Service Marketing

Front 1

Act, a process and a performance. For example, activities such as accounting, banking and hairdressing can be recognized as being predominantly service-based.

Back 1

Services

Front 2

Answering questions, handling complaints, dealing with queries, taking orders, the provision of maintenance and repairs and other after sales services.

Back 2

Customer Service

Front 3

Perceived value of the offering to the buyer is determined more by the service rendered than the product offered.

Back 3

Service Business

Front 4

That is the entire business or not-for-profit structure that resides within the service sector. For example, a restaurant, an insurance company, a charity.

Back 4

Service as an organization

Front 5

That is, the commercial outputs of a service organization such as a bank account, an insurance policy or a holiday.

Back 5

Service as the core products

Front 6

That is any peripheral activity designed to enhance the delivery of a core product.For example, provision of a courtesy car,complimentary coffee at the hairdressers.

Back 6

Service as product augmentation

Front 7

That is, any product or customer-oriented activity that takes place after the point of delivery. For example monitoring activities, a repair service, up-dating facilities.

Back 7

Service as product support

Front 8

That is service as an mode of behavior such as helping out, giving advice.

Back 8

Service as an act

Front 9

The characteristics of services wich states the quality of the service may vary depending on who provides it, as well as when and how it is provided.

Back 9

Variability

Front 10

Services are first sold, then produced and consumed simultaneously.

Back 10

Inseparability

Front 11

Services cannot be stored for later sales or use. As services are performances they cannot be stored.

Back 11

Perishability

Front 12

The appearance and behavior of service personnel.

Back 12

People

Front 13

Everything from the appearance, design, layout of the service setting, to brochures, signage, equipment (the ‘tangibilizing’ of the intangible)

Back 13

Physical Evidence

Front 14

How the service is delivered, the actual procedures and flow of activities.

Back 14

Process

Front 15

The place where the service is delivered. The larger and longer the interface, the more visible the service is.

Back 15

Factory

Front 16

Usually formed prior to usage of a service but may also occur where a customer is actively involved in the delivery of a service.

Back 16

Expectations

Front 17

Can also develop during a service, but invariably materialize after usage.

Back 17

Perceptions

Front 18

Additional benefits of a service. It is usually in the form of further services and these are also referred to as supplementary, peripheral and facilitating.

Back 18

Augmented Element

Front 19

The process by which the principles of the fast food restaurant are coming to dominate more and more sectors of American society as well as the rest of the world.

Back 19

McDonaldization

Front 20

Is regarded as the optimum method for getting from one point to another.

Back 20

Efficieny

Front 21

Emphasizes calculating, counting, quantifying a service, e.g. how much time should a doctor spen

Back 21

Calculability

Front 22

Means order, certainty, or knowing what to expect.

Back 22

Predictability

Front 23

Is exerted through the substitution of non-humans for human technology.

Back 23

Control

Front 24

To deprive (someone or something) of human qualities, personality, or dignity; to inhuman or degrading conditions or treatment.

Back 24

Dehumanized

Front 25

To deprive of the sense of personal identity.

Back 25

Depersonalized

Front 26

Is referred to as ‘employees’ perceptions of the events, practice and procedures as well as their perceptions of the behaviors that are rewarded, supported, and expected’.

Back 26

Climate

Front 27

Is often a sign of insecurity, irresponsibility and unhappiness.

Back 27

Defensive Behavior

Front 28

Action is often avoided by resorting to a strict interpretation of one’s responsibility.

Back 28

Over - conforming

Front 29

Responsibility for doing something is passed to someone else.

Back 29

Passing the buck

Front 30

An unwanted task is avoided by falsely pleading ignorance or inability.

Back 30

Playing dumb

Front 31

Unwanted demands from clients or subordinates are avoided by treating them as objects or numbers rather than people.

Back 31

Depersonalizing

Front 32

This term was coined to describe the practice of rigorously documenting activity or fabricating documents to project an image of competence and thoroughness. It is widely referred to as ‘covering yourass’.

Back 32

Buffing

Front 33

Situations that may reflect unfavorably on a person are avoided.

Back 33

Playing Safe

Front 34

Responsibility for a certain event is minimized by acknowledging partial responsibility and including some expression of remorse.

Back 34

Justifying

Front 35

Blame is deflected to others.

Back 35

Scapegoating

Front 36

Plan or drawing produced to show the look and function or workings of a building, garment or other object before it is built or made.

Back 36

Design

Front 37

Is the percentage of time the customer must be in the system relative to the total time it takes to serve him/her.

Back 37

Extent of Contract

Front 38

To the physical presence of the customer in the system.

Back 38

Customer contact time

Front 39

To the work process entailed in providing the service.

Back 39

Service creation time

Front 40

Refers to the service organization’s incomplete knowledge of what the customer is going to bring to the service and how he or she is likely to behave.

Back 40

Input Certainty

Front 41

Refers to the uniqueness of customer demands.

Back 41

Diversity of Demand

Front 42

Refers to different patterns with respect to division of service work and customizationversus standardization of standard actions and interdependencies.

Back 42

Interdependencies

Front 43

A flowchart of the service process. It is a map in which all the elements or activities, their sequencing and interaction, can bevisualized.

Back 43

Service Blueprint

Front 44

A way of reasoning or a perspective.

Back 44

Logic

Front 45

Is the underlying rationale that drives customers’ behavior, based on their needs and wants. It will be evident in what customers expect of the service and how it might compare with other services.

Back 45

Customer Logic

Front 46

Is seen as the ‘engine’ of the service operation. It is essentially concerned with the way things are done dictated largely by organization policy, rules and regulations.

Back 46

Technical Logic

Front 47

Is the underlying rationale that drives employee behavior. It will be evident in employees’ perception of working conditions, working methods, organization of work and role clarity.

Back 47

Employee Logic

Front 48

A customer-dominated design in which they serve themselves after service employees have provided the goods and facilities needed for self-service. It is a standardized service in which the front and back office can be decoupled to allow for efficient delivery of service.

Back 48

Sequential standardized service design

Front 49

Joint participation of the parties ‘ in which the output of each becomes the input for the others’. The service is produced largely on the basis of significant interactions between front-office employees and customers.

Back 49

Reciprocal service design

Front 50

The bulk of the work here is performed by the service employees in a system of strong interdependence between back and front offices.

Back 50

Sequential customized service design

Front 51

Most of the work done by an efficient back office, largely decoupled from front-office disturbances. Customers do not interact extensively with service employees but engage in the sharing of resources that makes mass service possible.

Back 51

Pooled service design

Front 52

He identified three variables that can aid the design of service systems: type of customer contact.

Back 52

Wammerlöv

Front 53

“No customer contact” + “rigid process” +“goods”

Back 53

Manufacturing

Front 54

“Direct customer contact” + “interaction with service workers” + “fluid process” +“people/information”

Back 54

Pure service

Front 55

He suggested two elements that can be used to classify different kinds of service businesses

Back 55

Schmenner

Front 56

He gave prominence to the customer in a 2x2 matrix for service classification

Back 56

Maister and Lovelock

Front 57

He pointed to the diversity of the service sector, prompting the need for classification to make the management job possible.

Back 57

Haywood-Farmer

Front 58

He proposed a classification of services as either ‘equipment-based’ or ‘people-based’.

Back 58

Thomas