write two journals on Amazon Locker

timer Asked: Jun 27th, 2018
account_balance_wallet $10

Question description

1. CH 8 - New Service Strategy Matrix for Identifying Growth Opportunities (Fig. 8.2)

1. CH 9 - What Customers Expect: Getting to Actionable Steps (Fig. 9.3)

please read documents before starting! please write journal with the example provided, thank you!

Services Marketing Journal Instructions Services marketing concepts are mental frameworks, or tools, which can help firms with their services marketing efforts. Your Services Marketing Journal will be an opportunity for you to better acquaint yourself with some key services marketing concepts by relating them to a specific service. The point of the exercise is to observe the concepts you learn in this course being applied to a real-world service by a real-world firm. Before you begin your Services Marketing Journal, you need an approved service. You are to propose three services that you want to write about. Please be as specific as possible. For example, instead of choosing a car wash, choose a particular type – hand car wash, at-home car wash, self-service car wash, etc. Email your three selections to me (along with an image of each) within the first three days of the course starting. I will let you know which one of the three is approved to use for your journal. All Services Marketing Journal entries need to be focused on the same service. It is acceptable to use a service from your place of employment as your focal service. Your Services Marketing Journal will be composed of a series of posts - each services marketing concept represented by its own post. The title of each post (provided below) includes the name of the specific services marketing concept and its associated chapter. As a general rule, journal posts are related to the chapters covered in a particular week. I will try to provide feedback on them and grade them within four days after the submission due date. For the posts required for Modules 1 and 2, you have the option of modifying and resubmitting them based on the feedback you receive and your grade for those posts will be updated accordingly. After Module 2, you should have a clear idea of what is expected. There are fifteen posts in all including one for introducing the product. Each post is worth 10 points, adding up to a total of 150 points. A Services Marketing Journal post should focus on one services marketing concept (those listed below). Each post should include two parts. The first part, the “Services Marketing Concept Introduction,” should introduce the services marketing concept in general. The second part, the “Services Marketing Concept Application,” should specifically apply that services marketing concept to your service. These two headings in bold should be included for clarity. Each of the two parts should include a relevant image. Details on the information your post should include is provided in the paragraphs below. In your Services Marketing Concept Introduction, you should present the services marketing concept, a mental tool, as you would a physical tool. Provide both (A) a brief definition and description of the services marketing concept, and (B) an explanation of how it helps firms with their services marketing efforts. Your introduction should make the services marketing concept understandable to a person entirely unfamiliar with services marketing. Include a relevant exhibit/figure that illustrates the services marketing concept. Your textbook provides sufficient information on each concept. In your Services Marketing Concept Application, you should relate the services marketing concept specifically to your service (the service your instructor has approved for you). Discuss how the firm providing the service is already using the concept in its services marketing efforts AND/OR discuss how you think the firm could apply the concept to improve the quality of the services it provides. Your discussion should include both (A) your thoughts, as well as (B) the reasoning that supports your thoughts. I understand that you are not the top executives in that firm so you do not know the firm’s exact motivation(s) but you can make educated guesses. Your thoughts and reasoning should be clearly linked. Include a relevant image that illustrates your explanation. Below are the posts you will need for your Services Marketing Journal (once your service has been approved). • Post 0: Introduction of Your Service • Post 1: CH 1 - Continuum of Evaluation for Different Types of Products (Fig. 1.5) • Post 2: CH 2 - The Customer Gap (Fig. 2.1) • Post 3: CH 3 - Differing Zones of Tolerance for Different Service Dimensions (Fig. 3.4) • Post 4: CH 4 - Service Quality Dimensions (i.e., reliability, responsiveness, assurance, etc.) • Post 5: CH 5 - Importance/Performance Matrix (Fig. 5.3) • Post 6: CH 6 - Levels of Relationship Strategies (Fig. 6.6) • Post 7: CH 7 - Service Recovery Strategies (Fig. 7.4) • Post 8: CH 8 - New Service Strategy Matrix for Identifying Growth Opportunities (Fig. 8.2) • Post 9: CH 9 - What Customers Expect: Getting to Actionable Steps (Fig. 9.3) • Post 10: CH 10 – A Framework for Understanding Physical Environment-User Relationships in Service Organizations (focus on the Physical environment dimensions and Holistic environment) (Fig. 10.1) • Post 11: CH 11 - Human Resource Strategies for Delivering Service Quality through People (apply only 4 substrategies - one from each broad strategy) (Fig. 11.4) • Post 12: CH 12 - Strategies for Enhancing Customer Participation (Fig. 12.2) • Post 13: CH 13 - Variations in Demand Relative to Capacity (Fig. 13.1) • Post 14: CH 14 - Five Major Approaches to Overcome Service Communication Challenges (Fig. 14.2) • Post 15: CH 15 - Three Basic Marketing Price Structures and Challenges Associated with Their Use for Services (Fig. 15.1) In terms of format, your posts should use the indicated headings. Text should be single-spaced and written in complete sentences. It should be free of spelling and grammar errors. Abbreviations should not be used. Figures and images should have labels. Additional Tips: • • • • • Please pay attention to what the specific topic asks for. In almost all cases it points you to a figure in the chapter. That is what you need to write about. For example, Ch 7 is to be about Service Recovery Strategies, not product failures of other kinds. Please do not forget to define and discuss the concept before writing about its application. While writing both the concept and the application, pretend that you are informing someone who does not know anything about the concept or the service. Do not leave out anything just because it seems obvious. Focus on the main points before going into details. One can lose sight of the purpose of the posts and get caught up in the details. You do not want to write a really long post which does not address the main points you are to address. Break your post into paragraphs and sub-heading wherever applicable (for example Ch 1). That will help you keep track of what your post has covered and what it may be missing. Example Service Marketing Journal Post Post 87: Service Marketing Triangle Service Marketing Concept Introduction The marketing of services requires a special set of tactics compared with selling physical goods. The Service Marketing Triangle breaks the promotional tasks of your business down into the interactions between three entities – the company, its employees and its customers. Each side of the Service Marketing Triangle represents a type of promotion between the entities on the points where the sides meet. At the top of the triangle sits your business organization. At each corner at the bottom of the triangle are your customers and providers, the employees who interact with and provide the services to your customers. Internal marketing is the side of the triangle between your organization and your employees who provide your services to customers. Internal marketing requires you to be involved with your employees and let them know the goals and even problems facing the business. External marketing goes from your business organization out to customers and prospective customers. This is the traditional form of business marketing, showing customers how the services provided by your business benefit them. The purpose of external marketing is to fill the business pipeline with future business. Interactive Marketing is between your employees and customers. This form of marketing revolves around how your employees deliver the services your company provides. The goal is to have highly satisfied customers who become long-term, repeat customers. The effectiveness of the interactive marketing relates back to the internal marketing efforts of your business. Service Marketing Triangle Marketing Concept Application My service is lodging services provided by Marriott. Marriott markets internally by referring to its employees as 'associates,' and cultivating loyalty through a development program and performance incentives. Marriott’s external marketing uses short films, videos, and infographics to attract younger guests. Marriott's interactive marketing involves all associates undergoing customer service training, regardless of whether they will ever interact with guests. On all three sides of the triangle, Marriott ensures that it communicates its culture and values. This marketing has helped brand the company as one of the most customer-friendly hotel chains in the world. Marriott Customer Service Training Certificate
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter Customer-Defined Service Standards 9 ▪ Factors Necessary for Appropriate Service Standards ▪ Types of Customer-Defined Service Standards ▪ Development of Customer-Defined Service Standards 9-2 Objectives for Chapter 9: Customer-Defined Service Standards ▪ Distinguish between company-defined and customer-defined service standards. ▪ Differentiate among “hard” and “soft” customer-defined standards and one-time fixes. ▪ Explain the critical role of the service encounter sequence in developing customer-defined standards. ▪ Illustrate how to translate customer expectations into behaviors and actions that are definable, repeatable, and actionable. ▪ Explain the process of developing customer-defined service standards. 9-3 FedEx Service Quality Indicator (SQI) 9-4 Factors Necessary for Appropriate Service Standards ▪ Standardization of service behaviors and actions ▪ Standardization usually implies a nonvarying sequential process similar to the production of goods ▪ Customization usually refers to some level of adaptation or tailoring of the process to the individual customer ▪ Formal service targets and goals ▪ Setting specific targets for individual behaviors and actions; for example, the customer service standards set by Puget Sound Energy and shown in Figure 9.1. 9-5 Customer Service Report Card for Puget Sound Energy 9-6 Service Standards Standards are based on the most important customer expectations and reflect the customer’s view of these expectations. CustomerDefined Standards SOURCES Customer Expectations Customer Process Blueprint Customer Experience Observations CompanyDefined Standards SOURCES Productivity Implications Cost Implications Company Process Blueprint Company View of Quality 9-7 Counting… “Not everything that counts can be counted...and not everything that can be counted, counts.” Albert Einstein 9-8 Standards… HARD STANDARDS AND MEASURES Things that can be counted, timed, or observed through audits (time, numbers of events) SOFT STANDARDS AND MEASURES Opinion-based measures that cannot be observed and must be collected by talking to customers (perceptions, beliefs) 9-9 Exhibit 9.1: Examples of Hard Customer-Defined Standards 9-10 Exhibit 9.2: Examples of Soft Customer-Defined Standards 9-11 Process for Setting Customer-Defined Standards 9-12 What Customers Expect: Getting to Actionable Steps 9-13 Linkage between Soft Measures and Hard Measures for Speed of Complaint Handling 9-14 Responsiveness Standards at Zappos.com ▪ Respond to 80 percent of all incoming calls within 20 seconds ▪ Respond to all e-mail messages in less than four hours ▪ Respond to live (online) chats in less than 10 seconds. 9-15 Soft Standards at Toyota in Japan ▪ Standards for salespeople patterned after samurai behaviors: ▪ Assume the samurai warrior’s “waiting position” by leaning five to ten degrees forward when a customer is looking at a car ▪ Stand with left hand over right, fingers together and thumbs interlocked, as the samurais did to show they were not about to draw their swords ▪ Display the “Lexus Face,” a closed-mouth smile intended to put customers at ease 9-16 More Soft Standards at Toyota in Japan ▪ Standards for salespeople patterned after samurai behaviors: ▪ When serving coffee or tea, kneel on the floor with both feet together and both knees on the ground ▪ Bow more deeply to a customer who has purchased a car than a casual window shopper ▪ Stand about two arms’ lengths from customers when they are looking at a car and come in closer when closing a deal ▪ Point with all five fingers to a car door’s handle, right hand followed by left, then gracefully open the door with both hands 9-17 Hard and Soft Service Standards at Ford ▪ Appointment available within one day of customer’s requested service day ▪ Write-up begins within four minutes ▪ Service needs are courteously identified, accurately recorded on repair order and verified with customer ▪ Service status provided within one minute of inquiry ▪ Vehicle serviced right on first visit ▪ Vehicle ready at agreed-upon time ▪ Thorough explanation given of work done, coverage and charges 9-18 Standards at Four Seasons ▪ Seven Service Culture Standards 1. 2. 3. 4. 5. 6. 7. Smile Eye Recognition Voice Informed Clean Everyone ▪ Core Worldwide Service Operating Standards ▪ ▪ ▪ ▪ ▪ ▪ Reservations Hotel Arrival Messages and Paging Guest Room Evening Service Breakfast Room Exceptions are permitted if they make local sense 9-19
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Part 4 ALIGNING SERVICE DESIGN AND STANDARDS 8-2 Provider Gap 2 CUSTOMER COMPANY Customer-driven service designs and standards Company perceptions of customer expectations Gap 2: The Service Design and Standards Gap 8-3 Key Factors Leading to Provider Gap 2 8-4 Chapter Service Innovation and Design 8 ▪ Challenges of Service Innovation and Design ▪ Important Considerations for Service Innovation ▪ Types of Service Innovations ▪ Stages in Service Innovation and Development ▪ Service Blueprinting: A Technique for Service Innovation and Design 8-5 Objectives for Chapter 8: Service Innovation and Design ▪ Describe the challenges inherent in service innovation and design. ▪ Present an array of different types of service innovations, including service offering innovation, innovating around customer roles, and innovation through service solutions. ▪ Discuss the importance of engaging customers and employees and employing service design thinking in service innovation. ▪ Present the stages and unique elements of the service innovation and development process. ▪ Demonstrate the value of service blueprinting and how to develop and read service blueprints. 8-6 Risks of Relying on Words Alone to Describe Services ▪ Oversimplification ▪ Incompleteness ▪ Subjectivity ▪ Biased Interpretation 8-7 Important Considerations for Service Innovation ▪ Involve customers and employees ▪ Employ service design thinking and techniques 8-8 Important Considerations for Service Innovation ▪ The five principles of service design thinking: ▪ User-centered: Services should be experienced and designed through the customers eyes ▪ Cocreative: All stakeholders should be included in the service design process ▪ Sequencing: A service should be visualized as a sequence of interrelated actions ▪ Evidencing: Intangible services should be visualized in terms of physical artifacts ▪ Holistic: The entre environment of a service should be considered 8-9 Types of Service Offering Innovations ▪ Major or radical innovations ▪ Start-up businesses ▪ New services for the currently served market ▪ Service line extensions ▪ Service improvements ▪ Style changes 8-10 Service Innovation and Development Process 8-11 New Service Strategy Matrix for Identifying Growth Opportunities 8-12 Service Blueprinting ▪ A tool for simultaneously depicting the service process, the points of customer contact, and the evidence of service from the customer’s point of view. 8-13 Service Blueprint Components Physical Evidence Customer Actions line of interaction Visible Contact Employee Actions line of visibility Invisible Contact Employee Actions line of internal interaction Support Processes 8-14 Service Blueprint Components 8-15 Blueprint for Express Mail Delivery Service 8-16 Blueprint for Overnight Hotel Stay Service 8-17 Blueprint for DVD Rental Kiosk 8-18 Benefits of Service Blueprinting ▪ Provides a platform for innovation. ▪ Recognizes roles and interdependencies among functions, people, and organizations. ▪ Facilitates both strategic and tactical innovations. ▪ Transfers and stores innovation and service knowledge. ▪ Designs moments of truth from the customer’s point of view. ▪ Suggests critical points for measurement and feedback in the service process. ▪ Clarifies competitive positioning. ▪ Provides understanding of the ideal customer experience. 8-19 Building a Service Blueprint 8-20

Tutor Answer

School: UIUC



New Service Strategy Matrix
Student’s Name
Institutional affiliation




New Service Strategy Matrix
In the process of identifying business growth opportunities, the Ansoff Matrix is a useful
application. Instead of focusing on sales and profitability, the options open to business in growth
prospects are considered with a view of increasing revenue and profitability. The free options
show how to control product development range by identifying the gaps according to the market
products (Zeithami et al., 2013). The Ansoff Matrix enables business organizations to determine
their strategies. The matrix allows the business to achieve growth opportunities. There are four
options regarding the Ansoff Matrix depending on the product range.
The market penetration is the first strategy where the business works hard to increase
growth by using its existing products in the current market. This includes trying to grow the
market share in the present market. The strategy used is selling more products to existing buyers
as well as new customers in the current market. Here, the business achieves this by doing
aggressive promotions and distribution.
The market development strategy involves a company trying to grow in new markets in
different geographical locations using the existing products. In the product development option,
the business produces new goods and services targeted to the current customers and markets. The
products and services are extended to the available product range in the current demands of the
business (Zeithami et al., 2013). The organization achieves diversification strategy in the trial for
growth in market share by introducing new products in new markets. Here, both market and
product developments are required.



The Application of the Ansoff Marketing Strategy
My service accommodates the services provided by the Amazon Locker. The Ansoff
matrix as used in the Amazon Locker considers both the targeted existing and new customers
and whether the real goods are the best options or there is a need for an alternative (Zeithami et
al., 2013). In Amazon, growth is achieved by the sale of many products by the opening up of
many producers and new markets aimed at increasing the production and retail outlets to increase
the volume of sales.




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