Lovelock_PPT_Chapter_02 PDF - Services Marketing 6/E

Chapter 2: Customer Behavior in Service Encounters Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 1  Overview Of Chapter 2 § How Differences among Services Affect Customer Behavior § Customer Decision Making: The Three Stage Model of...

Chapter 2: Customer Behavior in Service Encounters Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 1  Overview Of Chapter 2 § How Differences among Services Affect Customer Behavior § Customer Decision Making: The Three Stage Model of Service Consumption Ø Prepurchase Stage Ø Service Encounter Stage Ø Post-Encounter Stage Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 2  A Framework for Developing Effective Service Marketing Strategies Understanding Customer Needs, Decision Making, and Behavior in Service Encounters Chapter 2 Building the Service Model Part II: Chapters 3-7 Managing the Customer Interface Part III: Chapters 8-11 Implementing Profitable Service Strategies Part IV: Chapters 12-15 Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 3  A Framework for Developing Effective Service Marketing Strategies Two Key Themes in Part I of the Services Marketing Strategy Framework: Differences among Services Affect Customer Behavior Three-Stage Model of Service Consumption Prepurchase Stage: Service Encounter Stage: Search, evaluation of Role in high-contact vs. alternatives, decision low-contact delivery Post-Encounter Stage: Evaluation against expectations, future intentions Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 4  How Differences among Services Affect Customer Behavior Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 5  Differences among Services Affect Customer Behavior § Consumers are rarely involved in the manufacture of goods but often participate in service creation and delivery § Challenge for service marketers is to understand how customers interact with service operations § Based on differences in nature of service act (tangible/intangible) and who or what is direct recipient of service (people/possessions), there are four categories of services: Ø People processing Ø Possession processing Ø Mental stimulus processing Ø Information processing Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 6  Four Categories Of Services (Fig 2.1) Who or What Is the Direct Recipient of the Service? Nature of the Service Act People Possessions Tangible Actions People processing Possession processing (services directed at (services directed at people’s bodies): physical possessions): § Barbers § Refueling § Health care § Disposal/recycling Intangible Actions Mental stimulus Information processing processing (services directed at (services directed at intangible assets): people’s minds): § Education § Accounting § Advertising/PR § Banking Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 7  Four Categories Of Services People Processing § Customers must: Ø Physically enter the service factory Ø Co-operate actively with the service operation § Managers should think about process and output from customer’s perspective Ø To identify benefits created and non-financial costs: ― Time, mental, physical effort Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 8  Possession Processing Possession Processing § Customers are less physically involved compared to people processing services § Involvement is limited § Production and consumption are separable Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 9  Mental Stimulus Processing Mental Stimulus Processing § Ethical standards required when customers who depend on such services can potentially be manipulated by suppliers § Physical presence of recipients not required § Core content of services is information-based Ø Can be “inventoried” Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 10  Information Processing Information Processing § Information is the most intangible form of service output § But may be transformed into enduring forms of service output § Line between information processing and mental stimulus processing may be blurred. Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 11  Customer Decision Making: Three-Stage Model of Service Consumption Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 12  The Purchase Process for Services Prepurchase Stage Service Encounter Stage Post-Encounter Stage Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 13  Prepurchase Stage Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 14  Prepurchase Stage: Overview § Customers seek solutions to Prepurchase Stage aroused needs § Evaluating a service may be difficult § Uncertainty about outcomes increases perceived risk Service Encounter Stage § What risk reduction strategies can service suppliers develop? § Understanding customers’ service expectations § Components of customer Post-Encounter Stage expectations § Making a service purchase decision Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 15  Customers Seek Solutions to Aroused Needs § People buy goods and services to meet specific needs/wants § External sources may stimulate the awareness of a need § Companies may seek opportunities by monitoring consumer attitudes and behavior Figure 2.4 Prudential Financial’s advertising stimulates thinking about retirement needs Courtesy of Masterfile Corporation Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 16  Evaluating a Service May Be Difficult § Search attributes help customers evaluate a product before purchase Ø Style, color, texture, taste, sound § Experience attributes cannot be evaluated before purchase—must “experience” product to know it Ø Vacations, sporting events, medical procedures § Credence attributes are product characteristics that customers find impossible to evaluate confidently even after purchase and consumption Ø Quality of repair and maintenance work Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 17  How Product Attributes Affect Ease of Evaluation Most Goods Most Services Easy Difficult to evaluate to evaluate* Clothing Restaurant meals Computer repair Chair Lawn fertilizer Education Motor vehicle Haircut Legal services Foods Entertainment Complex surgery High in search High in experience High in credence attributes attributes attributes *NOTE: Difficulty of evaluation tends to decrease with broad exposure Source: to a service category and frequency of use of a specific supplier Adapted from Zeithaml Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 18  Perceived Risks in Purchasing and Using Services § Functional—unsatisfactory performance outcomes § Financial—monetary loss, unexpected extra costs § Temporal—wasted time, delays leading to problems § Physical—personal injury, damage to possessions § Psychological—fears and negative emotions § Social—how others may think and react § Sensory—unwanted impact on any of five senses Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 19  How Might Consumers Handle Perceived Risk? § Seeking information from respected personal sources § Relying on a firm that has a good reputation § Looking for guarantees and warranties § Visiting service facilities or trying aspects of service before purchasing § Asking knowledgeable employees about competing services § Examining tangible cues or other physical evidence § Using the Internet to compare service offerings and search for independent reviews and ratings Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 20  Strategic Responses to Managing Customer Perceptions of Risk § Offer performance warranties, guarantees to protect against fears of monetary loss § For products where customers worry about performance, sensory risks: Ø Offer previews, free trials (provides experience) Ø Advertising (helps to visualize) § For products where customers perceive physical or psychological risks: Ø Institute visible safety procedures Ø Deliver automated messages about anticipated problems Ø Websites offering FAQs and more detailed background Ø Train staff members to be respectful and empathetic Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 21  AOL Offers Free Trial Software to Attract Prospective Customers (Fig 2.6) Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 22  Understanding Customers’ Service Expectations § Customers evaluate service quality by comparing what they expect against what they perceive Ø Situational and personal factors also considered § Expectations of good service vary from one business to another, and among differently positioned service providers in the same industry § Expectations change over time § Example: Service Perspectives 2.1 Ø Parents wish to participate in decisions relating to their children’s medical treatment for heart problems Ø Media coverage, education, the Internet has made this possible Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 23  Factors Influencing Customer Expectations of Service (Fig 2.8) Explicit & Implicit Personal Needs Service Promises Word-of-Mouth Desired Service Past Experience Beliefs about What Is Possible ZONE OF TOLERANCE Perceived Service Alterations Adequate Service Predicted Service Situational Factors Source: Adapted from Valarie A. Zeithaml, Leonard A. Berry, and A. Parasuraman, “The Nature and Determinants of Customer Expectations of Service,” Journal of the Academy of Marketing Science 21, no. 1 (1993): pp 1–12. Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 24  Components of Customer Expectations § Desired Service Level: Ø Wished-for level of service quality that customer believes can and should be delivered § Adequate Service Level: Ø Minimum acceptable level of service § Predicted Service Level: Ø Service level that customer believes firm will actually deliver § Zone of Tolerance: Ø Range within which customers are willing to accept variations in service delivery Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 25  Service Encounter Stage Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 26  Service Encounter Stage: Overview § Service encounters range from high- Prepurchase Stage to low-contact § Understanding the servuction system § Service marketing systems: high- contact and low-contact Service Encounter § Role and script theories Stage § Theater as a metaphor for service delivery: An integrative perspective § Implications for customer participation in service creation and delivery Post-Encounter Stage Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 27  Service Encounters Range from High-Contact to Low-Contact (Fig 2.9) Figure 2.9 Levels of Customer Contact with Service Organizations Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 28  Distinctions between High-Contact and Low-Contact Services § High-Contact Services Ø Customers visit service facility and remain throughout service delivery Ø Active contact between customers and service personnel Ø Includes most people-processing services § Low-Contact Services Ø Little or no physical contact with service personnel Ø Contact usually at arm’s length through electronic or physical distribution channels Ø New technologies (e.g. the Web) help reduce contact levels § Medium-Contact Services Lie in between These Two Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 29  The Servuction System: Service Production and Delivery § Service Operations (front stage and backstage) Ø Where inputs are processed and service elements created Ø Includes facilities, equipment, and personnel § Service Delivery (front stage) Ø Where “final assembly” of service elements takes place and service is delivered to customers Ø Includes customer interactions with operations and other customers § Service Marketing (front stage) Ø Includes service delivery (as above) and all other contacts between service firm and customers Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 30  Service Marketing System for a High-Contact Service (Fig 2.10) SERVICE MARKETING SYSTEM Service Delivery System Other Contact Points Other Advertising Service Operations System Customers Sales Calls Interior & Exterior Market Research Surveys Facilities Billing/Statements Technical The Equipment Misc. Mail, Phone Calls, Core Customer E-mails, Faxes, etc. Website Service People Random Exposure to Facilities/Vehicles Backstage Front Stage Other Chance Encounters with Service Personnel (invisible) (visible) Customers Word of Mouth Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 31  Service Marketing System for a Low-Contact Service (Fig 2.11) Service Operations SERVICE MARKETING SYSTEM System Service Delivery System Other Contact Points Mail Advertising Market Research Surveys Technical Self The Core Service Billing/Statements Equipment Customer Random Exposure Phone, to Facilities/Vehicles Fax, Web- site, etc. Word of Mouth Front Stage Backstage (visible) (invisible) Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 32  Theater as a Metaphor for Service Delivery “All the world’s a stage and all the men and women merely players. They have their exits and their entrances and each man in his time plays many parts” William Shakespeare As You Like It Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 33  Theatrical Metaphor: An Integrative Perspective § Service dramas unfold on a “stage”—settings may change as performance unfolds § Many service dramas are tightly scripted, others improvised § Front-stage personnel are like members of a cast § Like actors, employees have roles, may wear special costumes, speak required lines, behave in specific ways § Support comes from a backstage production team § Customers are the audience—depending on type of performance, may be passive or active participants Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 34  Implications of Customer Participation in Service Delivery § Greater need for information/training to help customers to perform well, get desired results § Customers should be given a realistic service preview in advance of service delivery, so they have a clear picture of their Figure 2.13: Tourists Appreciate Easy-to- Understand Instructions When Traveling expected role Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 35  Post-Encounter Stage Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 36  Post-Encounter Stage: Overview Prepurchase Stage § Evaluation of service performance Service Encounter Stage § Future intentions Post-Encounter Stage Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 37  Customer Satisfaction Is Central to the Marketing Concept § Satisfaction defined as attitude-like judgment following a service purchase or series of service interactions § Customers have expectations prior to consumption, observe service performance, compare it to expectations § Satisfaction judgments are based on this comparison Ø Positive disconfirmation if better than expected Ø Confirmation if same as expected Ø Negative disconfirmation if worse than expected § Satisfaction reflects perceived service quality, price/quality tradeoffs, personal and situational factors § Research shows links between customer satisfaction and a firm’s financial performance Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 38  Customer Delight: Going Beyond Satisfaction § Research shows that delight is a function of three components: Ø Unexpectedly high levels of performance Ø Arousal (e.g., surprise, excitement) Ø Positive affect (e.g., pleasure, joy, or happiness) § Is it possible for customers to be delighted by very mundane services? § Strategic links exist between customer satisfaction and corporate performance. § Getting feedback during service delivery help to boost customer loyalty § Progressive Insurance seeks to delight customers through exceptional customer service (Best Practice in Action 2.1) Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 39  Summary of Chapter 2: Customer Behavior in Service Encounters (1) § Four broad categories of services Ø People processing, possession processing, mental stimulus processing, information processing Ø Based on differences in nature of service act (tangible or intangible), and who or what is direct recipient of service (people or possessions) Ø Each poses distinctive service management challenges § Three-Stage Model of service consumption helps us to understand and better manage customer behavior Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 40  Summary of Chapter 2: Customer Behavior in Service Encounters (2) Prepurchase stage Ø Customers seek solutions to aroused needs Ø Evaluation alternatives are more difficult when a service involves experience and credence attributes Ø Customers face a variety of perceived risks in selecting, purchasing and using services Ø Steps taken to reduce customers’ risk perceptions, include: (1) guarantees and warranties, (2) previews of service and visits to service facilities, (3) employee training, (4) instituting visible safety procedures, (5) easy access to information, and (6) advance notice of problems or delays Ø Customer expectations of service range from “desired” to “adequate” with a zone of tolerance in between; if actual service is perceived as less than adequate, customers will be dissatisfied Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 41  Summary of Chapter 2: Customer Behavior in Service Encounters (3) § Service encounter stage Ø Service encounters range from high contact to low contact Ø Servuction system differs by level of contact: ― High-contact services: Most parts of operations, service delivery, and marketing systems are exposed to customers ― Low-contact services: Some parts of systems are invisible to customers Ø Role and script theories help us understand and manage customer behavior during encounters Ø Theatrical view of service delivery offers insights for design, stage- managing performances, and relationships with customer “audience” § Post-encounter stage Ø In evaluating service performance, customers can have expectations positively disconfirmed, confirmed, or negatively disconfirmed Ø Unexpectedly high levels of performance, arousal and positive affect are likely to lead to delight Slide © 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 2 - 42