kotler mm 13e overheads 13 1
TRANSCRIPT
-
8/3/2019 Kotler MM 13e Overheads 13 1
1/21
Designing and
Managing Services
Marketing Management, 13thed
13
-
8/3/2019 Kotler MM 13e Overheads 13 1
2/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-2
Chapter Questions
Bagaimana kita mendefinisikan danmengklasifikasikan jasa,serta beda jasadan barang?
Bagaimana kita memasarkan jasa? Bagaimana kita dapat meningkatkan
kualitas jasa?
Bagaimana pemasar jasa menciptakanmerk yang kuat?
-
8/3/2019 Kotler MM 13e Overheads 13 1
3/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-3
Chapter Questions
Bagaimana pemasar barangmeningkatkan jasa/layanan dukunganpelanggan?
-
8/3/2019 Kotler MM 13e Overheads 13 1
4/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-4
Service Sectors
PemerintahSwasta
Nirlaba
ManufakturBisnis Retail
-
8/3/2019 Kotler MM 13e Overheads 13 1
5/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-5
Categories of Service Mix
Barang berwujud murni
Barang yang disertai jasa
Hybrid
Jasa yang disertai barang
Jasa Murni
-
8/3/2019 Kotler MM 13e Overheads 13 1
6/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-6
Figure 13.2 Continuum of Evaluationfor Different Types of Products
-
8/3/2019 Kotler MM 13e Overheads 13 1
7/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-7
Distinctive Characteristicsof Services
Intangibility
Inseparability
Variability
Perishability
-
8/3/2019 Kotler MM 13e Overheads 13 1
8/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-8
Physical Evidence and Presentation
Place
People
Equipment
Communication material
Symbols
Price
-
8/3/2019 Kotler MM 13e Overheads 13 1
9/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-9
How to Increase Quality Control
Invest in good hiring and
training procedures
Monitor customer satisfaction
Standardize the
service-performance process
-
8/3/2019 Kotler MM 13e Overheads 13 1
10/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-10
Matching Demand and Supply
Demand side
Differential pricing
Nonpeak demand
Complementaryservices
Reservation
systems
Supply side
Part-timeemployees
Peak-time efficiency
Increased consumerparticipation
Shared services
Facilities for futureexpansion
-
8/3/2019 Kotler MM 13e Overheads 13 1
11/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-11
Figure 13.3 A Blueprint forOvernight Hotel Stay
-
8/3/2019 Kotler MM 13e Overheads 13 1
12/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-12
Improving Service Quality
Listening
Reliability
Basic service
Service design
Recovery
Surprisingcustomers
Fair play
Teamwork
Employee research
Servant leadership
-
8/3/2019 Kotler MM 13e Overheads 13 1
13/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-13
Figure 13.4 Root Causesof Customer Failure
-
8/3/2019 Kotler MM 13e Overheads 13 1
14/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-14
Solutions to Customer Failures
Redesign processes and redefine customerroles to simplify service encounters
Incorporate the right technology to aid
employees and customers Create high-performance customers by
enhancing their role clarity, motivation, andability
Encourage customer citizenship wherecustomers help customers
-
8/3/2019 Kotler MM 13e Overheads 13 1
15/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-15
Figure 13.5 Three Types of Marketingin Service Industries
-
8/3/2019 Kotler MM 13e Overheads 13 1
16/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-16
Figure 13.6 Service-Quality Model
-
8/3/2019 Kotler MM 13e Overheads 13 1
17/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-17
Gaps that Cause UnsuccessfulService Delivery
Gap between consumer expectation andmanagement perception
Gap between management perception and
service-quality specifications Gap between service-quality specifications
and service delivery
Gap between service delivery and external
communications Gap between perceived service and
expected service
-
8/3/2019 Kotler MM 13e Overheads 13 1
18/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-18
Determinants of Service Quality
Reliability
Responsiveness
Assurance
Empathy
Tangibles
-
8/3/2019 Kotler MM 13e Overheads 13 1
19/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-19
Figure 13.7 Importance-PerformanceAnalysis
-
8/3/2019 Kotler MM 13e Overheads 13 1
20/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-20
Developing Brand Strategiesfor Services
Choosing
Brand Elements
Establishing Image
Dimensions
Devising Branding
Strategy
-
8/3/2019 Kotler MM 13e Overheads 13 1
21/21
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13-21
Customer Worries
Failurefrequency
Downtime
Out-of-pocket costs