Upload
arun-gupta
View
70
Download
7
Embed Size (px)
Citation preview
7 P’S OF SERVICE MARKETING
PROCESS
PROCESSES
07/04/23Faculty of Management Studies, MBA(MS)
3
One of the 7Ps of Service marketing
Services are processes which are marketed Airline markets the process of transportation Restaurant markets process of meal
preparation & presentation
IMPORTANCE OF SERVICE PROCESS
07/04/23Faculty of Management Studies, MBA(MS)
4
Goods - manufacturing takes place in factories in the absence of customers
Process within the factories are in the domain of operations and customer doesn’t come in contact with them
Services - customer is part of processes One bad process leads to bad service experience
SERVICE PROCESS
07/04/23Faculty of Management Studies, MBA(MS)
5
Service experience - passing through a series of predetermined stages involving activity/interaction
Air service - ticket booking ,check-in, security check, boarding, being seated in plane, meal service, collection of luggage etc.
Goods are differentiated on the basis of their attributes.
Service firms use processes to create differentiation in their service products. Air Deccan’s no frill service Jet Airways high class service
07/04/23Faculty of Management Studies, MBA(MS)
6
Visible services - check-in, security check & physical transfer of passengers to the airplane
Invisible services - refreshment procurement process, aircraft preparation service
People processing processes - security check Information processing processes - Ticket
booking Material processing - luggage transfer, meal
service
PROCESS ANALYSISUNDERSTANDING SERVICE PROCESS
VARIETY IN PROCESS
07/04/23Faculty of Management Studies, MBA(MS)
8
Specifies whether the process has a standardized or flexible sequence of events
Has implications on cost, complexity and flexibility
Runner
07/04/23Faculty of Management Studies, MBA(MS)
9
Standardized operation
Found in high volume operations
Lead to tight process control and automation
Allows high efficiency
Mass Service
EXAMPLE OF TRAIN RESERVATION SYSTEM
07/04/23Faculty of Management Studies, MBA(MS)
10
Repeaters
07/04/23Faculty of Management Studies, MBA(MS)
11
Complex and occur less frequently
Result of expansion of services
Handles variety
Require process adjustment in an existing runner setup
Service Shop
EXAMPLE OF LUXURY HOTEL
07/04/23Faculty of Management Studies, MBA(MS)
12
Strangers
07/04/23Faculty of Management Studies, MBA(MS)
13
Non-standardized process
Difficult to forecast demand and resource requirements
Occur least frequently
Added during addition of new services
Professional Service
Different process types are appropriate for different Volume-Variety combinations
VolumeLow High
Var
iety
Lo
wH
igh
Strangers
Repeaters
Runners
Service process types
07/04/23Faculty of Management Studies, MBA(MS)
14
Deviating from the ‘natural’ diagonal on the product-process matrix has consequences for
cost and flexibility
Professionalservice
ServiceShop
Massservice
None
None
Less process flexibility
than is needed so less cost
More process flexibility
than is needed so high cost
The ‘natural’ line of fit of process to volume/variety characteristics
Service operations process types
Variety
Volume
07/04/23Faculty of Management Studies, MBA(MS)
15
THE SERVICE PROCESS MATRIX
07/04/23Faculty of Management Studies, MBA(MS)
16
Low volumeLow
standardization
INCREASING VARIETY
Low volumeMultiple Services
Higher volumeFew major Services
High volumeHigh
standardization
SERVICE CHARACTERISTICS
INCREASING VOLUME
Customer service branch
Investment banking
Bank call centre
Credit card processing
Jumbled flow
(job-shop)
Disconnected line flow(batch)
Connected line flow(mass)
Smooth flow (Continuous)P
RO
CE
SS
CH
AR
AC
TE
RIS
TIC
S
Random flow
(project)
VALUE ADDITION IN PROCESS
07/04/23Faculty of Management Studies, MBA(MS)
17
Identifying which part of the process is most important to customer
Subjective as based on the context of service
Segregation of frontline and backroom process
TASK ALLOCATION
07/04/23Faculty of Management Studies, MBA(MS)
18
Depends on the value focus of the service process
Varies depending on the service concept
SERVICE PROCESS DESIGN
INTEGRATING MARKETING WITH OPERATIONS
INTEGRATING MARKETING WITH OPERATIONS
07/04/23Faculty of Management Studies, MBA(MS)
20
Service process needs to be designed with the customers in mind
Along with what is delivered, how it is delivered too has relevance
Poorly designed service may lead to poorly perceived quality
Operations led service design considerations often ignore customers
PROCESS DESIGN IN SERVICES
07/04/23Faculty of Management Studies, MBA(MS)
21
Marketing and operations must communicate and collaborate in process design
Operations tend to focus on the needs of the providers
Customer-centric processes create a satisfied customer
A service system uses materials, equipments, people and information
DECISIONS IN SERVICE PROCESS PLANNING
07/04/23Faculty of Management Studies, MBA(MS)
22
• Primary Technology• Conversion Process• Specific Equipments• Process Flow• People• Service Location• Facility Layout• Organizational Culture
PROCESS TYPES IN SERVICE OPERATIONS
07/04/23Faculty of Management Studies, MBA(MS)
23
SERVICE-PROCESS MATRIX
07/04/23Faculty of Management Studies, MBA(MS)
24
Services differ with respect to their products and character
Opportunity to transfer managerial know-how and skills between services
Common set of problems demand similar responses
Two dimensional matrix by Roger Schmenner
07/04/23Faculty of Management Studies, MBA(MS)
25
Low High
Service Factory Service Shop
Airlines Hospital Trucking Auto repair Hotels Other repair services Resorts/ recreation
Mass Service Professional Service Retailing Physicians Wholesaling Lawyers Schools Accountants Retail banking Architects
Degre
e o
f La
bor
Inte
nsi
ty
Degree of Interaction and Customization
Low
Hig
h
SERVICE-PROCESS MATRIX: CHALLENGES
.
Low Labor Intensity Challenges:
•Capital Decisions •Keeping up with Technology •Managing Demand •Scheduling service delivery
Low Interaction/ Customization Challenges:
•Differentiating in market•Making service “warm”•Managing physical surroundings•Developing operating procedures
High Labor Intensity Challenges:
•Hiring workers•Training workers•Developing methods and controls•Assuring employee welfare•Controlling distant operations•Starting new units•Managing growth
High Interaction/ Customization
Challenges:
•Managing costs•Maintaining quality•Reacting to customers in process•Managing people in process•Gaining employee loyalty
Service FactoryLow labor, low
interaction/customization
Service ShopLow labor, high
Interaction/customization
Mass ServiceHigh labor, low
interaction/customization
Professional ServiceHigh labor, high
interaction/customization
07/04/23Faculty of Management Studies, MBA(MS)26
CASE STUDY: MUMBAI DABBAWALAS
Bombay Dabbalawas: An Overview
07/04/23Faculty of Management Studies, MBA(MS)
28
Dabbawalas: An Overview
Standard Operating Procedures
07/04/23Faculty of Management Studies, MBA(MS)
29
• Collect, Transport and Distribute• 5000 Dabbawalahs: 30 customers/Dabbawalah• Zoning System approach• Each zone served by a team of 20-25
dabbawala• Team leader, Mukadam• Self administered work units with common
agenda• 3 hierarchies: 5000 workers, 800 mukadams
and a small number in Executive committee
The System: Secrets of Success
07/04/23Faculty of Management Studies, MBA(MS)
30
Committed Workforce Strong social bond Extensive railway system Coding System
The System: How it operates?
07/04/23Faculty of Management Studies, MBA(MS)
31
THANK YOU