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MARKETING MANAGEMENT KOTLER CHAPTER 13
Terms in this set (34)
is any act or performance one party can offer to another that is essentially intangible and does not result in the ownership of anything (p. 346)
Pure tangible good
the offer consists primarily of tangible goods such as soap, toothpaste, or salt. No services accompany the product (p.347)
the offering consists of equal parts of goods and services (p.347)
Tangible good with accompanying service
the offering consists of a tangible good accompanied by one or more services. Typically, the more technologically advanced the product, the greater need for a broad range of high-quality supporting services. (p.347)
Major service accompanying minor goods and services
the offering consists of a major service along with additional services or supporting goods (p.347)
the offering consists primarily of a service. Examples include babysitting, psychotherapy, and massage
services cannot be seen, tasted, felt, heard or smelled before they are bought (p.349)
physical goods are manufactured, then inventoried, then distributed, and later consumed, services are typically produced and consumed simultaneously
to reassure customers, some firms offer service guarantees that may reduce consumer perception of risk.
services cannot be stored (p.351)
describes the normal work of preparing, pricing, distributing and promoting the service to customers.(p.356)
describes the training and motivating employees to serve customers well.
describes the employees' skill in serving the client (p.358)
the strategy of selling the same product to different customers at different prices to shift some demand from peak to off-peak periods (p.352)
provide alternatives to waiting customers, such as cocktail lounges in restaurants and automated teller machines in banks.
the ability to perform the promised service dependably and accurately (p.353)
the willingness to help customers to provide prompt services (p.360)
the knowledge and courtesy of employees and their ability to convey confidence
the provision of caring individualized attention to customers.
the appearance of physical facilities, equipment, personnel and communication materials
service must deliver the basics and do what they are supposed to do—keep promises, use commons sense, listen to customers and be determined to deliver values to customers. (p.353)
develop holistic view of services while managing its many details
to satisfy customers who experienced service problems, service companies should encourage customers to complain, respond quickly, and personally develop a problem resolution system.
service companies must take special efforts to be fair and demonstrate fairness, to customers and employees
quality service comes from inspired leadership throughout the organization; from excellent system design; from the effective use of information and technology; and from a slow-to-change, invisible, all powerful internal force called corporate culture
firms have decided to raise fees and lower service to those customers who barely paved their way and to coddle big spenders to retain their patronage as long as possible
the reality is that customers do not merely purchase products and use services, they play an active role in the delivery of that service every step of the way. Their words and actions affect the quality of their service experiences and those of others and the productivity of frontline customers. (p.354)
customers form service expectations from many sources such as past experiences, word of mouth and advertising. Customers compare the perceived service with the expected service. (p.359)
the perceived fairness of the level of economic benefits derived from the service usage in relationship to the level of economic cost
top firms audit service performance, theirs' and competitors' on a regular basis. They collect voice of the customer measurement to probe customer satisfiers and dissatisfiers.
manufactures usually start by running their own parts and service departments.
choices are increasingly rapidly, however and equipment manufacturers increasingly must figure out how to make money on their equipment, independent of service contracts.
Part time employees
works, on average, less than 38 hours per week. usually works regular hours each week, can serve peak demand.
routines that can allow employees to perform only essential tasks during peak periods. Paramedics assist physicians during busy periods (p.386)
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