evidence, personnel or procedures. It can be seen as a two dimensional map in which the horizontal axis represents time and the vertical axis represents the basic steps in the process. A line of visibility is included to separate actions visible to the customer from actions out of sight. Employee latitude, which refers to the amount of discretion given to employees to vary the service process, is shown on the map a call-out sign attached to the step a shown in the figure. Process complexity is shown simply by the number of steps in the process.
1833:– environments that comprise multiple spaces, are rich in physical elements and symbolism, involve high contact services with many interactions between customers and employees. Examples include international hotels and ocean liners with guest accommodation, concierge, bars, restaurants, swimming pools, gymnasiums and other supplementary services where guests interact with multiple personnel during their stay which might extend over multiple days. Designing elaborate environments requires skilled design teams who are fully apprised of the desired behavioural outcomes and the corporate vision.
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1136:: Parallel lines are useful when there is more than one service station. However a major drawback is lines often move at different speeds. When patrons perceive that their line is moving more slowly, it can give rise to a sense of inequity. A variation of this type of queue is to devote some stations to different classes of customer. This variation is used in supermarkets where an express lane can be set up for customers with a small basket of items. It is also used at airport check-in counters where different lines form for economy class passengers and business class passengers.
2446:: To date, marketing research and practice have failed to integrate the traditional goods/services dichotomy. Some efforts have been made to get product accepted as a joint term for goods and services and to use offering, package or solution as all inclusive, concepts for what consumers the buys, but this has not been successful. Service-dominant logic, however, promises a truly unified framework. For many academics, this is the most exciting implication. It is highly likely that the 4 Ps, as the central marketing framework, is about to come to a close.
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and physiological responses). The consumer's response to an environment depends, at least in part, on situational factors such as the purpose or reason for being in the environment. For example, a waiter in a restaurant is likely to be pleased to see a crowded dining room because more customers means more tips. Customers, on the other hand, might be less pleased with a crowded space because the noise and queues have the potential to diminish the service experience.
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consider one source of quality related problems which occurs when customers have unrealistically high expectations. SERVQUAL has no problem detecting such problems, however, SERVPERF can never detect this problem because it does not capture expectations. When choosing an appropriate instrument for investigations into service quality, service marketers must weigh up the expediency of SERVPERF against the diagnostic power of SERVQUAL.
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stay longer since longer stays result in more opportunities to sell services. At other times, the ambient conditions can be manipulated to encourage avoidance behaviour. For example, at the end of a busy night of trading, a bar manager might turn the air conditioning up, turn up the lights, turn off the background music and start stacking chairs on top of tables. These actions send a signal to patrons that it is closing time.
1236:, as being more applicable for services marketing. Since then there have been a number of different proposals for a service marketing mix (with various numbers of Ps – 6 Ps, 7 Ps, 8 Ps, 9 Ps and occasionally more). The model of 7 Ps has gained widespread acceptance, to the extent that some theorists have argued for the 7 Ps framework proposed by Booms and Bitner to be applied to products as a replacement for the four Ps.
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590:(1776), distinguished between the outputs of what he termed "productive" and "unproductive" labor. The former, he stated, produced goods that could be stored after production and subsequently exchanged for money or other items of value. But unproductive labor, however "honourable, ...useful, or... necessary" created services that perished at the time of production and therefore didn't contribute to wealth.
2183:, Zeithaml and Berry, in the mid to late 1980s. and has become the dominant approach for identifying service quality problems and diagnosing their probable causes. This approach conceptualizes service quality as a gap between consumer's expectations of a forthcoming service encounter and their actual perceptions of that encounter. Accordingly, service quality can be represented by the equation:
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theory that offers solutions to everyday marketing problems and issues. Instead, it offers a framework for thinking about goods and services. Their work did not put forward hypotheses that could be tested empirically, Instead they offer "foundational propositions". The original article offered eight such propositions and subsequently added two more propositions to arrive at a total of ten:
1100:- management may attempt to shape demand patterns through customer education programs or lobbying e.g. encourage engaged couples to hold wedding ceremonies on days other than Saturday spread demand more evenly across the days of the week, lobby different state authorities to stagger scheduled school holiday periods in order to spread demand for holiday services more evenly across the year.
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at that conference indicate that service marketers were thinking about a revision to the general marketing mix based on an understanding that services were fundamentally different to products, and therefore required different tools and strategies. At the
Services Marketing Conference in 1981, Booms and Bitner proposed a model of seven Ps, comprising the original four Ps plus
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goods were objects of value over which ownership rights could be established and exchanged. Ownership implied possession of a tangible object that had been acquired through purchase, barter or gift from the producer or previous owner and was legally identifiable as the property of the current owner. In contrast, when services were purchased, no title to goods changed hands.
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provide seating, but the construction materials, such as fabric, tapestry and velvet may serve a symbolic role. Plush fabrics and generous drapery may suggest an elegant, up-market venue, while plastic chairs may signify an inexpensive, family-friendly venue. When evaluating the servicescape, the combined effect of all the elements must also be taken into consideration.
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788:: are those which possess attributes that can evaluated prior to purchase or consumption. Consumers rely on prior experience, direct product inspection and other information search activities to locate information that assists in the evaluation process. Most products fall into the search goods category (e.g. clothing, office stationery, home furnishings).
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individual customers are moving towards customization. On the other hand, reducing divergence, by standardizing each step, often adds to complexity, but can result in a production-line approach to service process design. By manipulating complexity and divergence, it is possible to envisage four different positioning strategies:
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customer experience. In its simplest form, the service blueprint is an applied process chart which shows the service delivery process from the customer's perspective. The original service blueprint is a highly visual, graphical map that delineates the key contact points in the service process and the
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Activities or tasks that are low load require a more stimulating environment for optimum performance. If the task to be performed in relatively simple, routine or boring then users benefit from a slightly more stimulating environment. On the other hand, tasks that are complex or difficult may benefit
1128:: Single line queues are among the most common. Examples can be found in cafes and sandwich bars around town. At Disneyland, for example, single line queues are employed despite the large numbers of visitors. However, Disney provides roving entertainers to visit waiting lines as a form of distraction.
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Most industries exhibit underlying trends in demand over longer time frames. A trend is the long term direction in a time-series. Are sales growing, declining or stable? Often the trend in sales is related to the stage of the product life cycle. For example, industries in growth stages exhibit rapid
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For example, consider the case of a prospective air traveler. Most of us know that the probability of being involved in an airline disaster is low (low uncertainty). It is conventional wisdom that travelers are safer in the air than on the roads. Statistically, you are much more likely to be involved
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A recently proposed alternative view is that services involve a form of rental through which customers can obtain benefits. Customers are willing to pay for aspirational experiences and solutions that add value to their lifestyle. The term, rent, can be used as a general term to describe payment made
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to corral customers and move them in a one-way direction. Prominently displayed 'In' and 'Out' signage reinforces the direction of the desired traffic flow. Customers can peruse an overhead backlit menu while they are waiting in line which speeds up the order-taking process and reduces opportunities
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According to the model's developer, the servicescape acts like a "product's package" – by communicating a total image to customers and providing information about how to use the service. It can also serve as a point of difference by signalling which segments of the market are served, positioning the
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refer to customer-employee interactions as well as customer-customer interactions. In some services, such as clubs, bars and tours, the act of meeting other people and interacting with other customers forms an integral part of the service experience. Managers need to think about design features that
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Customers and employees represent the two groups that regularly inhabit the servicescape. Their perceptions of the environment are likely to differ, because each comes to the space with different purposes and motivations. For example, a waiter in a restaurant is likely to be pleased to see a crowded
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The distinction between supplementary and facilitating services varies, depending on the nature of the service. For instance, the provision of coffee and tea would be considered a supporting service in a bank, but would be a facilitating service in a bed and breakfast facility. Whether an element is
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of the company and represent the company's values to customers. Customers are important because they are the reason for being in business and are the source of revenue. Service firms must manage interactions between customers and interactions between employees and customers. Scholars have developed
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In the servicescape model, a moderator is anything that changes the standard stimulus-response emotional states of pleasure-displeasure, arousal-non-arousal or dominance-submissiveness while the mediator explains the response behaviour, typically in terms of internal responses (cognitive, emotional
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The SOR model (stimulus→organism→response model) describes the way that organisms, which includes both customers and employees, respond to environmental stimuli. In a service setting the environmental stimuli might include lighting, ambient temperature, background music, layout and interior-design.
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The prospect of expanding and modifying the marketing mix for services first took hold at the inaugural AMA Conference dedicated to
Services Marketing in 1981, and built on earlier theoretical works pointing to many important limitations of the 4 Ps concept. Taken collectively, the papers presented
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When demand exceeds capacity, then reductions in service quality are a probable outcome. Over-crowding and lengthy waiting lines potentially erode the customer experience and place stresses on employees and the service system. Employees may compensate by minimizing the time spent with each customer
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with implications for consumer evaluation processes. Given that perceived risk drives the search for information in the pre-purchase stages of the consumer's decision process, consumers of services are more likely to engage in information acquisition activities as a means of ameliorating that risk.
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The model which provides the overall conceptual framework helps analysts to identify the service quality gap (Gap 5 in the model) and to understand the probable causes of service quality related problems (Gaps 1-4 in the model). The diagnostic value of the model accounts at least, in part, for the
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Some evidence suggests that employees who are able to fully immerse themselves in the role and engage in deep acting are more resilient to role-related stress. In addition, deep acting is often seen as more authentic, while surface acting can be seen as contrived and inauthentic. Service work, by
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Through careful design of the physical environment and ambient conditions, managers are able to communicate the service firm's values and positioning. Ideally, the physical environment will be designed to achieve desired behavioural outcomes. Clever use of space can be used to encourage patrons to
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Given the intangible nature of services, consumers often rely on the physical evidence to evaluate service quality. Therefore, service marketers must manage the physical evidence – which includes any element of the service environment which impacts on one or more of the customers five senses – the
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and has defined the so-called managerial approach since the 1960s. The marketing mix or marketing program is understood to refer to the "set of marketing tools that the firm uses to pursue its marketing objectives in the target market". The traditional marketing mix refers to four broad levels of
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Seasonal components are systematic, calendar-related movements in sales. Seasonal factors are recurring and relatively easy to predict. Seasonal factors might include peak and off peak seasons for a tourist resort. For a restaurant, however, peak seasons might coincide with main meal periods on a
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This is sometimes known as the McDonald's approach. Since variations in quality contribute to higher levels of perceived risk, one technique is to minimize variations by using production line techniques to control standards. This approach may be limited because many customers expect high levels of
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Scholars have long debated the nature of services. Some of the earliest attempts to define services focused on what makes them different from goods. Late-eighteenth and early-nineteenth century definitions highlighted the nature of ownership and wealth creation. Classical economists contended that
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can be defined as the duration in which a customer interacts with a service. The customer's interactions with a service provider typically involve face-to-face contact with service personnel, in addition to interactions with the physical elements of the service environment including the facilities
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The model's developers also devised a research instrument, called SERVQUAL, to measure the size and direction of service quality problems (i.e. gap 5). The questionnaire is multi-dimensional instrument, designed to having capture five dimensions of service quality; namely reliability, assurance,
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because they link the organization with its external environment by interacting with customers and feed information back to the organization As boundary spanners, front line staff are likely to encounter the various stresses associated with that role. Studies have shown that emotional labour can
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When customers enter a service firm they participate in a process. During that process, customers become quasi-employees; that is they are partial producers and they have the opportunity to see the organization from the employee's perspective. To use a manufacturing analogy, customers are able to
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Each element in the physical environment serves specific roles -and some may perform multiple roles. Signage may provide information, but may also serve to assist customers navigate their way through a complex service environment. For instance, furnishings may serve a functional role in that they
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Given that customers are part of the service process and that some customers remain in the process for days, months or even years (e.g. guest house, hotel stay, university tuition), decisions must be made about whether to request payment at time when the service encounter is initiated, during the
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While some services cannot be fully trialled, marketers should think about limited scale trial or a virtual trial. e.g. use computer-aided design to visualize hairstyles, plastic surgery, Many virtual brand sites found online have successfully built of the notion of limited trial. Other examples
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While some services may possess a number of search attributes (tangible dimensions), most services are high in experience or credence properties. Empirical studies have shown that consumers' perceived risk increases along the search-experience-credence continuum. The implication is that services
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life-coaching), possession processing (e.g. pet care, appliance repair, piano tuning) and information processing (e.g. financial services, data warehousing services). Another method used to classify services uses the degree of customer interaction in the service process and classifies services as
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When services marketing emerged as a separate sub-branch within the marketing discipline in the early 1980s, it was largely a protest against the dominance of prevailing product-centric view. In 1960, the US economy changed forever. In that year, for the first time in a major trading nation, more
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Service-dominant logic (SDL) is a new way of thinking about marketing, especially the goods versus services division and especially a fresh way of thinking about customer value and the value-creation process. Vargo and Lusch did not intend for service-dominant logic to be published as a workable
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Manipulations of the blueprint diagram might include increasing complexity, by adding more steps, or increasing divergence by allowing employees greater latitude in varying each step. In general, service processes that include high levels of employee discretion to vary steps to meet the needs of
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Irregular fluctuations are unsystematic, short term fluctuations. Irregular effects are highly unpredictable. e.g. inclement weather closes an airport, forcing local hotels to accommodate thousands of guests with minimal advance warning; an unexpected thunder storm leads to a surge in demand for
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Although SERVPERF has a number of advantages in terms of administration, it has attracted criticism. The performance only instrument lacks the diagnostic value of the SERVQUAL since it includes only one variable (P) compared to SERVQUAL's richer data with two variables (P and E). To illustrate,
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Environmental psychologists investigate the impact of spatial environments on behaviour. Emotional responses to environmental stimuli fall into three dimensions; pleasure, arousal and dominance. The individual's emotional state is thought to mediate the behavioural response, namely approach or
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There is widespread consensus amongst researchers and practitioners that service quality is an elusive and abstract concept that is difficult to define and measure. It is believed to be a multi-dimensional construct, but there is little consensus as to what constitutes the specific dimensions.
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Risk perception drives the information search process. Heightened risk perception may become a barrier to the natural progression of the purchase decision process and prevent customers from making a final brand choice. Consumers who are risk-averse tend to spend more time and effort engaged in
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in a way that benefit the organization and stake-holders. Services are (usually) intangible economic activities offered by one party to another. Often time-based, services performed bring about desired results to recipients, objects, or other assets for which purchasers have responsibility. In
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Cronin and Taylor developed a scale based on perceived performance only (i.e. excluded expectations) as a simpler alternative to SERVQUAL. The scale is known as SERVPERF and is considerably shorter than SERVQUAL, and therefore easier and cheaper to administer. Results from the use of SERVPERF
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When demand is low, capacity may be under-utilized while excess demand places enormous pressures on the service system. Service managers need to develop strategies for managing demand and supply under different conditions. Strategies for managing capacity involve careful consideration of both
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The unique characteristics of services give rise to problems and challenges that are rarely paralleled in product marketing. Services are complex, multi-dimensional and multi-layered. Not only are there multiple benefits, but there are also a multiplicity of interactions between customers and
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may be more important for service marketers. A social price refers to "non financial aspects of price". Fine identifies four types of social price: Time, Effort, Lifestyle and Psyche. In effect, this means that consumers may be more acutely aware of the opportunity costs associated with the
1008:– hire additional staff (e.g. casuals or temporary staff for peak periods); add to space (e.g. extra floor space in retail, hospitality or increased fleet size in transport services) Increasing capacity may require service re-design and presents a longer term solution to capacity problems.
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There are many ways to classify services. One classification considers who or what is being processed and identifies four classes of services: people processing (e.g. beauty services, child care, medical services); mental stimulus processing (e.g. education services, counselling services,
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The argument that services require different marketing strategies is based on the insight that services are fundamentally different to goods and that services marketing requires different models to understand the marketing of services to customers. The "marketing mix" (also known as the
1069:– price incentives, such as time-based differential pricing (peak and off peak); market-based differential pricing (e.g. economy and business class); price-volume discounts, use pricing to encourage pre-booking which facilitates superior forecasting e.g. Car hire company, Uber, uses
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Defined space and place rentals: These services obtain use of a defined portion of a larger space in a building, vehicle or other area which can be an end in its own right (e.g. storage container in a warehouse) or simply a means to an end (e.g. table in a restaurant, seat in an
1825:– environments that comprise relatively few spaces, contain few elements and involve few interactions between customers and employees. e.g. kiosks, vending machines, self-service retail outlets, fast food outlets. Designing lean environments is relatively straight-forward
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Both economists and marketers make extensive use of the Search → Experience → Credence (SEC) classification of goods and services. The classification scheme is based on the ease or difficulty of consumer evaluation activities and identifies three broad classes of goods.
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Managing the behaviour of customers and employees in the service encounter is difficult. Consistent behaviour cannot be prescribed. It can, however, be nurtured in subtle and indirect ways. Recruitment and training can help to ensure that the service firm employs the
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dimension refers to the human actors who are participants in the service encounter, namely employees and customers. For many service marketers, the human interaction constitutes the heart of the service experience. Service personnel are important because they are the
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It was originally intended to be used as a tool to assist with service design and structural positioning. However, since its inception it has been used extensively as a diagnostic tool, used to detect operational inefficiencies and potential trouble spots including
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Some evidence suggests that risk-averse consumers often use high price as a guide to quality. Low prices may therefore be counter-productive since they suggest lower quality. Prestige pricing or premium pricing strategies are more likely to be indicated in service
1765:– exhibiting a willingness to remain within the physical environment; longer stays present more opportunities for cross-selling, up-selling or impulse buying. Some studies have shown a correlation between length of stay and the size of average patron expenditure
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The seminar room at
Singapore University clearly signals an institutional application. Functional seating, ceiling mounted projectors, whiteboard, fluorescent lighting and schoolroom layout combine to suggest that the space is part of a practical educational
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The servicescapes model was developed by Mary Jo Bitner and published in 1992. It is an applied model, specifically developed to inform the analysis of service environments, and was influenced by both stimulus-response theory and environmental psychology.
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represents the cumulative effect of multiple stimuli, most of which are processed within a split second. These types of global judgments represent the summation of processing multiple stimuli to form a single, overall impression in the consumer's mind.
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might include such things as a reliance on personal sources of recommendation including word-of-mouth referrals; reliance on known and trusted brands, reading manufacturers' specifications, limited scale trial, reliance on warranties or guarantees etc.
1063:– e.g. an airline could develop mystery flights, fly over Antarctica specials, singles flights, blues or jazz flights, gourmet flights, fight sensitivity training flights for nervous travelers, Winter wonderland specials, etc. (a medium term strategy).
1038:– it may be possible to share capacity with other businesses e.g. airlines build strategic alliances with other operators so that excess demand can be booked or referred to a known ally (and does not involve passengers losing frequent flyer points).
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which uses a combination of segment-by-segment demand forecasting alongside subtle price adjustments (requires sophisticated software programs to analyze demand) e.g. hotels and airlines utilize yield management to set prices based on demand
522:, argues that the demarcation between products and services that persisted throughout the 20th century was artificial and has obscured the fact that everyone sells service. The S-D logic approach is changing the way that marketers understand
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provides service workers with a mechanism for understanding and coping with role-related stressors (by understanding that they are 'in character' they are less likely to be personally affected by exchanges with difficult customers and the
796:: are goods or services that can be accurately evaluated only after the product has been purchased and experiences. Many personal services fall into this category (e.g. restaurant, hairdresser, beauty salon, theme park, travel, holiday).
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exchange for money, time, and effort, service customers expect value from access to goods, labor, professional skills, facilities , networks, and systems; but they do not normally take ownership of any of the physical elements involved.
923:: Consumers of services may be more predisposed to use a known, reputable brand as an indicator of quality merchandise. For this reason, service providers are presented with greater opportunities to engage in relationship marketing
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Implications of inseparability: Services are typically high contact systems and are labour-intensive; fewer opportunities to transact business at arm's length, fewer opportunities to substitute capital for labour; subject to human
725:(also known as heterogeneity) – services involve processes delivered by service personnel and subject to human variation, customers often seek highly customized solutions, services are inherently variable in quality and substance.
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As the diagram of the servicescapes model illustrates, the service environment consists of physical environment dimensions which act as stimuli. Environmental simulis are normally considered as three broad categories including:
1144:: The snake queue employs a physical race to guide customers through to the service station. Its main advantage is that all customers will be served on a first-in, first served basis, which for many people is the fairest system.
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The factors contributing to uneven demand are more complex and difficult to predict. The components of demand may be seen as comprising long term demand patterns (trends), short term seasonal fluctuations and irregular effects.
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Labor and expertise rental: People are hired to perform work that customers either choose not to do for themselves (e.g. cleaning the house) or are unable to do due to the lack of expertise, tools and skills (e.g. car repairs,
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Based on
Parasuraman, A, Ziethaml, V. and Berry, L.L., "SERVQUAL: A Multiple- Item Scale for Measuring Consumer Perceptions of Service Quality' Journal of Retailing, Vol. 62, no. 1, 1988, [Appendix: SERVQUAL questionnaire, pp
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Given that customers enter into long term relationships with service providers, it is possible that some patrons will expect to be able to pay on account. Payment options include: EFTPOS, direct transfer, cash/ credit cheque,
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can be used to facilitate interactions between patrons. For instance, some cafeterias and casual dining establishments install communal dining tables for the express purpose of encouraging customers to mix and socialize.
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The seminar room at the Savoy Hotel clearly signals an up-market positioning. Spacious room, high backed covered chairs, timber surfaces and a complementary bar combine to communicate that this in intended for corporate
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Many service firms operate in industries where price is restricted by professional codes of conduct or by government influences which may have implications for pricing. It is possible to identify three broad scenarios:
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Subway sandwich bars provide an excellent example of how a business can integrate both process design and the servicescape into the customer's in-store experience. Like many fast food restaurants, Subway utilizes a
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Miller, R.E., Hardgrave, B.C. and Jones, R.W., "SERVQUAL Dimensionality: An investigation of presentation order effect", International
Journal of Services and Standards, Vol. 7, no. 1 DOI: 10.1504/IJSS.2011.040639
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The extended marketing mix for services is more than the simple addition of three extra Ps. Rather it also modifies the traditional mix of product, price, place and promotion for superior application to services.
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Three emotional responses are suggested in the model. These responses should be understood as a continuum, rather than a discrete emotion, and customers can be visualized as falling anywhere along the continuum.
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Access to and usage of systems and networks: Customers rent the right to participate in a specified network such as telecommunications, utilities, banking or insurance, with different fees for varying levels of
1715:
dining room because more customers means more tips. Customers, on the other hand, might be less pleased with a crowded space because the noise and queues have the potential to diminish the service experience.
1152:: In the take a number system customers do not need to form orderly queues once they have been assigned a number. Instead, customers can relax, enjoy the service firm's facilities until their number is called.
627:"The heart of the service product is the experience of the consumer which takes place in real time... it is the interactive process itself that creates the benefits desired by the consumer." (Bateson, 1992)
2123:
Within the services marketing literature, there are several different theoretical traditions that inform the understanding of service quality including the Nordic school, the Gaps model (also known as the
664:
Access to shared physical environments: These environments can be indoors or outdoors where customers rent the right to share the use of the environment (e.g. museums, theme parks, gyms, golf courses).
997:
Using customers' labour to clean tables and dispose of rubbish, as in this McDonald's restaurant, reduces pressures on the operating system by freeing up employees to focus on core service activities.
2136:
The Nordic school was one of the earliest attempts to define and measure service quality. In this school of thought, service quality is conceptualized as consisting of two broad dimensions, namely:
1980:
lead to undesirable consequences for employees including job-related stress, burnout, job dissatisfaction and withdrawal. If left untreated, these types of stressors can be very damaging to morale.
831:
Perceived risk is associated with all purchasing decisions, both products and services alike. In terms of risk perception, marketers and economists argue that perceived purchase risk is higher for
646:
for use of something or access to skills and expertise, facilities or networks (usually for a defined period of time), instead of buying it outright (which is not even possible in many instances).
1541:
avoidance behaviour towards the environment. Architects and designers can use insights from environmental psychology to design environments that promote desired emotional or behavioural outcomes.
954:: Service environments have fixed space. A restaurant has a given number of tables, a hotel has a limited number of rooms, buses and trains are licensed to carry a specified number of passengers.
636:"The term 'service'... is synonymous with value. A supplier has a value proposition, but value actualization takes place during the customer's usage and consumption process." (Gummesson, 2008)
1410:
In making place decisions, there are several related questions which must be asked. What is the purpose of the distribution program? Who are the customers? Who should the intermediaries be?
1486:
is actually possessed as part of the purchase of a service but has no independent value unless backed by the service. e.g. a cheque book, credit card, admission ticket, hotel stationery.
624:"A service is an activity or a series of activities which take place in interactions with a contact person or a physical machine and which provides consumer satisfaction." (Lehtinen, 1983
1972:
the concept of service-profit-chain to understand how customers and firms interact with each other in service settings. Strategically, service personnel are a source of differentiation.
1753:– exhibiting a desire to explore the total service offering, a willingness to do more things, keen to learn about all the company's products and services; showing an interest in
690:
Implications of intangibility: Ownership cannot be transferred, value derives from consumption or experience, quality is difficult to evaluate prior to consumption or purchase.
2153:
The technical dimension can usually be measured – but the functional dimension is difficult to measure due to subjective interpretations which vary from customer to customer.
544:
defines service marketing as an organizational function and a set of processes for identifying or creating, communicating, and delivering value to customers and for managing
1746:
has a special meaning. It refers to how customers utilize the space, during and after the service encounter. Approach behaviours demonstrated during the encounter include:
713:
Implications of perishability: Demand is subject to wide fluctuations, no inventory to serve as a buffer between supply and demand; unused capacity cannot be reserved; high
2120:
Indeed, some researchers argue that the dimensions of service quality may vary from industry to industry and that no universal set of dimensions exists for all contexts.
1014:– with careful reconfiguration of interiors, it may be possible to accommodate a larger number of customers e.g. airline s to add to number of seats by reducing leg room.
4067:
Carrillat, F.A., Jaramillo, F. and Mulki, J.P., "The
Validity of the SERVQUAL and SERVPERF Scales: A Meta‐analytic View of 17 years of Research across Five Continents",
3044:
Lovelock, C. H. Patterson, P. G. and Walker, R.H. (2007), Services
Marketing: An Asia-Pacific Perspective, Pearson Education Australia, French's Forest, NSW, pp 288-289
2899:
Mitra,K., Reiss, M.C. and
Capella, L.M., "An Examination of Perceived risk, Information Search and Behavioral Intentions in Search, Experience and Credence Services",
4041:
Cronin J.J., Steven, J. and Taylor, A., "SERVPERF versus SERVQUAL: Reconciling performance based and perceptions-minus-expectations measurement of service quality",
827:
Consumers are often nervous about air travel. Although the risk of a negative outcome is low, the severity of consequences is high in the event of a service failure.
915:
flexibility and customization as part of the process. Standardization needs to be fully communicated to customers – existing and potential – to be fully effective.
456:
Services include a wide range of commercial and not-for-profit transactions including personal services, professional services, entertainment and leisure services.
1886:. In the event that any deficiencies are identified by the blueprinting process, management can develop operational standards for critical steps in the process.
1607:
from a low load environment. In a service environment, a high load environment encourages patrons to enter and explore the various service offerings and spaces.
967:
increases in sales while industries in maturity may find that sales figures reach a plateau. Long-term demand patterns are stable and relatively easy to predict.
1492:
unlike peripheral evidence cannot be possessed by the client. It contributes to ambience or image e.g. building and furnishings, layout, equipment, people, etc.
936:. This refers to the finite carrying capacity for most service operators and the lack of inventory which serves as a buffer against unexpected or peak demand.
3005:
1283:): Facilitate the delivery and consumption of the core service (are essential to delivery) (e.g. information provision, order-taking, billing, payment methods)
1271:
supplements or adds value to the core product and helps differentiate the service from competitors (e.g. consultation, safe-keeping, hospitality, exceptions)
608:
wrote that services are "utilities not fixed or embodied in any object, but consisting of a mere service rendered ...without leaving a permanent acquisition."
3694:
Loveman, Gary W. "Employee satisfaction, customer loyalty, and financial performance an empirical examination of the service profit chain in retail banking",
3549:
Lovelock, C. H., "Managing
Interactions Between Operations and Marketing and their Impact on Customers", in Bowen, D.E. Chase, R.B. and Cummings, T.G. (eds),
1568:
refers to the emotional state that reflects the degree to which consumers and employees feel in control and able to act freely within the service environment.
653:
Rented goods services: These services enable customers to obtain the temporary right to use a physical good that they prefer not to own (e.g. boats, costumes)
1908:
Customers doing the 'Subway shuffle' as they move along the race selecting their fillings. Subway has designed the store to facilitate a streamlined process.
1802:– the formation of intention to become brand advocate, to provide referrals, write favourable online reviews or give positive word-of-mouth recommendations.
1113:
When demand exceeds capacity, customers may have to wait for services. Lovelock identifies a range of different types of waiting lines or queuing systems:
3733:
Bowen, D. E. and Schneider, B., "Boundary Spanning Role Employees and the Service Encounter", in Czepiel, J.A., Surprenant, C.F. and Solomon, M.A. (eds),
3053:
Anderson, Eugene W., Claes Fornell, and Roland T. Rust, "Customer Satisfaction, Productivity, and Profitability: Differences Between Goods and Services",
847:
Risk perception has been defined as "a perception or feeling "based on consumer's judgments of the likelihood of negative outcomes (uncertainty) and the
3659:
Hoffman, D., Bateson, J.E.G., Elliot, G. and Birch, S., Services Marketing: Concepts, Strategies and Cases (Asia-Pacific ed.), Cengage, 2010, pp 226-274
1662:: Directional signage, personal artefacts (e.g. souvenirs, mementos), corporate livery and logos, style of décor (including colour schemes), symbols etc
1496:
A number of different theoretical traditions can be used to inform the study of service environments including stimulus-organism-response (SOR) models;
633:"Services are processes (economic activities) that provide time, place, form, problem-solving or experiential value to the recipient." (Lovelock, 2007)
3120:
Booms, B. and Bitner, M. J. "Marketing Strategies and Organizational Structures for Service Firms" in James H. Donnelly and William R. George (eds),
1057:– e.g. a ski resort could develop fishing and sight-seeing packages for bushwalkers and anglers to build demand during traditional off peak seasons.
885:
Standardisation, sometimes called the McDonald's approach, helps to reduce perceived risk because consumers can rely on a known product and quality.
873:
information acquisition in the pre-purchase stage and look for specific types of information that will alleviate their perceptions of risk. Typical
1773:– exhibiting a willingness to act on information provided, fully immerse themselves in the experience and a determination to achieve personal goals
1897:
refers to the degree of latitude, freedom, judgment, discretion, variability or situational adaptation permitted within any step of the process.
2394:
correlate well with SERVQUAL. This approach utilises a different conceptualisation of service quality, which can be represented by the equation:
1684:
When consumers enter a servicescape, they scan the ambient conditions, layout, furnishings and artefacts and aggregate them to derive an overall
1519:
In essence, the model proposes that people's responses exhibit both emotional and behavioural responses to stimuli in the external environment.
3979:
Nyeck, S., Morales, M., Ladhari, R., & Pons, F., "10 Years of Service Quality Measurement: Reviewing the use of the SERVQUAL Instrument",
1032:– Where possible, have customers use agents or brokers to minimize the number of individual contacts and reduce pressure on the service system.
809:
tend to be high involvement decisions – where the consumer invests more heavily in information search activities during the purchase decision.
3918:
Ladhari, R., "A Review of Twenty Years of SERVQUAL Research", International Journal of Quality and Service Sciences, Vol. 1 no. 2, pp 172–198
2092:: the service worker appraises the service environment and regulate their inner feelings, by actually changing their emotions from the outset
597:
argued that production and consumption were inseparable in services, coining the term "immaterial products" to describe them. In the 1920s,
2482:
1904:
932:
Service operations are often characterized by far more uncertainty with respect to the flow of demand. Service firms are often said to be
2068:
differentiates services from manufactured goods – provides a framework and vocabulary for describing and evaluating service performances
3905:
Parasuraman, A, Ziethaml, V. and Berry, L.L., "SERVQUAL: A Multiple- Item Scale for Measuring Consumer Perceptions of Service Quality'
3340:
Ridgway, Dawson and Bloch (1990) "Pleasure and Arousal in the Marketplace: Interpersonal differences in approach-avoidance responses",
698:– production and consumption cannot be separated (compared with goods where production and consumption are entirely discrete processes)
1166:
in which patients are assessed by a triage nurse who ranks the severity of their condition and assigns them to a doctor based on need.
3844:
Liu, X, Xinmei, L. and Zizhen, G., "Emotional Labor Strategies And Service Performance: The Mediating Role Of Employee Creativity",
2710:
Lehtinen, U., "On Defining Service", Proceedings of the X111th Annual Conference of the European Marketing Academy, Bruekelen, 1983
2517:
3133:
Rafiq,M. and Ahmed,P.K. "Using the 7Ps as a Generic Marketing mix: An Exploratory Survey of UK and European Marketing Academics",
2105:
its very nature, is stressful for employees. Managers need to develop techniques to assist employees manage role related stress.
687:– services lack physical form; they do not interact with any of our senses in a conventional way, they cannot be touched or held.
1552:
refers to the emotional state reflecting the degree to which consumers and employees are satisfied with the service experience.
2078:
focuses managerial attention on recruitment and training – recruiting people with requisite skills and training them as actors
3802:
Halliday, D.V., Davies, B.J., Ward, P. and Lim, M., "A dramaturgical analysis of the service encounter in higher education",
1696:
467:
which emerged as a separate field of study in the early 1980s, following the recognition that the unique characteristics of
3940:
Zeithaml, V.A., Berry, L.L. and Parasuraman, A., "Communication and Control Processes in the Delivery of Service Quality",
1817:
Department stores offer an elaborate servicescape with multiple levels and spaces, rich in physical elements and symbolism.
1794:
Different types of approach behaviours demonstrated at the conclusion of the encounter or after the encounter may include:
946:: In medium and high contact systems, capacity is constrained by the number of contact staff available to provide service.
4209:
1587:
Mehrabian and Russell identified two types of environment based on the degree of information processing and stimulation:
1322:
encounter or on termination of an encounter. Deposits, installments and exit fees are all options that can be considered.
1160:: Of course, other types of system can be found in service environments. Hospital emergency department, for example, use
728:
Implications of variability: Service quality is difficult to manage; fewer opportunities to standardize service delivery.
439:
2890:, Volume 4, Paula M. Tidwell and Thomas E. Muller (eds), Provo, UT, Association for Consumer Research,(2001), pp 167-174
780:
Search goods possess qualities that can be evaluated prior to consumption through direct inspection of the merchandise.
2071:
legitimizes service work as a skilled performance – recognizes that service work is an artistic and creative endeavour
4184:
2220:
1572:
1560:
refers to the emotional state that reflects the degree to which consumers and employees feel excited and stimulated.
1478:
Credit cards have no independent value unless backed by the service. Credit cards are a type of peripheral evidence.
2774:
Lovelock, C. and Gummesson, E., "Whither Services Marketing?: In Search of a New Paradigm and Fresh Perspectives",
1348:
In situations where the service is subject to some type of public regulation, government departments may establish
677:
Throughout the 1980s and 1990s, the so-called unique characteristics of services dominated much of the literature.
3780:, Vol. 19, John F. Sherry, Jr. and Brian Sternthal (eds), Provo, UT, Association for Consumer Research, pp 455-461
3272:
Booms, Bernard H.; Bitner, Mary Jo (1981). "Marketing Strategies and Organization Structures for Service Firms".
1360:
consumption of a service. In practice, this may mean that consumers of services experience a heightened sense of
541:
3022:, 3rd ed., Butterworth-Heinemann, 2006; especially see Chapter 8 "Demand & Capacity Management" pp 157-176
4145:
Lusch, R.F., Vargo, S.L. and O'Brien, M., "Competing through Service: Insights from Service-dominant Logic",
2671:
Furrer, O. and Sollberger, P., "The Dynamics and Evolution of the Service Marketing Literature: 1993–2003",
2554:
Furnham, A.and Milner, R., "The Impact of Mood on Customer Behavior: Staff Mood and Environmental Factors",
2081:
forces managers to think about the craft of stage management – scripting, staging, scenes, costumes and roles
4054:
Elliott, K. M., "SERVPERF versus SERVQUAL: A Marketing Management Dilemma when Assessing Service Quality",
3953:
Asubonteng, P., McCleary, K.J. and Swan, J.E., "SERVQUAL Revisited: A Critical Review of Service Quality",
3746:
Harris, P. J., "We the People: The Importance of Employees in the Process of Building Customer Experience",
3379:
Katz, K.L. and Rossiter, J., "Store Atmosphere: An Environmental Psychology Approach", in Bateson, J.E.G.,
3094:
Grönroos, Christian. "From Marketing Mix to Relationship Marketing: Towards a Paradigm Shift in Marketing",
1471:
sense of smell, taste, hearing, sight and touch. Theorists identify two types of physical evidence, namely;
4106:
Gummesson, E., "Exit Services Marketing- Enter Service Marketing", in: Michael Baker and Susan Hart (eds),
3789:
Grove, S. J. and Fisk, R.P, "Impression Management in Services Marketing: A Dramaturgical Perspective", In
2975:
Mitchell, V-W. and Greatorex, M., "Risk Perception and Reduction in the Purchase of Consumer Services",
4235:
4230:
4225:
3793:, in Robert A. Giacalone and Paul Rosenfeld, eds. Hillsdale, NJ, Lawrence Erlbaum Associates, pp 427-438
1417:
Number of levels in distribution channel: Direct distribution vs multi-marketing and location decisions
566:
851:
of these outcomes to the individual ". Thus, pre-purchase risk is a function of two dimensions, namely:
3992:
Parasuraman, A., Berry, L.L. and Zeithaml, V.A., "Refinement and Reassessment of the SERVQUAL scale",
2920:, James H. Donnelly and William R. George (eds), Chicago IL: American Marketing Association, p. 186-190
2869:
Mitchell, V-W. and Greatorex, M. "Risk Perception and Reduction in the Purchase of Consumer Services",
483:
363:
3631:
2884:"Search Or Experience Products: an Empirical Investigation of Services, Durable and Non-Durable Goods"
2685:
2100:
the service worker pretends to express displays of emotion that are consistent with rules and policies
1304:
Service marketers need to consider a range of other issues in price setting and management of prices:
710:– service performances are ephemeral; unlike physical goods, services cannot be stored or inventoried.
1889:
When interpreting service blueprints, there are two basic considerations, complexity and divergence.
1790:
Kiosks are lean servicescapes - simple, orderly, few employees, few spaces and familiar environments.
1020:– Customers labour can be harnessed to reduce pressures on the system e.g. self-service, e-ticketing.
2860:, Vol. 15, Micheal J. Houston (ed.), Provo, UT : Association for Consumer Research, pp 239-244
2758:
Gummesson, E., "Exit Services Marketing- Enter Service" in Michael Baker and Susan Hart (editors),
2658:
Berry, L.L. and Parasuraman, A., "Building a New Academic Field: The Case of Services Marketing",
2606:
Gummesson, E., "Implementing the Marketing Concept: From Service and Values to Lean Consumption",
1528:
1513:
1497:
1256:
Service products are conceptualized as consisting of a bundle of tangible and intangible elements:
864:: the severity of the outcome for the individual in the event that a poor purchase decision is made
87:
3107:
Fisk, R.P., Brown, W. and Bitner, M.J., "Tracking the Evolution of Services Marketing Literature,
1666:
2991:
Lovelock. C.H., "Strategies for Managing Demand in Capacity -Constrained Service Organisations",
2800:
Zeithaml, V.A, Parasuraman, A. and Berry, L.L., "Problems and Strategies in Services Marketing",
2010:
For some marketing theorists, services are analogous to theatre. This analogy is also known as a
1997:
1957:
1045:
976:
daily basis. Other seasonal factors include trading day trading day effects and holiday periods.
432:
378:
358:
343:
157:
132:
107:
47:
2962:
Dowling, G.R. and Staelin, R., "A Model of Perceived Risk and Intended Risk-Handling Activity",
3759:
Grove, S.J., Fisk, R.P. and John, J., "Services as Theater: Guidelines and Implications", in
3647:
3506:
Bitner, M.J., "Servicescapes: The Impact of Physical Surroundings on Customers and Employees",
3493:
Bitner, M.J., "Servicescapes: The Impact of Physical Surroundings on Customers and Employees",
3447:"Social media brand engagement in the context of collaborative consumption: the case of AIRBNB"
3431:
Bitner, M.J., "Servicescapes: The Impact of Physical Surroundings on Customers and Employees",
3418:
Bitner, M.J., "Servicescapes: The Impact of Physical Surroundings on Customers and Employees",
3366:
Bitner, M.J., "Servicescapes: The Impact of Physical Surroundings on Customers and Employees",
2839:
Grove, S.J., Fisk, R.P. and John, J., "Services as Theater: Guidelines and Implications", in
2512:
2431:
1813:
167:
4028:
Cronin, J. J. and Taylor, S. A., "Measuring Service Quality: A Re-examination and Extension",
3533:
881:
570:
Classical economists believed that service work, no matter how honourable, was 'unproductive'.
4132:
Vargo, S.L., "Customer Integration and Value Creation: Paradigmatic Traps and Perspectives",
2477:
1810:
Bitner's pioneering work on servicescapes identified two broad types of service environment:
545:
515:
503:
353:
205:
117:
102:
1414:
Purpose of Distribution: Mass distribution; selective distribution or exclusive distribution
1344:
Services Subject to regulation of marketplace (e.g. hospitality, tourism, leisure services)
840:
Any activity that a consumer undertakes in an effort to reduce perceived risk is known as a
848:
479:
475:
368:
298:
260:
172:
152:
67:
31:
2375:
Employees in excellent banks will tell customers exactly when services will be performed.
2284:
The knowledge and courtesy of employees and their ability to convey trust and confidence
2267:
When excellent telephone companies promise to do something by a certain time, they do so.
1594:: Environments that are unfamiliar, novel, complex, unpredictable or crowded are high load
8:
3614:
Shostack, G.L., "How to Design a Service", in Donnelly an, J.H. and George, W.R. (eds),
3070:(Millennium Edition), Custom Edition for University of Phoenix, Prentice Hall, 2000, p. 9
2950:,Volume 2, Mary Jane Schlinger (ed), MI, Association for Consumer Research, 1975, pp 1-20
2883:
2472:
1953:
1049:
Hotels and restaurants use computerized reservations systems to manage demand and supply.
468:
318:
308:
245:
122:
62:
3445:
Schivinski, Bruno; Langaro, Daniela; Fernandes, Teresa; Guzmán, Francisco (2020-11-01).
3314:
Shostack, G.L., "How to Design a Service", in Donnelly an, J.H. and George, W.R. (eds),
1602:: Environments that are familiar, simple, unsurprising and well organized are low load.
1420:
Intermediaries: Agents versus Resellers; Brokers and other parties; Surrogate Consumers
4093:
Vargo, S. L. and Robert F. Lusch, "Service-dominant Logic: Continuing the Evolution",
3773:
3479:
3446:
2943:
2853:
2467:
1180:
818:
425:
401:
338:
328:
323:
275:
127:
92:
3894:
Service Management and Marketing: Managing the Moments of Truth in Service Competition
3551:
Service Management Effectiveness. Balancing Strategy, organization and Human Resources
2619:
Schembri, S., "Rationalizing Service Logic, or Understanding Services as Experience?"
1380:
1372:
4180:
3466:
3202:
Donnelly, J.H., "Marketing Intermediaries in Channels of Distribution for Services",
2487:
2005:
1856:
1580:
The individual's emotional response mediate the individual's behavioural response of
594:
524:
487:
411:
280:
255:
250:
225:
142:
137:
3327:
Donovan and Rossiter, J., "Store Atmosphere: An Environmental Psychology Approach",
2348:
Employees in excellent banks will understand the specific needs of their customers.
2311:
Appearance of physical facilities, equipment, personnel and communication materials
2294:
The behaviour of employees in excellent banks will instill confidence in customers.
1390:
1094:– allow customers the option of taking up last minute vacancies or "no-show" places.
3857:
Berry,L.L., Zeithaml, V.A. and Parasuraman, A., "Quality counts in services, too",
3474:
3458:
2085:
When asked to perform emotional labour, employees can adopt one of two approaches:
812:
714:
605:
406:
303:
240:
230:
210:
195:
162:
147:
112:
97:
77:
1727:
The model shows that there are different types of response – individual response (
993:
2497:
2114:
2001:
1893:
refers to the number and intricacy of the steps required to perform the service.
1646:: Temperature, air quality, ambient noise, lighting, background music, odor, etc.
1533:
832:
751:
598:
452:
396:
270:
72:
4080:
Vargo, S. L. and Lusch, R.F., "Evolving to a New Dominant Logic for Marketing",
3215:
Light, D., "A Guide for New Distribution Channel Strategies for Service Firms",
2425:
1434:
Contemporary service marketing texts tend to be organized around a framework of
1385:
1248:
3462:
2854:"An Empirical Test of the Search, Experience and Credence Attributes Framework"
2502:
2492:
2180:
836:
313:
3807:
3245:
Bergen, M., Shanatu,D. and Walker, O.C., "Agency Relationships In Marketing",
2440:
Some of the implications that have been identified in the literature include:
2381:
Employees in the XYZ bank always tell me when they plan to deliver a service.
2034:
for areas off limits to customers); discrete steps in the service process are
630:"Services are deeds, processes and performances." (Zeithmal and Bitner, 1996)
4219:
3763:, Swartz, R., and Iacobucci, D (eds), Thousand Oaks, CA, Sage, 2000, pp 21-35
3470:
2053:
A dramaturgical perspective may be appropriate in specific service contexts:
1754:
1395:
1349:
1219:
1176:
755:
507:
471:
required different strategies compared with the marketing of physical goods.
348:
235:
2060:
services with large audiences e.g. sporting stadia, educational institutions
2045:
1709:
4017:
Delivering Service Quality: Balancing Customer Perceptions and Expectations
3929:
Delivering Service Quality: Balancing Customer Perceptions and Expectations
3735:
The Service Encounter: Managing Customer Interactions in Service Businesses
2507:
1654:: Equipment such as cash registers, layout, furnishings and furniture, etc.
1616:
1576:
Crowded, disorganised, unpredictable environments are said to be high load.
1291:: support the core and could be eliminated without destabilizing the core.
939:
There are two components to capacity (i.e., supply) in service operations:
518:, people, physical evidence and process. A contemporary approach, known as
3258:
Solomon, M.R., " The Role of the Surrogate Consumer in Service Delivery",
2843:, Swartz, R., and Iacobucci, D (eds), Thousand Oaks, CA, Sage, 2000, p. 29
2321:
The physical facilities at excellent telephone will be visually pleasing.
1116:
4119:
Prahalad, C.K. and Ramaswamy, V. (2000) "Co-opting Customer Competence",
3232:
Egan, D., "The Location of Service Outlets: An Economist's Perspective",
1462:
which refers to the standards of service performance or service quality.
1338:
Services subject to public regulation (e.g. healthcare, public transport)
889:
Risk relievers that are especially relevant in service settings include:
747:
499:
215:
190:
82:
3879:
Grönroos, C., "A service quality model and its marketing implications",
1341:
Services subject to formal self-regulation (e.g. universities, schools)
583:
495:
373:
2300:
The behaviour of employees in the XYZ bank instils confidence in you.
2064:
Managerial insights generated by a dramaturgical perspective include:
1263:
the basic reason for the business; that which solves consumer problems
858:: the consumer's subjective assessment of the likelihood of occurrence
4175:
Alan Wilson, Valarie Zeithaml, Mary Jo Bitner and Dwayne D. Gremler,
2791:, p. 14, 7th ed., Upper Saddle River, New Jersey, Prentice Hall. 2011
1798:– a willingness to become a regular user, form intention to revisit;
1786:
1501:
1191:
464:
333:
265:
22:
3396:, Asia-Pacific Edition, Cengage Learning Australia, 2010, pp 209-215
3031:
Blois, Keith J., "Productivity and Effectiveness in Service Firms",
1861:
1026:– Use the internet or virtual delivery systems to transact business.
2914:
How Consumer Evaluation Processes Differ Between Goods and Services
2522:
2162:
649:
There are five broad categories within the non-ownership framework
529:
511:
3519:
Shostack, G. L., "Service Positioning through Structural Change",
2257:
Ability to perform the promised service dependably and accurately
601:
was still using the idea that services "are immaterial products."
3818:
Yagil, D., "Pretending and Dissembling: The Act of Service", In
3618:, , American Marketing Association, Chicago. Ill, 1981, pp 221-29
3318:, , American Marketing Association, Chicago. Ill, 1981, pp 221-29
2958:
2956:
1312:
1296:
classified as facilitating or supporting depends on the context.
491:
52:
3444:
3150:, Asia-Pacific Ed., Cengage Learning, Australia, 2010, pp 171-73
2987:
2985:
2826:
Lovelock, C., "Classifying Services to Gain Strategic Insight",
2686:"The Evolution of Services: Building a Multi-disciplinary Field"
2179:
as it is popularly known, was developed by team of researchers,
1621:
1367:
The most widely used pricing tactics in services marketing are:
1055:
Locate and target market segments with different demand patterns
813:
Risk perception and risk reduction in service purchase decisions
733:
organizations as well as between customers and other customers.
4204:
4158:
Baron, S. and Harris, K. "Consumers as Resource Integrators",
1474:
1162:
621:"Goods are produced: services are performed." (Rathmell, 1966)
482:(B2B) services, and includes the marketing of services such as
57:
4177:
Services Marketing: Integrating Customer Focus Across the Firm
3966:
Ladhari, R., "A review of twenty years of SERVQUAL research",
3683:
Services Marketing: Integrating Customer Focus Across the Firm
3603:
Services Marketing: Integrating Customer Focus Across the Firm
2953:
2217:
instrument's continuing currency in service quality research.
680:
The four most commonly cited characteristics of services are:
2982:
2426:
Services dominant logic: implications for theory and practice
220:
200:
3392:
Hoffman, K. D., Bateson, J. E.G., Elliot, G. and Birch, D.,
2365:
Willingness to help customers and to provide prompt service
2212:
is the individual's expectations of a given service delivery
506:
and trade services. Service marketers often use an expanded
3883:, Vol. 18, No. 4, 1984, 36–44. doi:10.1108/EUM0000000004784
3189:, Tata McGraw-Hill Education, 2011, p. 79; Chowhan, S.E.,
3146:
Hoffman, K. D., Bateson, J.E.G., Elliot, G. and Birch, D.,
2167:
2038:
and finally the words and actions that occur represent the
990:
demand-side considerations and supply-side considerations.
2338:
Provision of caring, individualized attention to customer
3601:
Zeithaml, V.A., Bitner, M. J. and Gremler, D. D. (2006),
2944:"Perceived Risk and Consumer Behavior: a Critical Review"
2749:, Pearson Education Australia, French's Forest, NSW, 2007
2417:
is the individual's perceptions of given service delivery
2206:
is the individual's perceptions of given service delivery
2049:
A waiter adds a touch of theatre to the service delivery.
1710:
Customers and employees: moderating and mediating factors
4191:
Selling The Invisible: A field Guide To Modern Marketing
4015:
Based on Zeithaml, V., Parasuraman, A. and Berry, L.L.,
3301:
Shostack, G.L., "Breaking Free from Product Marketing",
2545:, 7th ed., Upper Saddle River, New Jersey, Prentice Hall
2450:
Compete Through Innovative Co-production and Co-creation
2273:
XYZ company provides it services at the promised time.
2108:
1850:
1838:
organization and conveying competitive distinctiveness.
1352:
which effectively limit the amount that can be charged.
823:
3722:
Managing Services Marketing: Text, Cases & Readings
3219:, vol. 7, Summer, 1986 and reproduced in John Bateson,
2233:
Summary of SERVQUAL questionnaire dimensions and items
1865:
A service blueprint for a hypothetical fast food outlet
741:
4110:, 6th edition, Butterworth-Heinemann, 2008, pp 451-471
3750:, Vol. 15, pp 102-114, doi:10.1057/palgrave.bm.2550123
3588:
Womack, J. P. and Jones, D. T. , "Lean Consumption",
2770:
2768:
2762:, 6th edition, Butterworth-Heinemann, 2008, pp 451-471
1214:
3968:
International Journal of Quality and Service Sciences
3709:
Services Marketing: Concepts, Strategies, & Cases
3670:
Managing Services Marketing: Text, Cases and Readings
3407:
Services Marketing: Concepts, Strategies, & Cases
3381:
Managing Services Marketing: Text, Cases and Readings
3274:
Marketing of Services. American Marketing Association
1869:
Blueprinting is a technique designed to document the
4069:
International Journal of Service Industry Management
3540:, vol. 62, no. 1 January - February 1984, pp 133–139
3271:
2444:
SDL offers the promise of a unified marketing theory
2030:(front-stage for areas where interaction occurs and
2765:
672:
1633:
1252:Visualization of the total service product concept
535:
3394:Service Marketing. Concepts, Strategies and Cases
3148:Service Marketing. Concepts, Strategies and Cases
3124:, Chicago: American Marketing Association, 47–51.
2327:XYZ's physical facilities are visually pleasing.
765:(e.g. hospitality, dental care, hairdressing) or
4217:
2815:Services Marketing: People, Technology, Strategy
2789:Services Marketing: People, Technology, Strategy
2745:Lovelock, C., Patterson, P.G. and Walker, R.H.,
2647:Sleepers Wake! Technology and the Future of Work
2543:Services Marketing: People, Technology, Strategy
2014:. In such an analogy, service personnel are the
1061:Develop innovative products for off peak periods
3927:Zeithaml, V., Parasuraman, A. and Berry, L.L.,
2931:Services Marketing: An Asia Pacific Perspective
2747:Services Marketing: An Asia-Pacific Perspective
2541:Christopher Lovelock and Jochen Wirtz (2011),
1991:
3761:Handbook of Services Marketing and Management
3681:Zeithaml, V. Bitner, M.J. and Gremler, D.D.,
3605:, 4th ed, Boston, MA, McGraw-Hill Irwin, 2006
2841:Handbook of Services Marketing and Management
2697:Rathmell, J.M., "What is Meant By Services?"
1429:
927:
906:include: test driving a software application.
769:(e.g. telecommunications, utility services).
433:
3835:, 2nd ed., India, Dorling Kindersley, p. 183
2736:, International ed., Mc Graw-Hill, N.Y. 1996
2483:Industrialization of services business model
1442:. The 7 Ps comprises the original 4 Ps plus
611:
474:Services marketing typically refers to both
4095:Journal of the Academy of Marketing Science
3808:https://dx.doi.org/10.1362/026725708X273911
3806:, Vol. 24, no.1-2, 2008 , pp 47-68, DOI; n
3355:An Approach to Environmental Psychology
3187:Service Marketing: Concepts & Practices
2929:Lovelock, C., Patterson, P. and Writz,J.,
2888:Asia Pacific Advances in Consumer Research
1679:
1522:
1507:
16:Branch of marketing specialised in services
578:
440:
426:
3791:Impression Management in the Organization
3562:Swank, C. K., "The Lean Service Machine,
3478:
2852:Ford, G.T., Smith, D.B. and Swasy, J.L.
2388:
1108:
1077:Use reservations systems to manage demand
3896:, Lexington, Mass: Lexington Books, 1990
3846:The Journal of Applied Business Research
3079:
2597:, 1852 vol. 1, J.W. Parker, London, 1852
2518:Servitization of products business model
2219:
2166:
2044:
1903:
1860:
1812:
1805:
1785:
1695:
1688:of the environment. In other words, the
1665:
1620:
1571:
1532:
1473:
1247:
1218:
1115:
1044:
992:
880:
822:
775:
565:
451:
3383:, Dryden, Orlando, Fl, 1991, pp 227-243
2634:The Coming of a Post-Industrial Economy
2584:, 8th edition (1920), Macmillan, London
2556:Journal of Retail and Consumer Services
1722:
532:'s role in service delivery processes.
4218:
3685:, 6th ed, New York: McGraw-Hill, 2013.
3286:
3082:Basic Marketing. A Managerial Approach
2224:The five dimensions of service quality
921:Purchase from a known or trusted brand
561:
3185:Kapoor, R., Paul, J. and Halder, B.,
3135:Marketing Intelligence & Planning
2109:Performance: Managing service quality
1851:Blueprinting for design and diagnosis
912:Standardize the Product and Delivery:
4045:, Vol. 58, January, 1994, pp 125-131
3822:, Palgrave Macmillan, 2008, pp 11-41
3711:, 5th ed., Boston, MA, Cengage, p.12
3707:Hoffman, K.D. and Bateson, J.E.G.,
3634:, Issue no. 1792, 6 March 2009, p. 4
3405:Hoffman, K.D. and Bateson, J.E. G.,
2175:The model of service quality or the
2131:
1735:) and interaction responses (e.g.
1465:
1067:Use efficiency based pricing methods
742:Classification of goods and services
494:leisure and entertainment services,
4136:, vol. 11, no. 2, 2008, pp 211-215.
3774:"The Service Experience As Theater"
3206:, vol. 40, January, 1976, pp 55 -70
2966:, Vol. 21, No. 1, 1994, pp. 119-134
2903:, Vol. 13, no.: 3, 1999, pp 208-228
2610:, , vol. 6, no. 3, 2006, pp 291–293
2354:XYZ employees understand my needs.
2128:and the performance only approach.
1458:framework; comprises the 7 Ps plus
1215:Expanded and modified marketing mix
1018:Use Customers to Boost Productivity
640:
13:
4169:
4162:, vol. 24, no. 1/2, 2008, p113-130
4071:, Vol. 18, no. 5, 2007, pp 472-490
3833:Services Marketing: Text and Cases
3724:, Orlando, Fl, Dryden, pp 261-264
3575:Zeithmal, V. A. and Bitner, M.J.,
3566:, vol. 81 no, 10, 2003, pp 123-129
3176:, Allyn and Bacon, 1991, Chapter 9
2873:, Vol. 13, no. 4, 1993, pp 179-200
2804:, Vol. 49, No. 2, 1985, pp. 33-46
1841:
1223:The seven Ps of services marketing
1030:Ask Customers to use Third Parties
14:
4247:
4197:
3944:, Vol. 52, No. 2, 1988, pp. 35-48
3534:"Designing Services that Deliver"
3370:, vol. 56, no. 2, 1992, pp 57 -71
3331:, Vol;. 58, no. 1, 1982, pp 34-57
3262:, vol. 9, no. 2, 1987, pp 292-307
3057:, vol 16, no.2, 1997, pp 129-145.
3004:Australian Bureau of Statistics,
2623:, vol 6, no. 3, 2006, pp 381–392.
2595:Principles of a Political Economy
2156:
1742:In the context of servicescapes,
1269:Supplementary goods and services:
1126:Single Line/ Single Server Queues
1024:Transact business at arm's length
4203:
4152:
4139:
4126:
4113:
4100:
4087:
4074:
4061:
4048:
4035:
4022:
4009:
3999:
3996:, Vol. 67, no. 4, 1991, pp 57-67
3986:
3973:
3960:
3947:
3934:
3921:
3912:
3899:
3698:, vol. 1, no. 1, 1998, pp 18-31.
3592:, vol. 83, no. 3, 2005, pp 58-68
3553:, San Francisco, 1990, pp 343-69
3523:, vol. 51, no. 1, 1987, pp 34-43
3497:, vol. 56, no. 2, 1992, pp 58-59
3435:, vol. 56, no. 2, 1992, pp 60-63
3422:, vol. 56, no. 2, 1992, pp 64-65
3353:Mehrabian,A. and Russell, J.A.,
3305:, vol. 41, no. 2, 1977, pp 73-80
3291:. Pearson Education. p. 25.
3098:, vol. 32, no.2, 1994, pp 4-20.
2830:, vol. 47, Summer, 1983, pp 9-20
2675:, vol. 1, no. 2, 2006, pp 93-117
1610:
1134:Parallel Lines/ Multiple Servers
673:Services: Unique characteristics
528:and is changing concepts of the
4160:Journal of Marketing Management
4149:, Vol. 83, no. 1, 2007, pp 5-18
4097:, Vol. 36, no. 1, 2008, pp 1-10
4084:, vol 68, no. 1, 2004, pp 1-17.
4058:, Vol. 4, no. 2, 1994, pp 56-61
4056:Journal of Marketing Management
4032:, Vol. 56, no. 3, 1992 pp 55-68
3957:, Vol. 10, no 6, 1996, pp 62-81
3886:
3873:
3864:
3851:
3838:
3825:
3812:
3804:Journal of Marketing Management
3796:
3783:
3766:
3753:
3740:
3727:
3714:
3701:
3688:
3675:
3662:
3653:
3637:
3621:
3608:
3595:
3582:
3569:
3556:
3543:
3526:
3513:
3500:
3487:
3438:
3425:
3412:
3399:
3386:
3373:
3360:
3347:
3334:
3321:
3308:
3295:
3280:
3265:
3252:
3239:
3226:
3209:
3196:
3179:
3166:
3153:
3140:
3127:
3114:
3101:
3088:
3073:
3060:
3047:
3038:
3025:
3012:
2998:
2995:, vol.4, no. 3, 1984, pp 12-30,
2969:
2936:
2923:
2906:
2893:
2876:
2863:
2846:
2833:
2820:
2807:
2794:
2781:
2752:
2739:
2732:Zeithaml, V. and Bitner, M.J.,
2726:
2713:
2704:
2691:
2678:
2665:
2662:, Vol. 69, no. 1, 993, pp 13-60
2652:
2649:, Oxford University Press, 1996
1634:Physical environment dimensions
536:Services Marketing: definitions
3909:, Vol. 62, no. 1, 1988, p. 25
3035:, vol. 4 no. 3, 1984, pp 49-60
2871:The Service Industries Journal
2778:, vol 7, no. 1, 2004, pp 20-41
2639:
2626:
2613:
2600:
2587:
2574:
2561:
2548:
2535:
2244:No. of items in questionnaire
1660:Signs, symbols & Artefacts
1625:Simplified servicescapes model
1073:during periods of high demand.
604:In the mid nineteenth century
542:American Marketing Association
1:
3955:Journal of Services Marketing
3881:European Journal of Marketing
3778:Advances in Consumer Research
3510:, vol. 56, no. 2, 1992, p. 67
3020:Services Marketing Management
2948:Advances in Consumer Research
2901:Journal of Services Marketing
2858:Advances in Consumer Research
2528:
1975:Personnel are said to have a
1190:) is a foundation concept in
4019:, N.Y., The Free Press, 1990
3983:, Vol. 7, no 13, pp 101-107.
3931:, N.Y., The Free Press, 1990
3672:, Orlando, Fl, Dryden, p. 7
3217:Journal of Business Strategy
3080:McCarthy, Jerome E. (1964).
2964:Journal of Consumer Research
2813:Lovelock, C. and Wirtz, j.,
2787:Lovelock, C. and Wirtz, J.,
2684:Fisk., R. and Grove, S.J.,
2171:The model of service quality
1424:
1195:marketing decision, namely:
736:
490:, all types of hospitality,
7:
4134:Journal of Service Research
3970:, Vol. 1 no. 2, pp. 172–198
3748:Journal of Brand Management
3696:Journal of Service Research
3451:Journal of Brand Management
3357:, Cambridge, MA, MIT Press
3221:Managing Services Marketing
2993:Services Industries Journal
2776:Journal of Service Research
2721:Managing Services Marketing
2636:, (1973), Basic Books, 1999
2461:
2247:Sample questionnaire items
1992:A dramaturgical perspective
952:Size of service environment
484:telecommunications services
463:is a specialized branch of
10:
4252:
4123:, vol. 78, no. 1, pp 79-87
3861:, May–June, 1985, pp 44-52
3579:, Mc Graw-Hill, N.Y., 1996
3463:10.1057/s41262-020-00207-5
3260:Service Industries Journal
3234:Service Industries Journal
3193:, Lulu.com, 2015, pp 33-34
3033:Service Industries Journal
3018:Mudie, P. and Pirrie, A.,
2977:Service Industries Journal
2918:AMA Conference Proceedings
2817:, 7th ed., 2010, Chapter 2
2723:, Dryden, Fort Worth, 1992
2429:
2160:
2112:
2026:; the work setting is the
1995:
1951:
1854:
1757:opportunities as presented
1614:
1526:
1511:
1430:The expanded marketing mix
1243:
1174:
1170:
1012:Reconfigure interior space
964:Long-term demand patterns:
928:Matching supply and demand
816:
745:
364:Promotional representative
3772:Grove, S.J., Fisk, R.P.,
3161:The Marketing of Services
3137:, Vol. 13, no. 9, pp 4–15
2367:
2340:
2313:
2286:
2259:
2012:dramaturgical perspective
1947:
1120:Different types of queues
612:Contemporary perspectives
514:: product, price, place,
3344:, vol 1, no 2, pp 139-47
2149:: (How it was delivered)
1680:The holistic environment
1566:Dominance–submissiveness
1529:Environmental psychology
1523:Environmental psychology
1514:Stimulus-response theory
1508:Stimulus-response models
1498:environmental psychology
1405:
1299:
4121:Harvard Business Review
3737:, Lexington Books, 1985
3590:Harvard Business Review
3564:Harvard Business Review
3538:Harvard Business Review
3409:, Cengage, 2017, p. 215
3287:Kotler, Philip (2012).
3111:, vol. 41 (April), 1993
3007:Time Series: The Basics
2933:, Pearson, 2011 , p. 43
2582:Principles of Economics
1998:Symbolic interactionism
1958:Internal communications
1916:Specialization strategy
1831:Elaborate servicescapes
982:Irregular Fluctuations:
894:High price maintenance:
842:risk reduction activity
579:Historical perspectives
359:Promotional merchandise
344:Out-of-home advertising
133:Account-based marketing
3848:, Vol. 29, No. 5, 2013
3084:. Homewood, IL: Irwin.
2558:, Vo. 20, 2013, p. 634
2513:Service-dominant logic
2432:Service-dominant logic
2389:Performance-only model
2225:
2172:
2143:: (What was delivered)
2050:
1977:boundary-spanning role
1909:
1866:
1818:
1791:
1702:
1672:
1626:
1577:
1537:
1479:
1253:
1224:
1121:
1109:Managing waiting lines
1050:
1001:On the capacity side:
998:
886:
828:
781:
571:
520:service-dominant logic
510:which consists of the
457:
168:Horizontal integration
4193:, Warner Books, 1997.
4179:, McGraw Hill. 2012,
3981:Cuadernos de Difusion
3820:The Service Providers
3616:Marketing of Services
3316:Marketing of Services
3249:, vol. 56, July, 1992
3236:, vol. 3, no. 2, 1983
3191:Marketing of Services
3122:Marketing of Services
2569:The Wealth of Nations
2478:Destination marketing
2223:
2170:
2057:high contact services
2048:
1934:Niche market strategy
1932:Increased Divergence:
1907:
1864:
1816:
1806:Types of servicescape
1789:
1699:
1669:
1624:
1575:
1536:
1477:
1277:Facilitating services
1251:
1222:
1119:
1048:
996:
884:
826:
779:
588:The Wealth of Nations
569:
546:customer relationship
504:professional services
455:
354:Product demonstration
206:Corporate anniversary
4212:at Wikimedia Commons
4147:Journal of Retailing
4082:Journal of Marketing
4043:Journal of Marketing
4030:Journal of Marketing
3994:Journal of Retailing
3942:Journal of Marketing
3907:Journal of Retailing
3521:Journal of Marketing
3508:Journal of Marketing
3495:Journal of Marketing
3433:Journal of Marketing
3420:Journal of Marketing
3368:Journal of Marketing
3329:Journal of Retailing
3303:Journal of Marketing
3289:Marketing Management
3247:Journal of Marketing
3204:Journal of Marketing
3109:Journal of Retailing
3068:Marketing Management
2828:Journal of Marketing
2802:Journal of Marketing
2699:Journal of Marketing
2660:Journal of Retailing
2018:, customers are the
1926:Increase Complexity:
1723:Behavioural response
1690:holistic environment
1550:Pleasure–displeasure
1484:Peripheral evidence:
1452:physical environment
1381:Diversionary pricing
1373:differential pricing
1279:: (sometimes called
1092:Use stand-by systems
1042:On the demand side:
934:capacity constrained
903:Limited scale trial:
849:degree of importance
480:business-to-business
476:business to consumer
369:Visual merchandising
299:Behavioral targeting
173:Vertical integration
153:Influencer marketing
3532:Shostack, G. Lynn.
3096:Management Decision
2473:Customer experience
2456:Research Priorities
2234:
1954:Customer experience
1928:Product development
1920:Reduced Divergence:
1914:Reduced Complexity:
1779:Social interactions
1737:social interactions
1582:Approach→ Avoidance
1558:Arousal–non-arousal
1504:and Servicescapes.
1490:Essential evidence:
1289:Supporting services
1158:Other queue systems
944:Number of employees
562:Concepts of service
554:A service encounter
319:In-game advertising
309:Display advertising
185:Promotional content
4236:Service industries
4231:Types of marketing
4226:Services marketing
4210:Services marketing
4108:The Marketing Book
3577:Services Marketing
2979:, 1993, pp 179-200
2760:The Marketing Book
2734:Services Marketing
2468:Consumer behaviour
2411:is service quality
2373:Expectations Item:
2346:Expectations Item:
2319:Expectations Item:
2292:Expectations Item:
2265:Expectations Item:
2232:
2226:
2200:is service quality
2173:
2147:Functional quality
2051:
1910:
1867:
1823:Lean servicescapes
1819:
1792:
1703:
1673:
1644:Ambient Conditions
1627:
1578:
1538:
1480:
1401:Discounted pricing
1391:Guaranteed pricing
1319:Timing of Payment:
1254:
1225:
1181:E. Jerome McCarthy
1122:
1051:
999:
887:
829:
819:Consumer behaviour
782:
572:
488:financial services
461:Services marketing
458:
402:Marketing research
339:Online advertising
329:Native advertising
324:Mobile advertising
276:Sex in advertising
93:Consumer behaviour
4208:Media related to
3859:Business Horizons
3342:Marketing Letters
3055:Marketing Science
2912:Zeithaml, V. A.,
2488:Service blueprint
2386:
2385:
2379:Perceptions Item:
2352:Perceptions Item:
2325:Perceptions Item:
2298:Perceptions Item:
2271:Perceptions Item:
2141:Technical quality
2132:The Nordic school
2006:Behavioral script
1922:Volume-operations
1857:Service blueprint
1751:Enter and explore
1466:Physical evidence
1355:The concept of a
1281:delivery services
1234:physical evidence
973:Seasonal Factors:
717:of idle capacity.
595:Jean-Baptiste Say
593:French economist
586:'s seminal work,
450:
449:
412:Consumer research
293:Promotional media
281:Underwriting spot
256:Product placement
236:On-hold messaging
226:Loyalty marketing
143:Product marketing
138:Digital marketing
4243:
4207:
4189:Harry Beckwith,
4163:
4156:
4150:
4143:
4137:
4130:
4124:
4117:
4111:
4104:
4098:
4091:
4085:
4078:
4072:
4065:
4059:
4052:
4046:
4039:
4033:
4026:
4020:
4013:
4007:
4003:
3997:
3990:
3984:
3977:
3971:
3964:
3958:
3951:
3945:
3938:
3932:
3925:
3919:
3916:
3910:
3903:
3897:
3890:
3884:
3877:
3871:
3868:
3862:
3855:
3849:
3842:
3836:
3829:
3823:
3816:
3810:
3800:
3794:
3787:
3781:
3770:
3764:
3757:
3751:
3744:
3738:
3731:
3725:
3718:
3712:
3705:
3699:
3692:
3686:
3679:
3673:
3666:
3660:
3657:
3651:
3650:13 February 2009
3648:"Daily Round-Up"
3641:
3635:
3625:
3619:
3612:
3606:
3599:
3593:
3586:
3580:
3573:
3567:
3560:
3554:
3547:
3541:
3530:
3524:
3517:
3511:
3504:
3498:
3491:
3485:
3484:
3482:
3442:
3436:
3429:
3423:
3416:
3410:
3403:
3397:
3390:
3384:
3377:
3371:
3364:
3358:
3351:
3345:
3338:
3332:
3325:
3319:
3312:
3306:
3299:
3293:
3292:
3284:
3278:
3277:
3269:
3263:
3256:
3250:
3243:
3237:
3230:
3224:
3213:
3207:
3200:
3194:
3183:
3177:
3174:Social Marketing
3170:
3164:
3157:
3151:
3144:
3138:
3131:
3125:
3118:
3112:
3105:
3099:
3092:
3086:
3085:
3077:
3071:
3064:
3058:
3051:
3045:
3042:
3036:
3029:
3023:
3016:
3010:
3002:
2996:
2989:
2980:
2973:
2967:
2960:
2951:
2940:
2934:
2927:
2921:
2910:
2904:
2897:
2891:
2880:
2874:
2867:
2861:
2850:
2844:
2837:
2831:
2824:
2818:
2811:
2805:
2798:
2792:
2785:
2779:
2772:
2763:
2756:
2750:
2743:
2737:
2730:
2724:
2717:
2711:
2708:
2702:
2695:
2689:
2682:
2676:
2673:Service Business
2669:
2663:
2656:
2650:
2643:
2637:
2630:
2624:
2621:Marketing Theory
2617:
2611:
2608:Marketing Theory
2604:
2598:
2591:
2585:
2578:
2572:
2565:
2559:
2552:
2546:
2539:
2235:
2231:
1377:Flexible pricing
1326:Mode of Payment:
1311:the traditional
1081:yield management
833:experience goods
794:Experience goods
715:opportunity cost
641:Alternative view
606:John Stuart Mill
442:
435:
428:
407:Mystery shopping
304:Brand ambassador
241:Personal selling
231:Mobile marketing
211:Direct marketing
196:Ambush marketing
163:Annoyance factor
148:Social marketing
98:Consumer culture
78:Brand management
19:
18:
4251:
4250:
4246:
4245:
4244:
4242:
4241:
4240:
4216:
4215:
4200:
4172:
4170:Further reading
4167:
4166:
4157:
4153:
4144:
4140:
4131:
4127:
4118:
4114:
4105:
4101:
4092:
4088:
4079:
4075:
4066:
4062:
4053:
4049:
4040:
4036:
4027:
4023:
4014:
4010:
4004:
4000:
3991:
3987:
3978:
3974:
3965:
3961:
3952:
3948:
3939:
3935:
3926:
3922:
3917:
3913:
3904:
3900:
3891:
3887:
3878:
3874:
3869:
3865:
3856:
3852:
3843:
3839:
3830:
3826:
3817:
3813:
3801:
3797:
3788:
3784:
3771:
3767:
3758:
3754:
3745:
3741:
3732:
3728:
3719:
3715:
3706:
3702:
3693:
3689:
3680:
3676:
3667:
3663:
3658:
3654:
3642:
3638:
3632:"Campaign News"
3626:
3622:
3613:
3609:
3600:
3596:
3587:
3583:
3574:
3570:
3561:
3557:
3548:
3544:
3531:
3527:
3518:
3514:
3505:
3501:
3492:
3488:
3443:
3439:
3430:
3426:
3417:
3413:
3404:
3400:
3391:
3387:
3378:
3374:
3365:
3361:
3352:
3348:
3339:
3335:
3326:
3322:
3313:
3309:
3300:
3296:
3285:
3281:
3270:
3266:
3257:
3253:
3244:
3240:
3231:
3227:
3214:
3210:
3201:
3197:
3184:
3180:
3171:
3167:
3158:
3154:
3145:
3141:
3132:
3128:
3119:
3115:
3106:
3102:
3093:
3089:
3078:
3074:
3065:
3061:
3052:
3048:
3043:
3039:
3030:
3026:
3017:
3013:
3003:
2999:
2990:
2983:
2974:
2970:
2961:
2954:
2941:
2937:
2928:
2924:
2916:, (1981), in:
2911:
2907:
2898:
2894:
2881:
2877:
2868:
2864:
2851:
2847:
2838:
2834:
2825:
2821:
2812:
2808:
2799:
2795:
2786:
2782:
2773:
2766:
2757:
2753:
2744:
2740:
2731:
2727:
2718:
2714:
2709:
2705:
2701:, October, 1966
2696:
2692:
2683:
2679:
2670:
2666:
2657:
2653:
2644:
2640:
2631:
2627:
2618:
2614:
2605:
2601:
2592:
2588:
2579:
2575:
2566:
2562:
2553:
2549:
2540:
2536:
2531:
2498:Service quality
2464:
2434:
2428:
2391:
2165:
2159:
2134:
2117:
2115:Service quality
2111:
2098:Surface acting:
2022:; uniforms are
2008:
2002:Emotional labor
1994:
1960:
1950:
1859:
1853:
1844:
1842:Service process
1808:
1725:
1712:
1682:
1652:Space/ Function
1636:
1619:
1613:
1531:
1525:
1516:
1510:
1468:
1432:
1427:
1408:
1302:
1246:
1230:process, people
1217:
1183:
1173:
1111:
1085:dynamic pricing
1006:Add to capacity
930:
821:
815:
802:Credence claims
758:
752:Experience good
744:
739:
675:
643:
614:
599:Alfred Marshall
581:
564:
538:
446:
417:
416:
397:Market research
392:
384:
383:
294:
286:
285:
271:Sales promotion
186:
178:
177:
73:Brand licensing
43:
17:
12:
11:
5:
4249:
4239:
4238:
4233:
4228:
4214:
4213:
4199:
4198:External links
4196:
4195:
4194:
4187:
4171:
4168:
4165:
4164:
4151:
4138:
4125:
4112:
4099:
4086:
4073:
4060:
4047:
4034:
4021:
4008:
3998:
3985:
3972:
3959:
3946:
3933:
3920:
3911:
3898:
3892:Grönroos, C.,
3885:
3872:
3863:
3850:
3837:
3824:
3811:
3795:
3782:
3765:
3752:
3739:
3726:
3720:Bateson, J. ,
3713:
3700:
3687:
3674:
3668:Bateson, J. ,
3661:
3652:
3636:
3620:
3607:
3594:
3581:
3568:
3555:
3542:
3525:
3512:
3499:
3486:
3457:(6): 645–661.
3437:
3424:
3411:
3398:
3385:
3372:
3359:
3346:
3333:
3320:
3307:
3294:
3279:
3264:
3251:
3238:
3225:
3208:
3195:
3178:
3165:
3152:
3139:
3126:
3113:
3100:
3087:
3072:
3059:
3046:
3037:
3024:
3011:
2997:
2981:
2968:
2952:
2935:
2922:
2905:
2892:
2875:
2862:
2845:
2832:
2819:
2806:
2793:
2780:
2764:
2751:
2738:
2725:
2712:
2703:
2690:
2677:
2664:
2651:
2638:
2625:
2612:
2599:
2586:
2580:Marshall, A.,
2573:
2560:
2547:
2533:
2532:
2530:
2527:
2526:
2525:
2520:
2515:
2510:
2505:
2503:Service system
2500:
2495:
2493:Service design
2490:
2485:
2480:
2475:
2470:
2463:
2460:
2427:
2424:
2419:
2418:
2412:
2405:
2404:
2390:
2387:
2384:
2383:
2369:
2366:
2363:
2361:Responsiveness
2357:
2356:
2342:
2339:
2336:
2330:
2329:
2315:
2312:
2309:
2303:
2302:
2288:
2285:
2282:
2276:
2275:
2261:
2258:
2255:
2249:
2248:
2245:
2242:
2239:
2214:
2213:
2207:
2201:
2194:
2193:
2158:
2157:The Gaps model
2155:
2151:
2150:
2144:
2133:
2130:
2126:American model
2110:
2107:
2102:
2101:
2094:
2093:
2083:
2082:
2079:
2076:
2072:
2069:
2062:
2061:
2058:
1993:
1990:
1949:
1946:
1936:
1935:
1929:
1923:
1917:
1852:
1849:
1843:
1840:
1835:
1834:
1827:
1826:
1807:
1804:
1784:
1783:
1775:
1774:
1771:Carry out plan
1767:
1766:
1759:
1758:
1724:
1721:
1711:
1708:
1681:
1678:
1664:
1663:
1656:
1655:
1648:
1647:
1635:
1632:
1612:
1609:
1604:
1603:
1596:
1595:
1570:
1569:
1562:
1561:
1554:
1553:
1524:
1521:
1509:
1506:
1494:
1493:
1487:
1467:
1464:
1431:
1428:
1426:
1423:
1422:
1421:
1418:
1415:
1407:
1404:
1403:
1402:
1399:
1393:
1388:
1386:Offset pricing
1383:
1378:
1375:
1350:ceiling prices
1346:
1345:
1342:
1339:
1331:
1330:
1323:
1316:
1309:Price Charged:
1301:
1298:
1293:
1292:
1285:
1284:
1273:
1272:
1265:
1264:
1245:
1242:
1216:
1213:
1172:
1169:
1168:
1167:
1154:
1153:
1146:
1145:
1138:
1137:
1130:
1129:
1110:
1107:
1102:
1101:
1095:
1089:
1074:
1064:
1058:
1040:
1039:
1036:Share capacity
1033:
1027:
1021:
1015:
1009:
987:
986:
978:
977:
969:
968:
956:
955:
948:
947:
929:
926:
925:
924:
917:
916:
908:
907:
899:
898:
875:risk relievers
866:
865:
859:
837:credence goods
814:
811:
806:
805:
798:
797:
790:
789:
743:
740:
738:
735:
730:
729:
726:
719:
718:
711:
704:
703:
699:
696:Inseparability
692:
691:
688:
674:
671:
670:
669:
665:
662:
658:
654:
642:
639:
638:
637:
634:
631:
628:
625:
622:
613:
610:
580:
577:
563:
560:
559:
558:
557:and equipment.
537:
534:
525:value-creation
448:
447:
445:
444:
437:
430:
422:
419:
418:
415:
414:
409:
404:
399:
393:
390:
389:
386:
385:
382:
381:
376:
371:
366:
361:
356:
351:
346:
341:
336:
331:
326:
321:
316:
314:Drip marketing
311:
306:
301:
295:
292:
291:
288:
287:
284:
283:
278:
273:
268:
263:
258:
253:
248:
243:
238:
233:
228:
223:
218:
213:
208:
203:
198:
193:
187:
184:
183:
180:
179:
176:
175:
170:
165:
160:
155:
150:
145:
140:
135:
130:
125:
120:
115:
110:
105:
100:
95:
90:
88:Communications
85:
80:
75:
70:
65:
60:
55:
50:
44:
41:
40:
37:
36:
35:
34:
26:
25:
15:
9:
6:
4:
3:
2:
4248:
4237:
4234:
4232:
4229:
4227:
4224:
4223:
4221:
4211:
4206:
4202:
4201:
4192:
4188:
4186:
4185:9780077131715
4182:
4178:
4174:
4173:
4161:
4155:
4148:
4142:
4135:
4129:
4122:
4116:
4109:
4103:
4096:
4090:
4083:
4077:
4070:
4064:
4057:
4051:
4044:
4038:
4031:
4025:
4018:
4012:
4002:
3995:
3989:
3982:
3976:
3969:
3963:
3956:
3950:
3943:
3937:
3930:
3924:
3915:
3908:
3902:
3895:
3889:
3882:
3876:
3867:
3860:
3854:
3847:
3841:
3834:
3831:Verma, H.V.,
3828:
3821:
3815:
3809:
3805:
3799:
3792:
3786:
3779:
3775:
3769:
3762:
3756:
3749:
3743:
3736:
3730:
3723:
3717:
3710:
3704:
3697:
3691:
3684:
3678:
3671:
3665:
3656:
3649:
3645:
3640:
3633:
3629:
3624:
3617:
3611:
3604:
3598:
3591:
3585:
3578:
3572:
3565:
3559:
3552:
3546:
3539:
3535:
3529:
3522:
3516:
3509:
3503:
3496:
3490:
3481:
3476:
3472:
3468:
3464:
3460:
3456:
3452:
3448:
3441:
3434:
3428:
3421:
3415:
3408:
3402:
3395:
3389:
3382:
3376:
3369:
3363:
3356:
3350:
3343:
3337:
3330:
3324:
3317:
3311:
3304:
3298:
3290:
3283:
3275:
3268:
3261:
3255:
3248:
3242:
3235:
3229:
3223:, pp 427 -428
3222:
3218:
3212:
3205:
3199:
3192:
3188:
3182:
3175:
3169:
3162:
3156:
3149:
3143:
3136:
3130:
3123:
3117:
3110:
3104:
3097:
3091:
3083:
3076:
3069:
3063:
3056:
3050:
3041:
3034:
3028:
3021:
3015:
3009:
3008:
3001:
2994:
2988:
2986:
2978:
2972:
2965:
2959:
2957:
2949:
2945:
2939:
2932:
2926:
2919:
2915:
2909:
2902:
2896:
2889:
2885:
2882:Jourdan, P.,
2879:
2872:
2866:
2859:
2855:
2849:
2842:
2836:
2829:
2823:
2816:
2810:
2803:
2797:
2790:
2784:
2777:
2771:
2769:
2761:
2755:
2748:
2742:
2735:
2729:
2722:
2719:Bateson, J.,
2716:
2707:
2700:
2694:
2687:
2681:
2674:
2668:
2661:
2655:
2648:
2642:
2635:
2629:
2622:
2616:
2609:
2603:
2596:
2590:
2583:
2577:
2570:
2564:
2557:
2551:
2544:
2538:
2534:
2524:
2521:
2519:
2516:
2514:
2511:
2509:
2508:Servicescapes
2506:
2504:
2501:
2499:
2496:
2494:
2491:
2489:
2486:
2484:
2481:
2479:
2476:
2474:
2471:
2469:
2466:
2465:
2459:
2457:
2453:
2451:
2447:
2445:
2441:
2438:
2433:
2423:
2416:
2413:
2410:
2407:
2406:
2402:
2401:
2400:
2399:
2395:
2382:
2380:
2376:
2374:
2370:
2364:
2362:
2359:
2358:
2355:
2353:
2349:
2347:
2343:
2337:
2335:
2332:
2331:
2328:
2326:
2322:
2320:
2316:
2310:
2308:
2305:
2304:
2301:
2299:
2295:
2293:
2289:
2283:
2281:
2278:
2277:
2274:
2272:
2268:
2266:
2262:
2256:
2254:
2251:
2250:
2246:
2243:
2240:
2237:
2236:
2230:
2222:
2218:
2211:
2208:
2205:
2202:
2199:
2196:
2195:
2191:
2190:
2189:
2188:
2184:
2182:
2178:
2169:
2164:
2154:
2148:
2145:
2142:
2139:
2138:
2137:
2129:
2127:
2121:
2116:
2106:
2099:
2096:
2095:
2091:
2088:
2087:
2086:
2080:
2077:
2073:
2070:
2067:
2066:
2065:
2059:
2056:
2055:
2054:
2047:
2043:
2041:
2037:
2033:
2029:
2025:
2021:
2017:
2013:
2007:
2003:
1999:
1989:
1987:
1981:
1978:
1973:
1970:
1965:
1959:
1955:
1945:
1942:
1933:
1930:
1927:
1924:
1921:
1918:
1915:
1912:
1911:
1906:
1902:
1898:
1896:
1892:
1887:
1885:
1881:
1875:
1872:
1863:
1858:
1848:
1839:
1832:
1829:
1828:
1824:
1821:
1820:
1815:
1811:
1803:
1801:
1797:
1788:
1780:
1777:
1776:
1772:
1769:
1768:
1764:
1761:
1760:
1756:
1755:cross-selling
1752:
1749:
1748:
1747:
1745:
1740:
1738:
1734:
1730:
1720:
1716:
1707:
1698:
1694:
1691:
1687:
1677:
1668:
1661:
1658:
1657:
1653:
1650:
1649:
1645:
1642:
1641:
1640:
1631:
1623:
1618:
1611:Servicescapes
1608:
1601:
1598:
1597:
1593:
1590:
1589:
1588:
1585:
1583:
1574:
1567:
1564:
1563:
1559:
1556:
1555:
1551:
1548:
1547:
1546:
1542:
1535:
1530:
1520:
1515:
1505:
1503:
1499:
1491:
1488:
1485:
1482:
1481:
1476:
1472:
1463:
1461:
1457:
1453:
1449:
1445:
1441:
1437:
1419:
1416:
1413:
1412:
1411:
1400:
1397:
1394:
1392:
1389:
1387:
1384:
1382:
1379:
1376:
1374:
1370:
1369:
1368:
1365:
1363:
1362:temporal risk
1358:
1353:
1351:
1343:
1340:
1337:
1336:
1335:
1327:
1324:
1320:
1317:
1314:
1310:
1307:
1306:
1305:
1297:
1290:
1287:
1286:
1282:
1278:
1275:
1274:
1270:
1267:
1266:
1262:
1261:Core service:
1259:
1258:
1257:
1250:
1241:
1237:
1235:
1231:
1221:
1212:
1210:
1206:
1202:
1198:
1193:
1189:
1182:
1178:
1177:Marketing mix
1165:
1164:
1159:
1156:
1155:
1151:
1150:Take a Number
1148:
1147:
1143:
1140:
1139:
1135:
1132:
1131:
1127:
1124:
1123:
1118:
1114:
1106:
1099:
1096:
1093:
1090:
1086:
1082:
1078:
1075:
1072:
1071:surge pricing
1068:
1065:
1062:
1059:
1056:
1053:
1052:
1047:
1043:
1037:
1034:
1031:
1028:
1025:
1022:
1019:
1016:
1013:
1010:
1007:
1004:
1003:
1002:
995:
991:
983:
980:
979:
974:
971:
970:
965:
962:
961:
960:
953:
950:
949:
945:
942:
941:
940:
937:
935:
922:
919:
918:
913:
910:
909:
904:
901:
900:
895:
892:
891:
890:
883:
879:
876:
870:
863:
860:
857:
854:
853:
852:
850:
845:
843:
838:
834:
825:
820:
810:
803:
800:
799:
795:
792:
791:
787:
784:
783:
778:
774:
770:
768:
764:
757:
756:Credence good
753:
749:
734:
727:
724:
721:
720:
716:
712:
709:
708:Perishability
706:
705:
700:
697:
694:
693:
689:
686:
685:Intangibility
683:
682:
681:
678:
666:
663:
659:
655:
652:
651:
650:
647:
635:
632:
629:
626:
623:
620:
619:
618:
609:
607:
602:
600:
596:
591:
589:
585:
576:
568:
555:
552:
551:
550:
547:
543:
533:
531:
527:
526:
521:
517:
513:
509:
508:marketing mix
505:
501:
497:
493:
489:
485:
481:
477:
472:
470:
466:
462:
454:
443:
438:
436:
431:
429:
424:
423:
421:
420:
413:
410:
408:
405:
403:
400:
398:
395:
394:
388:
387:
380:
379:Word-of-mouth
377:
375:
372:
370:
367:
365:
362:
360:
357:
355:
352:
350:
349:Point of sale
347:
345:
342:
340:
337:
335:
332:
330:
327:
325:
322:
320:
317:
315:
312:
310:
307:
305:
302:
300:
297:
296:
290:
289:
282:
279:
277:
274:
272:
269:
267:
264:
262:
259:
257:
254:
252:
249:
247:
244:
242:
239:
237:
234:
232:
229:
227:
224:
222:
219:
217:
214:
212:
209:
207:
204:
202:
199:
197:
194:
192:
189:
188:
182:
181:
174:
171:
169:
166:
164:
161:
159:
156:
154:
151:
149:
146:
144:
141:
139:
136:
134:
131:
129:
126:
124:
121:
119:
116:
114:
111:
109:
108:Effectiveness
106:
104:
101:
99:
96:
94:
91:
89:
86:
84:
81:
79:
76:
74:
71:
69:
66:
64:
61:
59:
56:
54:
51:
49:
46:
45:
39:
38:
33:
30:
29:
28:
27:
24:
21:
20:
4190:
4176:
4159:
4154:
4146:
4141:
4133:
4128:
4120:
4115:
4107:
4102:
4094:
4089:
4081:
4076:
4068:
4063:
4055:
4050:
4042:
4037:
4029:
4024:
4016:
4011:
4001:
3993:
3988:
3980:
3975:
3967:
3962:
3954:
3949:
3941:
3936:
3928:
3923:
3914:
3906:
3901:
3893:
3888:
3880:
3875:
3866:
3858:
3853:
3845:
3840:
3832:
3827:
3819:
3814:
3803:
3798:
3790:
3785:
3777:
3768:
3760:
3755:
3747:
3742:
3734:
3729:
3721:
3716:
3708:
3703:
3695:
3690:
3682:
3677:
3669:
3664:
3655:
3643:
3639:
3627:
3623:
3615:
3610:
3602:
3597:
3589:
3584:
3576:
3571:
3563:
3558:
3550:
3545:
3537:
3528:
3520:
3515:
3507:
3502:
3494:
3489:
3454:
3450:
3440:
3432:
3427:
3419:
3414:
3406:
3401:
3393:
3388:
3380:
3375:
3367:
3362:
3354:
3349:
3341:
3336:
3328:
3323:
3315:
3310:
3302:
3297:
3288:
3282:
3273:
3267:
3259:
3254:
3246:
3241:
3233:
3228:
3220:
3216:
3211:
3203:
3198:
3190:
3186:
3181:
3173:
3168:
3160:
3159:Cowell, D.,
3155:
3147:
3142:
3134:
3129:
3121:
3116:
3108:
3103:
3095:
3090:
3081:
3075:
3067:
3066:Kotler, P.,
3062:
3054:
3049:
3040:
3032:
3027:
3019:
3014:
3006:
3000:
2992:
2976:
2971:
2963:
2947:
2938:
2930:
2925:
2917:
2913:
2908:
2900:
2895:
2887:
2878:
2870:
2865:
2857:
2848:
2840:
2835:
2827:
2822:
2814:
2809:
2801:
2796:
2788:
2783:
2775:
2759:
2754:
2746:
2741:
2733:
2728:
2720:
2715:
2706:
2698:
2693:
2680:
2672:
2667:
2659:
2654:
2646:
2641:
2633:
2628:
2620:
2615:
2607:
2602:
2594:
2593:Mill, J.S.,
2589:
2581:
2576:
2568:
2563:
2555:
2550:
2542:
2537:
2455:
2454:
2449:
2448:
2443:
2442:
2439:
2435:
2420:
2414:
2408:
2397:
2396:
2392:
2378:
2377:
2372:
2371:
2360:
2351:
2350:
2345:
2344:
2333:
2324:
2323:
2318:
2317:
2306:
2297:
2296:
2291:
2290:
2279:
2270:
2269:
2264:
2263:
2252:
2227:
2215:
2209:
2203:
2197:
2186:
2185:
2176:
2174:
2152:
2146:
2140:
2135:
2125:
2122:
2118:
2103:
2097:
2089:
2084:
2063:
2052:
2039:
2035:
2031:
2027:
2023:
2019:
2015:
2011:
2009:
1985:
1982:
1976:
1974:
1968:
1963:
1961:
1940:
1937:
1931:
1925:
1919:
1913:
1899:
1894:
1890:
1888:
1883:
1879:
1876:
1870:
1868:
1845:
1836:
1830:
1822:
1809:
1799:
1795:
1793:
1778:
1770:
1762:
1750:
1743:
1741:
1736:
1732:
1728:
1726:
1717:
1713:
1704:
1701:environment.
1689:
1685:
1683:
1674:
1659:
1651:
1643:
1637:
1628:
1617:Servicescape
1605:
1599:
1591:
1586:
1581:
1579:
1565:
1557:
1549:
1543:
1539:
1517:
1495:
1489:
1483:
1469:
1459:
1455:
1451:
1447:
1443:
1439:
1435:
1433:
1409:
1371:High or low
1366:
1361:
1357:social price
1356:
1354:
1347:
1332:
1325:
1318:
1308:
1303:
1294:
1288:
1280:
1276:
1268:
1260:
1255:
1238:
1233:
1229:
1226:
1208:
1204:
1200:
1196:
1187:
1184:
1161:
1157:
1149:
1141:
1133:
1125:
1112:
1103:
1098:Shape demand
1097:
1091:
1084:
1080:
1076:
1070:
1066:
1060:
1054:
1041:
1035:
1029:
1023:
1017:
1011:
1005:
1000:
988:
981:
972:
963:
957:
951:
943:
938:
933:
931:
920:
911:
902:
893:
888:
874:
871:
867:
861:
855:
846:
841:
830:
807:
801:
793:
786:Search goods
785:
771:
766:
763:high contact
762:
759:
731:
722:
707:
695:
684:
679:
676:
648:
644:
615:
603:
592:
587:
582:
573:
553:
539:
523:
519:
473:
460:
459:
123:Segmentation
48:Distribution
42:Key concepts
3163:, pp 147-60
2645:Jones, B.,
2567:Smith, A.,
2253:Reliability
2241:Definition
2181:Parasuraman
2090:Deep acting
2040:performance
1884:bottlenecks
1880:fail points
1796:affiliation
1763:Stay longer
1460:performance
1396:Loss leader
1142:Snake Queue
862:Consequence
856:Uncertainty
767:low contact
748:Search good
723:Variability
500:health care
216:Franchising
191:Advertising
158:Attribution
83:Co-creation
4220:Categories
3172:Fine, S.,
2942:Ross, I.,
2632:Bell, D.,
2529:References
2430:See also:
2238:Dimension
2187:SQ = P − E
2177:gaps model
2161:See also:
2113:See also:
2032:back-stage
1996:See also:
1952:See also:
1895:Divergence
1891:Complexity
1855:See also:
1800:commitment
1686:impression
1615:See also:
1527:See also:
1512:See also:
1175:See also:
985:umbrellas.
817:See also:
746:See also:
584:Adam Smith
502:services,
498:services,
496:car rental
478:(B2C) and
374:Web banner
261:Propaganda
68:Activation
32:Management
3471:1479-1803
2688:, , 2007
2307:Tangibles
2280:Assurance
1592:High load
1502:semiotics
1425:Promotion
1315:decision.
1205:promotion
1192:marketing
1088:patterns.
897:settings.
737:Framework
657:aircraft)
516:promotion
465:marketing
334:New media
266:Publicity
118:Promotion
103:Dominance
23:Marketing
3276:: 47–51.
2523:SERVQUAL
2462:See also
2163:SERVQUAL
2024:costumes
2020:audience
1988:people.
1744:approach
1729:approach
1600:Low load
1456:eight Ps
1440:eight Ps
1436:seven Ps
1329:invoice.
661:surgery)
530:consumer
512:seven Ps
469:services
391:Research
246:Premiums
201:Branding
128:Strategy
3628:AdBrief
3480:7474324
2886:, in:
2334:Empathy
1871:visible
1444:process
1398:pricing
1313:pricing
1244:Product
1197:product
1188:four Ps
1171:Program
492:tourism
63:Service
53:Pricing
4183:
3644:AdNews
3477:
3469:
2403:where;
2398:SQ = P
2036:scenes
2016:actors
2004:, and
1964:people
1948:People
1454:. The
1448:people
1207:, and
1163:Triage
754:, and
702:error.
668:access
251:Prizes
113:Ethics
58:Retail
4006:37-40
3776:, in
2946:, in
2856:, in
2571:,1776
2192:where
2075:like)
2028:stage
1986:right
1733:avoid
1406:Place
1300:Price
1209:place
1201:price
221:Label
4181:ISBN
3467:ISSN
1969:face
1962:The
1956:and
1941:race
1882:and
1731:and
1671:use.
1232:and
1179:and
835:and
540:The
3475:PMC
3459:doi
1739:).
1438:or
1083:or
4222::
3646:,
3630:,
3536:,
3473:.
3465:.
3455:27
3453:.
3449:.
2984:^
2955:^
2767:^
2409:SQ
2368:4
2341:5
2314:4
2287:5
2260:5
2198:SQ
2042:.
2000:,
1500:;
1450:,
1446:,
1364:.
1211:.
1203:,
1199:,
1079:–
844:.
750:,
486:,
3483:.
3461::
2415:P
2210:E
2204:P
441:e
434:t
427:v
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