Additional Information
Book Details
Abstract
Services Marketing: Managing the Service Value Chain 1st edition argues that all service management efforts are aimed to enhance value in order to improve the bottom line. Written from a European perspective, the book demonstrates that through strategic orientation and innovation, the firm and shareholder will reap the benefits.
Geared towards final year marketing students, the book is also useful for postgraduate students and for practitioners who work, or wish to specialise in the area of services management and marketing.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Services Marketing | i | ||
| Contents | v | ||
| List of figures | xi | ||
| List of tables | xv | ||
| Preface | xvi | ||
| Guided tour | xx | ||
| Publisher’s acknowledgements | xxii | ||
| Part 1 Basic concept: The Service Value Chain | 2 | ||
| Managing the service process by the Service Value Chain | 5 | ||
| It’s all about value | 7 | ||
| Services are processes | 13 | ||
| The Service Value Chain | 16 | ||
| Summary | 22 | ||
| Case study: Creating value at Ritz-Carlton | 27 | ||
| Value creation by services marketing: Service Value Chain and Service Profit Chain | 31 | ||
| Integrating the Service Value Chain and the Service Profit Chain | 33 | ||
| Customer value | 36 | ||
| Value-driving customer behaviours | 44 | ||
| How customers evaluate services | 48 | ||
| Value contribution of the Service Value Chain | 57 | ||
| Summary | 58 | ||
| Case study: The service profit chain at a UK Grocery Store | 61 | ||
| Case Study: The Service Profit Chain At Canadian Imperial bank of Commerce (Cibc) | 64 | ||
| Part 2 Primary value processes: Managinginteractions and relationships | 68 | ||
| The customer interaction process: Managing customer integration, the service encounter and service recovery | 71 | ||
| Value creation by service interactions | 73 | ||
| Customer integration | 74 | ||
| Producing a service in the service encounter | 76 | ||
| Service recovery | 91 | ||
| Summary | 102 | ||
| Case Study: Fujitsu Consulting: Mobile Operators creating Value by Service Interactions | 106 | ||
| The customer relationship process: Managing customer acquisition, retention and recovery | 109 | ||
| Value contribution of customer relationships | 110 | ||
| Understanding customer relationships | 113 | ||
| Understanding and managing relational behaviours | 118 | ||
| Relationship quality: Customer perceptions of their relationships to service providers | 136 | ||
| Summary | 139 | ||
| Case Study: Tesco’s Clubcard | 142 | ||
| Part 3 Secondary value processes: Creating service value | 144 | ||
| Defining the benefit part of service value: The service product | 147 | ||
| Value contribution of the service product | 148 | ||
| Elements of the service product | 151 | ||
| Decisions regarding the service product | 167 | ||
| Summary | 185 | ||
| Case Study: Recreational Equipment (Rei): The Greatest Shop In The World | 188 | ||
| Defining the cost part of service value: Service pricing | 191 | ||
| Value contribution of pricing | 192 | ||
| Determining service price | 194 | ||
| Strategic options of price discrimination | 208 | ||
| Summary | 220 | ||
| Case Study: Restructuring The Pricing Strategyof An Australian Football Club | 224 | ||
| Delivering service value: Managing service delivery | 226 | ||
| Value contribution of service delivery | 227 | ||
| Place of service delivery | 228 | ||
| Timing of service delivery | 241 | ||
| Channels of service distribution and delivery | 246 | ||
| Summary | 260 | ||
| Case Study: Multi-Channelling Atmövenpick Wein Corporation | 263 | ||
| Communicating service value: Service communications and branding | 267 | ||
| Value contribution of branding and communications | 268 | ||
| Interactional, relational and brand communications | 270 | ||
| Service branding and communications | 275 | ||
| Instruments of service communications | 283 | ||
| Integrated communications | 293 | ||
| Summary | 296 | ||
| Case Study: Virgin Mobile: Growth Through Brandingand Communications In a Saturated Market | 299 | ||
| Part 4 Secondary value processes: Managing service resources for value | 302 | ||
| Managing employees, tangibles andtechnology for value | 304 | ||
| Managing the behaviour of service employees | 306 | ||
| Managing the tangibles of a service | 319 | ||
| Managing service technology | 324 | ||
| Summary | 334 | ||
| Case Study: Service Orientation Throughemployee Commitment At Novotel London | 337 | ||
| Case Study: British Airways: Improving Value through Self-Service Kiosks | 340 | ||
| Service capacity management | 343 | ||
| Value contribution of capacity management | 345 | ||
| Gaps between service demand and capacity | 347 | ||
| Determinants of service capacity management | 349 | ||
| Options for managing service capacity | 351 | ||
| Summary | 368 | ||
| Case Study: Capacity Adjustments At Mcdonald’s | 371 | ||
| Part 5 The external and internal environment of value-oriented services marketing | 376 | ||
| Services marketing and the markets: Market strategies, international services marketing, service networks and service outsourcing | 379 | ||
| Market segment strategies | 381 | ||
| Market development through international services marketing | 383 | ||
| Strategies regarding other providers | 392 | ||
| Service outsourcing strategy | 392 | ||
| Service network strategy | 396 | ||
| Summary | 404 | ||
| Case Study: Ikea’s Globalisation Strategy | 407 | ||
| Case Study: Networking At Nexcom | 408 | ||
| Services marketing and the service firm:Implementing and controlling services marketing | 411 | ||
| Value contribution of services marketing implementationand control | 412 | ||
| Implementing services marketing: Adapting a service firm’s structure, systems and culture | 413 | ||
| Controlling services marketing: Assessing services marketing’s value drivers | 427 | ||
| Summary | 437 | ||
| Case Study: Value Drivers In the Airline Industry | 440 | ||
| Glossary | 442 | ||
| Bibliography | 449 | ||
| Index | 467 |