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DESIGNING AND MANAGING SERVICES | CHAPTER 13 371 USAA From its beginnings, USAA focused on selling auto insurance, and later other insurance products, to those with military service. It increased its share of each customer’s business by launching a consumer bank, issuing credit cards, opening a discount brokerage, and offering a selection of no-load mutual funds. Though it now conducts transactions for more than 150 products and services on the phone or online, USAA boasts one of the highest customer satisfaction ratings of any company in the United States. It was the first bank to allow iPhone deposits for its military customers, to routinely text balances to soldiers in the field, and to heavily discount customers’ car insurance when they are deployed overseas. A leader in virtually every customer service award or survey, the company inspired one industry expert to comment: “There is nobody on this earth who understands their customer better than USAA.” 64 By relentlessly focusing on its military customers, USAA has created extraordinary levels of customer satisfaction. Service outcome and customer loyalty are influenced by a host of variables. One study identified more than 800 critical behaviors that cause customers to switch services. 65 These behaviors fall into eight categories (see Table 13.3). A more recent study honed in on the service dimensions customers would most like companies to measure. As Table 13.4 shows, knowledgeable frontline workers and the ability to achieve one-call-and-done rose to the top. 66 Flawless service delivery is the ideal state for any service organization. “Marketing Memo: Recommendations for Improving Service Quality” offers a comprehensive set of guidelines to TABLE 13.3 Factors Leading to Customer Switching Behavior Pricing Response to Service Failure • High price • Negative response • Price increases • No response • Unfair pricing • Reluctant response • Deceptive pricing Competition Inconvenience • Found better service • Location/hours Ethical Problems • Wait for appointment • Cheat • Wait for service • Hard sell Core Service Failure • Unsafe • Service mistakes • Conflict of interest • Billing errors Involuntary Switching • Service catastrophe • Customer moved Service Encounter Failures • Provider closed • Uncaring • Impolite • Unresponsive • Unknowledgeable Source: Susan M. Keaveney, “Customer Switching Behavior in Service Industries: An Exploratory Study,” Journal of Marketing (April 1995), pp. 71–82. Reprinted with permission from Journal of Marketing, published by the American Marketing Association.
372 PART 5 SHAPING THE MARKET OFFERINGS TABLE 13.4 Dimensions of Service Customers Want Companies to Deliver Knowledgeable employees Address my needs on first contact Treat me like a valued customer 65% 64% 62% Demonstrates desire to meet my needs Can quickly access information Good value for the money Courteous employees Is a company/brand I can trust Treats me fairly 54% 49% 49% 45% 43% 38% Provides relevant/personalized service 31% 0% 10% 20% 30% 40% 50% 60% 70% Source: Convergys 2008 U.S. Customer Scorecard marketing Memo Pioneers in conducting academic service research, Berry, Parasuraman, and Zeithaml offer 10 lessons they maintain are essential for improving service quality across service industries. 1. Listening—Service providers should understand what customers really want through continuous learning about the expectations and perceptions of customers and noncustomers (for instance, by means of a service-quality information system). 2. Reliability—Reliability is the single most important dimension of service quality and must be a service priority. 3. Basic service—Service companies must deliver the basics and do what they are supposed to do—keep promises, use common sense, listen to customers, keep customers informed, and be determined to deliver value to customers. 4. Service design—Service providers should take a holistic view of the service while managing its many details. 5. Recovery—To satisfy customers who encounter a service problem, service companies should encourage customers to complain (and make it easy for them to do so), respond quickly and personally, and develop a problem-resolution system. Recommendations for Improving Service Quality 6. Surprising customers—Although reliability is the most important dimension in meeting customers’ service expectations, process dimensions such as assurance, responsiveness, and empathy are most important in exceeding customer expectations, for example, by surprising them with uncommon swiftness, grace, courtesy, competence, commitment, and understanding. 7. Fair play—Service companies must make special efforts to be fair, and to demonstrate fairness, to customers and employees. 8. Teamwork—Teamwork is what enables large organizations to deliver service with care and attentiveness by improving employee motivation and capabilities. 9. Employee research—Marketers should conduct research with employees to reveal why service problems occur and what companies must do to solve problems. 10. Servant leadership—Quality service comes from inspired leadership throughout the organization; from excellent service-system design; from the effective use of information and technology; and from a slow-to-change, invisible, all-powerful, internal force called corporate culture. Sources: Leonard L. Berry, A. Parasuraman, and Valarie A. Zeithaml, “Ten Lessons for Improving Service Quality,” MSI Reports Working Paper Series, No.03-001 (Cambridge, MA: Marketing Science Institute, 2003), pp. 61–82. See also, Leonard L. Berry’s books, On Great Service: A Framework for Action (New York: Free Press, 2006) and Discovering the Soul of Service (New York: Free Press, 1999), as well as his articles; Leonard L. Berry, Venkatesh Shankar, Janet Parish, Susan Cadwallader, and Thomas Dotzel, “Creating New Markets through Service Innovation,” Sloan Management Review (Winter 2006): 56–63; Leonard L. Berry, Stephan H. Haeckel, and Lewis P. Carbone, “How to Lead the Customer Experience,” Marketing Management (January–February 2003), pp. 18–23; and Leonard L. Berry, Kathleen Seiders, and Dhruv Grewal, “Understanding Service Convenience,” Journal of Marketing (July 2002), pp. 1–17.
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Marketing Management 14 PHILIP KOTL
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This book is dedicated to my wife a
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Kevin Lane Keller is widely recogni
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Contents Preface PART 1 CHAPTER 1 x
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Maximizing Customer Lifetime Value
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PART 5 Expanding Total Market Deman
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CHAPTER 16 Managing Retailing, Whol
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Managing the Development Process: C
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even part of the marketing vocabula
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• Interactive Elements—A wealth
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We are indebted to the following co
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Marketing Management
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Defining Marketing for the 21st Cen
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DEFINING MARKETING FOR THE 21ST CEN
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Developing Marketing Strategies and
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DEVELOPING MARKETING STRATEGIES AND
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Collecting Information and Forecast
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COLLECTING INFORMATION AND FORECAST
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Conducting Marketing Research Good
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CONDUCTING MARKETING RESEARCH | CHA
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Creating Long-term Loyalty Relation
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CREATING LONG-TERM LOYALTY RELATION
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Analyzing Consumer Markets The aim
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Analyzing Business Markets Business
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Identifying Market Segments and Tar
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IDENTIFYING MARKET SEGMENTS AND TAR
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Creating Brand Equity One of the mo
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CREATING BRAND EQUITY | CHAPTER 9 2
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Crafting the Brand Positioning No c
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Competitive Dynamics To be a long-t
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Managing Retailing, Wholesaling, an
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Designing and Managing Integrated M
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Managing Mass Communications: Adver
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MANAGING MASS COMMUNICATIONS | CHAP
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Managing Personal Communications: D
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MANAGING PERSONAL COMMUNICATIONS |
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Introducing New Market Offerings Ne
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INTRODUCING NEW MARKET OFFERINGS |
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Tapping into Global Markets With ev
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Managing a Holistic Marketing Organ
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MANAGING A HOLISTIC MARKETING ORGAN
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APPENDIX | CHAPTER 22 653 • Marke
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APPENDIX | CHAPTER 22 655 Step 1: I
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APPENDIX | CHAPTER 22 657 keeping a
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Appendix SONIC MARKETING PLAN AND E
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Targeted Segment Customer Need Corr
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Samsung Galaxy S - Captivate Apple
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in February. Also, we will create b
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Chapter 4 Your next task is to cons
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• As a start-up company, what com
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Chapter 20 Knowing that the smart p
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Endnotes Chapter 1 1. Michael Learm
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Harvard Business School Press, 2004
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30. Queena Sook Kim, “Fisher-Pric
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Tabor, “Contributing Factors; Sev
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29. For an empirical comparison of
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75. Michael D. Johnson, and Fred Se
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Perspectives in Consumer Behavior (
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Theory and Measurement (New York: J
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25. Piet Levy, “Reeling in the Hu
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Chapter 8 1. Jonathan Schneider,
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57. Jerry Harkavy, “Colgate Buyin
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in-depth examination of how brand n
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79. John Milewicz and Paul Herbig,
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22. Kerry Capell, “Thinking Simpl
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29. Theodore Levitt, “Innovative
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Chapter 12 1. John Frank, “Beep!
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Room for Growth in Printer Market,
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23. W. Earl Sasser, “Match Supply
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Jaishankar Ganesh, Mark J. Arnold,
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Cosmetics,” Journal of Economic P
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72. For an interesting discussion o
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29. “Nike Says No to Blue-Light S
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80. Susan Fournier and Lara Lee,
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43. Ben Paynter, “Happy Hour,”
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22. Michael R. Solomon, Consumer Be
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Tribune, May 12, 2007; Avery Johnso
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Split Cable T.V. Advertising Experi
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29. Julia Angwin and Tom McGinty,
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Marketing?” Marketing NPV 3 (2006
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9. Stefan Wuyts, Shantanu Dutta, an
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Innovations,” Journal of Marketin
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89. Jordan Robertson, “How Nike G
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41. For some research method issues
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Global Strategies: A Contingency Mo
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Takes on Coffee Giants Cup by Cup,
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Metrics: 50+ Metrics Every Executiv
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Glossary A activity-based cost (ABC
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customer lifetime value (CLV) the n
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J jobbers small-scale wholesalers w
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personal communications channels tw
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target market the part of the quali
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Image Credits Chapter 1 page 2: New
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Free; page 619: Lou Linwei/Alamy Im
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Index Name Aaker, David A., 203 Aak
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McCausland, Tom, 7 McDonald, Bob, 6
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Andersen Consulting, 208, 209 Andro
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Disney Channel, 44, 178, 179 Disney
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IKEA, 5, 35, 37, 83, 179-80, 219, 2
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Nordstrom Rack, 148 North American
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StubHub, 73, 74, 412 Suave, 306 Sub
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African Americans, 77, 224 Age in d
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Channel integration and systems, 41
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Customer relationship in services,
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Family of procreation, 154 Farm pro
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Legal issues in advertising campaig
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Master brand, 260 Master franchisee
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Price, selecting final, 402-3 compa
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Retail sector, 356 Retail store, de
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Telemarketers, 558 Telemarketing, 5
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