Sport Psychology Essay Research Paper In our free essay sample

Game Psychology Essay, Research Paper In our general public today it appears athleticss rule the land. Wherever we look, there is an including occasion going on or being broadcast. Nearly everybody could be viewed as an aficionado of in any event one sports. A few people follow athleticss like a confidence. With such an expanded point of convergence on athleticss, the muscle head? s open introductions are put under a magnifying lens. This puts more power per unit region on muscle heads to give a triumphant open introduction. No longer make athletes play for cheer, they play to win. This International Relations and Security Network? t go oning simply on the expert degree ; it is go oning on all degrees of games. From little gathering to lawn football, the end is to win at all expense. With this expansion power per unit region, muscle heads are searching for to an ever increasing extent approaches to break their open introduction. We will compose a custom paper test on Game Psychology Essay Research Paper In our or on the other hand any comparable theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page One such way, which is presently inferring ubiquity, is Sports Psychology. Despite the fact that this International Relations and Security Network? t another field, its prevalence is only get bringing down to take off. There is as yet a cluster of distrust about the cogency or worth while of the examples utilized. The adherents is a reappraisal of a figure of articles that diagram diverse surveies done that show how athletes can better their open introductions. The articles were found using a database chase of PsychInfo. Catchphrases, for example, expanded open introduction, mental examples, and athleticss were used to get the chase. What is Sport Psychology? Over the mature ages at that spot have been a wide range of definitions offered concerning what Sport Psychology is. One of the most ideal approaches to see it is to ask what does an analyst make? A analyst does a collection of things. They give mental examination, emergency mediation, and mental assistance. Just to call a couple of wide nations. These are nations that can other than be utile to an athlete. A clump of the instruments utilized by a games clinician are adjusted directly from clinical mental science. Ideas, for example, Freud? s Psychodynamics, Caltel? s Personality Test, and The Piagetial Cognitive Theory are broadly utilized. ( Sloubanov, 1999 ) All of these are basic apparatuses utilized by a sports analyst to assist an athlete with their work. Game mental science includes fixing the leader of a muscle head, simply as one readies the natural structure. Game mental science is a developing field in the universes of mental science and sports. What Methods are Used? The activity that a muscle head is confronting will arrange what kind of assault a sports clinician takes. Issues for example, intention, self-viability, and gloom are basic in the athletic circle. ( Miserandino, 1998, p. 287 ) Athletes can other than suffer incredibly from uneasiness what's more, accentuation. ( Holm, Beckwith, Ehde, Tinius, 1995, p. 463 ) Any of these conditions can be harming to 1s competitory capacity. Strategies, for example, mental creative mind readiness and unwinding methods can be utilized to pounce upon occupations in these nations. ( McKenzie, Howe, 1997, p. 196 ) Marianne Miserandino? s research was centered around disappointment, and why athletes accept that they wear? t achieve their finishes. She discovered that get bringing down at juvenile age, muscle heads are informed that disappointment originates from their lack of capacity. This is called intellectual shortcoming. ( Miserandino, 1998, p. 287 ) In her overview she moved toward this activity by partitioning her point into two gatherings. One gathering got input about their shot strategies and were informed that lack of endeavor was the ground for lost shootings, non insufficiency of capacity. The other gathering got just input on their methods. After her 4-week review was done, the gathering that got the positive help appeared more order of the achievements and more prominent improvement than their contrary numbers. ( Miserandino, 1998 p. 286 ) Another review other than utilized circles free tosses as the balance for its review. Craig Wrisberg and Mark Anshel did this study. It takes a gander at the effectivity of utilizing intellectual procedures to better open introduction of hiting free tosses. ( Wrisberg, Anshel, 1989, p. 95 ) Participants in the review were solicited to hit a figure from free tosses to gracefully a gauge for the overview. Over the accompanying three yearss, the muscle heads were provide guidance in the middle hiting Sessionss. They were acquainted with mental creative mind as a way to help with their shot. The results demonstrated a significant advancement in shooting per centums of the members. ( Wrisberg, Anshel, 1989, p. 99 ) The Holm, Beckwith, Ehde, and Tinius review other than took a gander at the utilization of subjective assaults to athletic open introduction. They we inspired by the capacity of accentuation and nervousness. School muscle heads were part into two gatherings. One gathering took an interest in everyday two-hour bunch Sessionss that acquainted them with a combination of subjective conduct interventions. These techniques were examined and rehearsed. The themes were other than requested to make a prep task outside of the gathering Sessionss. This went on for seven hebdomads. At the terminal of the overview, the gathering who experienced the plan indicated a significant diminishing in tension, increases in scholarly open introduction, and increment in effective athletic open introduction. ( Holm et al. , 1995 ) Where is the Research Going G. Fitts opened the principal lab related with sports mental science in 1895. ( Sloubanov, 1999 ) Since his tests on behaviorism what's more, boost/reaction, there has been a lot of headway and numerous modifications. Game has experienced an incredible digestion that no 1 of that clasp could ever think about. Today sports mental science has moved from the basic investigations of the early labs to advanced tests and preliminaries. Concentrate is presently on themes as mental wellbeing, psychopysiological responsiveness, and natural structure picture and respect. ( Gauvin, Spence, 1995, p. 436 ) The universe of sports is currently a worry, and now like different concerns, is ever searching for approaches to better itself. End Since sports appears to go from being an enthusiasm to a way of life for some in today? s universe, it is of import that there is an organization to better open introduction. The corporate universe has for some time been using mental strategies to better worker open introduction. It was just an issue of clasp before the athletic universe embraced the same examples. A few people are distrusting about the cogency of sports mental science, while others live by it. With athleticss bring forthing 100s of 1000000s of dollars every twelvemonth. It is of import that competitors do everything that they can to better the way that they play. Game mental science is a substantial, logical way for muscle heads to make only that. 328

Translating Feel to Spanish

Making an interpretation of Feel to Spanish The English action word to feel is one of those action words that can be precarious to mean Spanish. More so than with most words, you have to consider what the word implies when attempting to concoct a Spanish proportional. On the off chance that youre genuinely new to Spanish and attempting to consider how to state a sentence utilizing feel in Spanish, you ought to most likely observe first on the off chance that you can think about an alternate, and less difficult if conceivable, method of saying what you need to state. For instance, a sentence, for example, I feel pitiful methods essentially a similar thing as I am dismal, which can be communicated as Estoy triste. All things considered, utilizing sentirse to decipher feel would likewise work: Me siento triste. Truth be told, sentir or sentirse much of the time is a decent interpretation, as it typically intends to feel a feeling. (Sentir originates from a similar Latin word as the English word assessment.) But sentir doesnt work with numerous employments of feel, as in these sentences: That feels smooth. I want to go to the store. I feel that its risky. It feels cold. In those cases, you have to think about an alternate action word to utilize. Here are a portion of the manners in which you can decipher feel:â Feeling an Emotion As expressed above, sentir or sentirse can frequently be utilized when alluding to feelings: Me siento muy feliz. (I feel very happy.)Me siento fuerte psicolã ³gicamente. (I feel mentally strong.)Se siente en conflicto cuando necesita escoger entre uno u otro. (He feels clashed when he needs to pick one or the other.)No sentimos nothing. (We dont feel anything.) Nonetheless, Spanish has numerous articulations utilizing different action words to communicate feelings. Here are a couple: Estoy muy feliz. (I am exceptionally cheerful. I feel very happy.)ã‰l tenã ­a miedo. (He was apprehensive. He felt afraid.)Tengo celos a mi hermana. (Im desirous of my sister. I feel desirous of my sister.)De repente se enojã ³. (Out of nowhere he blew up. Out of nowhere he felt furious.) Sentirse is much of the time utilized with como to communicate the idea of feeling like a ...: Se sintiã ³ como una extraã ±a en su propia casa. (She felt like an outsider in her own home.)Me siento como una estrella del rock. (I feel like a demigod.) Feeling Sensations Spanish for the most part doesnt use sentir to communicate what is felt with the faculties. Sensations are regularly communicated by figures of speech utilizing tener. On the off chance that depicting what something feels like, you can regularly utilize parecer (see next segment): Tienen hambre. (Theyre hungry. They feel hungry.)Tengo frã ­o. (Im cold. I feel cold. It feels cold here.)Tenà ­an sed. (They were parched. They felt parched.) Which means ‘To Seem’ When to appear can be fill in for to feel, you can frequently interpret utilizing the action word parecer: Parece lisa al tacto. (It feels smooth to the touch. It appears to be smooth to the touch.)Parece que va a llover. (It has an inclination that it will rain. It appears that it is going to rain.)La herramienta me parece à ºtil. (The device feels valuable. The instrument appears to be helpful to me.) Which means ‘To Touch’ Tocar and palpar are frequently used to allude to contacting something. Despite the fact that palpar originates from a similar source as palpate, it is utilized significantly more frequently than the English word and can likewise be utilized in casual settings. El mã ©dico me palpã ³ el midsection. (The specialist felt my abdomen.)Todos tocaron la piel de zorro para que les diera buena suerte. (Everybody felt the fox skin so it would give them good karma.) ‘To Feel Like’ Meaning ‘To Want To’ An expression, for example, to want to accomplish something can be interpreted utilizing querer or different action words used to communicate want: Quisiera comer una hamburguesa. (I want to eat a burger. I might want to eat a hamburger.)Prefiero salir yo con mis amigos. (I want to leave with my companions. I like to leave with my friends.)Katrina no tenã ­a ganas de estudiar. (Katrina didnt want to consider. Katrina didnt want to consider.) For Giving Opinions Feel is frequently used to communicate assessments or convictions. In such cases, you can utilize opinar, creer or comparable action words: Pienso que no me gusta. (I have a feeling that it. I think I dont like it.)Creo que Argentina es el mejor equipo del mundo. (I feel that Argentina is the best group on the planet. I accept that Argentina is the best group in the world.) ¿Por quã © supones que tienes una infecciã ³n? (For what reason do you believe you have a contamination? For what reason do you guess you have a contamination?) Key Takeaways Despite the fact that sentir and sentirse are the most widely recognized action words meaning feel, much of the time they would be incorrect.Other action words that are every now and again utilized for to feel incorporate tocar, querer, and creer.A great approach to make an interpretation of feel is to rather decipher an equivalent word for feel as it utilized in the unique situation.

Electric Field Simulation Essay Example | Topics and Well Written Essays - 2500 words

Electric Field Simulation - Essay Example Through COMSOL Multiphysics we found the outcomes subsequent to reproducing an electric field by utilizing 2D and 3D of the electrostatic module. These modules gave numerous sorts of development in the electric field for the three anodes, which were invigorated with +1V, 0V, and - 1V electrical voltages. Likewise, the solid and frail focuses are posted between the three terminals and show the electric capability of the field. At long last, this paper will show the type of the circulation of electric potential and electric field between the three cathodes for the previously mentioned conditions. Presentation: After Michael Faraday found the electric field, he formed power into something commonsense that could be utilized in numerous advancements, particularly microsystem gadgets. As indicated by James Clear Maxwell, â€Å"the bit of room in the area of charged bodies† is called an electric field [1]. At present, there are a few applications utilized that are identified with mic rotechnology and are useful to our lives. A decent application in medication is science cells inside clinical research facilities. Along these lines, application is applied to the electric field to move cells and isolate or examine cells by means of effect electric powers. The development, partition, and examining is done through a strategy known as AC electrokinetics. This strategy happens when an electric field cooperates with dipoles, however it relies upon powers among aversion and revolution by adjusting the idea of the dynamic field [2]. This new strategy is advantageous in biotechnology due to the electric field [3]. Additionally, the AC electrokinetics procedure relies upon a sensitive procedure known as dielectrophoresis. This is â€Å"the movement of uncharged particles towards the situation of most extreme field quality in a non-uniform electric field† [4]. The essential rule activity of dielectrophoresis is by concession of electromagnetic and dielectric propertie s. For instance, the partition of disease cells is behind the terminals, while the regular cells move away from the cathodes because of varieties of the electric field [5]. Figure 1 shows the powers of fascination and aversion between malignant growth cells and ordinary cells. Fig.1. Fundamental Principle of Dielectrophoresis An electric field is a locale around a charged molecule or article inside which a power would be applied on other charged particles or items. It is characterized as a territory between two charges and afterward there is a power (positive or negative) applied [6]. The powers applied on the test charge will be legitimately corresponding to another charge as per Coulomb’s law [7]: Fe ? q1 q2 If separate the powers on the test charge: E=Fe/q ' Where E = electric field (N/C) and F = power (N) and q' = charge on test charge (C) Also, as indicated by Coulomb’s law, we can discover E where: = the permittivity of free space Then we can compute the electric motion by utilizing Gausses’ law [8]: Q = ? E.d There is a connection between the electric field and electric potential in the event that the electric potential is distinguished in an activity territory, at that point we can figure the estimation of the electric field by: dV = - E.d. In any case, the electric potential comprises of lines called equipotential lines. There is an immediate relationship between's the electric field lines and the vitality of electric potential in light of the fact that the first consistently puts the electric capability of heading that causes dropping electric potential [9], while, for this situation, we are managing an accelerometer that

What Is Line Editing Line Editing vs. Copy Editing

Masterful writing isn’t just about telling a compelling story—it’s about finding the most effective language to tell that story. That’s where a line editor is indispensable. While the job has commonalities with copyediting and developmental editing, line editing is a distinct art and a critical part of the writing process.

The Fudgery an analysis - Free Essay Example

Sample details Pages: 7 Words: 2004 Downloads: 8 Date added: 2017/06/26 Category Business Essay Type Argumentative essay Did you like this example? The company that I will be discussing is The Fudgery, The Fudgery is a performance arts fudge shop. Founded by A.C Marshall in 1980, the Fudgery started off as a humble fudge shop on the outer banks of North Carolina, Marshall came up with a very creative, innovative and original way to make and sell fudge that would make the competition scarce. (Competition, Ch. 4, pg. 60)A.C Marshall not only made making and selling fudge fun, but he made it entertaining. Marshall incorporated singing and comedy into the agenda of all of his â€Å"fudge makers† nationwide. This quaint, yet entertaining business has 32 locations in 20 states. To be a part of the fudge crew, you have to be quite the character; very outgoing, loud and at least somewhat of a comedian. Singing is also a requirement. You don’t necessarily have to be vocally talented but you must be willing to sing to work in this company as well as have a performance background. The performance backgroun d is important because as a crew member at the Fudgery you must perform â€Å"fudge shows† to customers. A fudge show is simply a fun way to show customers how the Fudgery makes their fudge. It includes singing, dancing and audience participation. Because most of the people that go to the Fudgery are tourists, the fudge shows give them an experience that they will never forget. The fudgery appeals to all ages, they serve something for everyone. (Market segmentation, ch.3 pg.79) Most of the company’s customers are tourists (Europeans and Canadians) the sales associates do their best to convey to the customer that their products are the best and the competition is irrelevant. When the customers ask questions, the sales associates must be able to provide a confident answer (customer satisfaction, ch.3, pg. 78). To ensure a sale they must be able to perform transactions smoothly so that the customer doesn’t get discouraged. (Customer Services, Ch. 3, pg.79) Fu dgery specializes in Fudge but they also serve ice cream, smoothies, pralines, shakes, candied apples and sundaes. Competitors like Marble Slab Creamery, Cold Stone and Ben and Jerry’s gives the Fudgery a run for their money but they always come up short. The competition doesn’t have that performance factor, they just serve ice cream. According to a survey in 2012, The Fudgery has set the standard for their innovative way of selling fudge and their specialty products. Another positive aspect is that the fudgery doesn’t have to worry about on-line competition, in food service online competition is almost slim to none. However, the fudgery has an active Facebook page that prompts customers to try their products (E-tailing, ch.4, pg.135). The Fudgery is quite intricate in its supply chain. Like any other food service company, The Fudgery has paper products such as napkins and cups with the company logo on them. Those paper products are provided by Solo, Inc. As I stated previously, the fudgery makes its own fudge, but the ingredients to make fudge are provided by Glazier food services. They supply the sugars, the cream, various nuts and flavorings. Blue bell supplies the company with their 24 flavors of ice cream, at least 3 of every flavor at a time. Pepsi provides the company with its fountain drinks and bottled waters. Fruit of the loom and Hanes combined, provides the staff with uniform t-shirts with the company’s logo on them. Glazier foods also provides this company with the apples for candied apples, and the lemons for the lemonade, as well as the bananas for the sundaes. When all of these materials are ordered, they go from the providing companies to either Fed-Ex or UPS directly to the various stores.(supply chain, ch.5, pg.179) A manager signs for these supplies and they are distributed as needed to the store for use by its employees. Little is wasted at the Fudgery, so bulk orders are usually made bi-annually. . The fudge ry is very unique in terms of the products that they sell, the way they make fudge is completely innovative and it separates them from their competition which is an advantage. Blue bell promotes its ice cream using commercials, but very few restaurants serve that brand of ice cream. That also sets that product as well as the fudgery apart from the rest. (Promotion in the Supply Chain, ch.11, pg.395) Despite the outside glamour of working in this company, The Fudgery has a long standing history of sexual assault in the work place. In 2012, a female employee in Nags Head was repeatedly, groped and touched for about a year and then stalked by her Manager. This went on for a little over a year until she reported her manager and she sued him and the company for 1.5 million dollars, and she won. Along the lines of this incident, the object of a job at the Fudgery is to be a comedian and tell sarcastic (corny) jokes. Most of the time they go over quite well with an audience but sometime s they don’t. They receive a lot of customer complaints as a result of these â€Å"corny† jokes. Of course the fudgery is a family place, so there is no cursing, nudity or smoking. Pricing is ethical as well, no one is participates in horizontal price fixing (horizontal prices, ch.6, 193) everything is true blue and fair and square. Some companies condone price discrimination but the Fudgery has been accused, but no evidence was proven. (Price discrimination, ch.6, pg.94) The Fudgery is in the market of food service or confection distribution, as well as entertainment. Usually Fudgery locations are either in a mall or in an outlet mall. Nevertheless, there is always either a cold stone or a Marble Slab in the vicinity. The fudgery does not supply fudge the demand density for the Fudgery’s products are also particularly. In the town or community that they are in, they are usually known for freshness and a lively atmosphere. (Demand density, ch.7, pg.233) As I researched the financial data for the 2013 fiscal year for the Fudgery, Inc., I only found information for one particular location. It was the North Myrtle Beach, SC location. Their annual revenue was about 350,000 dollars. Their net profit was about 500,000 dollars, their gross profit was about 200,000 and their residual income was about 375,000 during the 2013 fiscal year. Their annual revenue, or turnover consists of the amount of fudge, ice cream etc, that this particular location sold not including refunds. The gross profit is the minus the amount of fudge, shakes, lemonade etc. was sold which was estimated at about 200,000 dollars. Their residual income after they paid off any debts was 270,000 dollars. I also found the annual average for the slotting fee for Myrtle Beach’s location was about 15,000 dollars. They carried pepsi products as well as blue bell products. (Slotting fee, ch.6, pg.2013) Inventory is handled very diligently, in this company there is no room for error. Employees are not to use or consume any products unless paid for. They only use what they need at a time. Everything is accounted for, and inventory on the sales floor is kept neat so that none is wasted. Inventory is taken at least weekly, and orders are made as needed. As far as fudge goes, fudge inventory is taken at least hourly, to ensure freshness and to ensure that there is no employee theft. Any missing inventory is to be immediately reported to corporate and handled accordingly. The fudgery gets its paper products from Solo, Inc. once an order is made to Solo, Fed ex usually delivers it to the store, inventory is take at that point. Once the initial inventory is taken, the new materials are taken to the floor and used accordingly. The fudgery is very unique in terms of the products that they sell, the way they make fudge is completely innovative and it separates them from their competition which is an advantage. A certain level of inventory is available to b e given out or distributed at all times to ensure that the location does not simply run out of supplies (BSM, Ch.9, pg.317) As far as pricing goes, the fudgery prices by weight. Everything except for beverages and ice cream cones are placed on a scale and weighed. The fudge is sold by the half pound, it’s approximately $8.50 a pound and it may not be sold by the half slice only the half pound. And the more you buy, the more you get for free. The reason why the fudge is so expensive is because of the cost to make the fudge. It takes approximately $35.00 to make one loaf of fudge that is why the slices are so expensive. The ice cream is about $60.00 a tub and the scoops depending on whether it’s a single or double scoop, is to be measured precisely due to product cost. Prices for products not weighed at the time of purchase, are set by corporate. Fountain drinks are usually averaged at about $1.49 each, fresh-squeezed lemonade is $2.60 and bottled water is around $ 1.99 each. The fudgery promotes itself more commonly by using bold signage and billboards through the city, but they have a more original marketing strategy, a more innovative one, and that’s singing to draw in customers. Although, they don’t have traditional advertisements or much publicity, they excel in the area of personal selling. Personal selling is big at the fudgery, the sales associates must use charm and whit to sell as much product as they can.(Personal selling, ch.11, pg. 393) Most of the employees at the fudgery have the ability to sing, people like to hear good singing and as a result the workers use that talent to an advantage! They sing original fudge songs, they make up songs and they sing them very loudly and very proudly. Another way that they promote their business is to have their very best singer stand at the front of the store and sing fudge songs and announce to the bustling crowd â€Å"hot fudge free samples! Only on the inside, never on th e outside!† this marketing pitch almost always works and brings in dozens of customers at a time and not to mention the smell of the fresh fudge. Usually located at a mall or outlet mall where coupon books are available. The company often advertises on a couple of pages of a coupon book and offers coupons as well. The Fudgery is designed to look somewhat like a theatre or a stage. There is space allocated for every part of the Fudgery, such as the dining area, the performance area and preparation area. (Allocating Space, ch.13, pg.491) It has spot lights, microphones, curtains and wonderful acoustics. The area where the fudge is made is barricaded with a gate so that the audience can see how the fudge is made from a safe distance due to how hot it is. All 12 flavors of fudge are incased in a glass showcase that is kept very neat and clean. There is also a few tables set up for customers to sit down and enjoy their treats. Behind the safety gates are usually 4 Georgia marble tables used to mold the fudge. There are two ice cream refrigerators with 12 different flavors in each. There are two blenders and two waffle cone makers on the back counter along with a drink refrigerator and a glass case used to hold candied apples. There is also a fireplace that houses the gold cauldron that melts the fudge and cooks it as well. Last but not least there is the stock room, all extra product and inventory is stored there. Employee lockers and more ice cream freezers, extra stock and a sink as well as a larger refrigerator for the fruits and other dairy products. An employee restroom is also in the back. An office where all of the paper work is handled and a meeting area is adjacent to the manager’s office. The receiving dock is also in the stock room or â€Å"back room.† (Back room, ch.13 .pg.491) Don’t waste time! Our writers will create an original "The Fudgery an analysis" essay for you Create order

Intercollegiate Athletics - 3026 Words

Research Paper Intercollegiate athletics is an excellent public relations and fund raising arm for colleges, while providing education and training to future professional athletes. Academic programs have always criticized college athletic programs. There are five main reasons or accusations as many will call it. First it is said that all major and some smaller colleges routinely lower the admission standards for athletes because of the exposure that they bring to the university. The Ivy League, for example, have on average some of the lowest SAT scores than what are recorded at many other prestigious schools. Many schools will admit that they do allow and recruit athletes with scores of 820 points, which is almost 200 points†¦show more content†¦It would be my wish that a highly touted athlete would grace me with one to two years of their presence and greatness that I would not have had if they were to become a professional instead. Sometimes athletes cannot afford an education if it were not for their gift of athleticism. Are we to turn away someone who is trying to become something better because they may only have the skill to do it in a sport? Th e money that is produced by the higher end, more popular sports should be put back into those students and those programs to ensure the schools financial success and possibly keep the high profile athletes in school longer. This could also stop the scandals of athletes accepting money from boosters, agents, and some corrupt schools to get them to attend their college. So why is it that we expect these kids to turn away the millions of dollars staring them in the face, or the money offered by boosters and agents when they barely get enough money from the scholarships they receive to live off of while they are attending school and essentially going to work not only for themselves but their school and every student that attends? 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WSSU is currently a member of the Central Intercollegiate Athletic Association, as knownRead MoreTitle IX Essay1657 Words   |  7 Pagesexcluded from participation in, be denied the benefits of, or be subjected to discrimination under any education program or activity receiving federal financial assistance† (Vest and Masterson par. 1). Title IX has increased women’s participation in athletics tremendously. Before Title IX only 100,000 female athletes participated in high school sports; following the act, Title IX was issued more than 500,000 women participated (â€Å"Achieving Success Under† par. 2). Title IX has made progress by increasing

Chapter 4 Service Marketing free essay sample

4 CHAPTER developing service products: CORE and SUPPLEMENTARY ELEMENTS LEARNING OBJECTIVES By the end of this chapter, students should be able: LO 1 De? ne what a service product is. LO 2 Know how to design a service LO 4 Know how service ? rms use concept. different branding strategies for their product lines. service development, ranging from simple style changes to major innovations. needed to achieve success in developing new services. LO 3 Describe the ? ower of service LO 5 List the categories of new and know how the facilitating and enhancing supplementary services relate to the core product. LO 6 Be familiar with the factors OPENING VIGNETTE1 Figure 4. 1 Starbucks is a familiar brand that even has traditional tea consumers drinking out of its cups. As you walk along the street, the aroma drifts through the air and attracts you. It is drawing you toward the store with the green sign that has now become a common sight. You enter Starbucks, the place where you can sit down and enjoy a great cup of coffee in a comfortable settee or on a chair. You can also surf the Internet on the free wireless broadband service that is available in many of the Starbucks outlets around the world. Starbucks is a place that you would associate with coffee, before anything else. 84 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements As a service innovation, Starbucks has been transforming itself into a place for entertainment. It wants to extend the pop culture. It does that through Hear Music Starbucks. Customers can buy from an extensive selection of hand-selected and compiled physical CDs in the Starbucks Hear Music Coffeehouses. Alternatively, they can burn personalized CDs from a digital inventory of more than a million sound tracks, including new recordings that can only be found in some Starbucks outlets. Debut albums of some new musicians are actually launched and available only exclusively at Starbucks outlets. Starbucks also sells movie DVDs and books from emerging as well as established authors. It has tied up with Apple’s iTunes WiFi Music Store to allow music playing at selected Starbucks cafes, up to the last ten songs played, to be browsed, bought and downloaded wirelessly onto the iPhone or iPod. This music will sync back to the Mac or PC the next time it is connected. Soon, we will no longer associate Starbucks with just mocha. Rather, we will see it as a place to relax and feel at home. Starbucks is a company that has developed new service innovations with great success. However, it cannot rest on its laurels as competition is intense. It has to continue to reinvent itself to maintain its edge in the industry. One of the trendsetters of lifestyle services, Starbucks has popularized the co? eehouse as contemporary and chic Applying the 4Ps to Services 85 PART II LO 1 De? ne what a service product is. SERVICE PRODUCT W hat do we mean by a service â€Å"product†? A service product consists of two components, the core product and supplementary services. The core product is based on the core set of bene? s and solutions delivered to customers. These are usually de? ned with reference to a particular industry like healthcare or transportation. For example, in healthcare, the core product may be the restoration of the body back to an optimum condition. Surrounding the core product is a variety of service-related activities called supplementary services. Supplementa ry services augment the core product by facilitating its use and enhancing its value and appeal. The supplementary services often play an important role in di? erentiating and positioning the core product against competing services. LO 2 Know how to design a service concept. DESIGNING A SERVICE PRODUCT ow should one go about designing a service concept? Experienced marketers know that they need to look at the entire service performance in a holistic manner. The ? rm needs to determine speci? c aspects that it plans to compete on. In order to do that, the value proposition needs to combine three components: (1) core product, (2) supplementary services, and (3) delivery processes. The delivery processes are those that are used to deliver both the core product and supplementary services. The design of the service o? ering must address the following issues: u u u u How the di? rent service components are delivered to the customer. The nature of the customer’s role in those processes. How long delivery lasts. The recommended level and style of service to be o? ered. There are four categories of services introduced in Chapter 1—people processing, possessing processing, mental stimulus processing, and information processing. Each of these has a di ? erent impact on operational procedures, the degree of customer contact with service personnel and facilities, and requirements for supplementary services. People processing services usually have more supplementary elements. This is because the customer must go to the service factory and spend time there during service delivery (Figure 4. 2). H Figure 4. 2 Dental patients need to go to the clinic to receive treatment. 86 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements SUPPLEMENTARY SERVICES OFFERED AND HOW THEY ARE CREATED AND DELIVERED Scheduling Nature of Process DELIVERING CONCEPT FOR CORE PRODUCT Figure 4. 3 Depicting the service offering for an overnight hotel stay. The integration of the core product, supplementary services, and delivery processes is captured in Figure 4. . The ? gure shows the components of the service o? ering for an overnight stay at a luxury hotel. The core product is an overnight rental of a bedroom. The delivery processes surrounding this core product are: u u Nature of the process—people processing in this instance. Customer’s role—what customers are expected to do for themselves; what the hotel will do for them, such as ma king the bed, supplying bathroom towels, and cleaning the room. Scheduling—how long the room may be used before another payment becomes due. Service level—what level and style of service. u u Surrounding the core product is a variety of supplementary services. These range from reservations to meals and in-room service elements. Delivery processes must be speci? ed for each of these elements. The more expensive the hotel is, the higher the level of service is required of each element. For example, very important guests might be received at the airport and transported to the hotel in a limousine. Checkin arrangements can be done on the way to the hotel. By the time the guests arrive at the hotel, they are ready to be escorted to their rooms, where a butler is on hand to serve them. Speci? design in terms of customer service processes, which is called service blueprinting, is discussed in Chapter 8, Designing and Managing Service Processes. Applying the 4Ps to Services 87 PART II Service Level Customer role Describe the ? ower of service and know how the facilitating and enhancing supplementary services relate to the core product. LO 3 THE FLOWER OF SERVICE2 T o o o o here a re two kinds of supplementary services. Facilitating supplementary services are either needed for service delivery, or help in the use of the core product. Enhancing supplementary services add extra value for the customer. These di? rent supplementary services can be classi? ed into one of the following eight clusters. Facilitating Services Information Order-taking Billing Payment o o o o Enhancing Services Consultation Hospitality Safekeeping Exceptions Payment Payment In Figure 4. 4, the eight clusters are displayed as petals surrounding the center of a ? ower, hence we call it the Flower of Service. The petals are arranged in a clockwise sequence depending on how they are likely to be encountered by customers. However, the sequence may sometimes vary. For instance, payment may have to be made before service is delivered rather than afterwards. In a well-designed and well-managed service organization, the petals and core are fresh and well-formed. A service that is badly designed or poorly delivered is a like a ? ower with missing or dried Information Information petals. Even if the core is perfect, the ? ower looks unattractive. Think about one of your negative Consultation Consultation experiences as a service customer. When you were dissatis? ed with a particular purchase, was it the core that was at fault, or was it a problem with one or more of the petals? CORE Order Order Taking Billing Billing Figure 4. The Flower of Service: Core product surrounded by cluster of supplementary services. Exceptions Exceptions KEY: Facilitating elements Facilitating elements Enhancing elements Enhancing elements A company’s market positioning strategy helps to decide which supplementary services should Safekeeping Safekeeping be included (see Chapter 3). If a company’s strategy is to add bene? ts to increase customersâ₠¬â„¢ perceptions of quality, then more supplementary services are required. For example, airlines such as Emirates, the award-winning Dubaibased airline, may o? er supplementary service like goodie bags to soothe hyperactive children. There is also in-? ight entertainment such as cartoons and games that can keep the children occupied for hours. This will help to reduce the stress faced by parents traveling with young children. If the strategy is to compete on low prices, then fewer supplementary services are required. Hospitality Hospitality 88 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements FACILITATING SUPPLEMENTARY SERVICES Information To obtain full value from any good or service, customers need relevant information (Figure 4. 5). New customers and prospects are especially hungry for information. Information may sometimes be required by law. These include conditions of sale and use, warnings, reminders, and noti? cation of changes. Customers also appreciate advice on how to get the most value from a service and how to avoid problems. Companies should make sure that the information they provide is both timely and accurate. If not, it is likely to make customers feel irritated or cause them inconvenience. CORE †¢ Direction to service site †¢ Schedules/service hours †¢ Prices †¢ Reminders †¢ Warnings †¢ Conditions of sale/service †¢ Noti? cation of changes †¢ Documentation †¢ Com? rmation of reservations †¢ Summaries of account activities †¢ Receipts and tickets Figure 4. Examples of information. Traditional ways of providing information to customers include using front-line employees, printed notices, brochures, and instruction books. Information can also be provided through videos or software-driven tutorials, touchscreen video displays, or through company web sites. The types of information range from train and airline schedules, to assistance in locating speci? c retail outlets, to information on the services of professional ? rms. Many business logistics companies o? er shippers the opportunity to track the movements of their packages, which have been assigned a unique identi? ation number (Figure 4. 6). For example, Amazon. com provides online customers with a reference number and they can track the goods that they have bought, and know when to expect the goods. Figure 4. 6 Shipments can be tracked around the world with their identity code. Applying the 4Ps to Services 89 PART II Order-Taking Once customers are ready to buy, the company accepts applications, orders, and reservations (Figure 4. 7). The process of order-taking should be polite, fast, and accurate so that customers do not waste time and endure unnecessary mental or physical e? ort. Technology can be used to make order-taking easier and faster for both customers and suppliers. Applications †¢ Memberships in clubs/programs †¢ Subscription services (e. g. , utilities) †¢ Prerequisite based services (e. g. , ? nancial credit, college enrolment) CORE Order Entry †¢ On-site order ful? llment †¢ Mail/telephone/e-mail/web order Reservations and Check-in †¢ Seats/tables/rooms †¢ Vehicles or equipment rental †¢ Professional appointments Figure 4. 7 Examples of order-taking elements. Order-taking includes applications, order entry, and reservations or check-ins. Banks, insurance companies, utilities, and universities usually equire potential customers to go through an application process. Order entry can be received through a variety of sources such as through sales personnel, phone, and e-mail or online (Figure 4. 8). Airlines now make use of ticketless systems, based on telephone or web site reservations. Customers receive a con? rmation number when they make reservations and need to only show identi? cation at the airport to claim their seats and receive a boarding pass. Northwest Airlines promotes order-taking online. Billing Billing is common to almost all services (unless the service is provided free of charge). Customers usually expect bills to be clear. Inaccurate, illegible, or incomplete bills risk disappointing customers who may, up to that point, have been quite satisfied with their experience. If customers are already dissatisfied, the billing mistake may make them even angrier. Billing should also be timely, because it encourages people to make payment faster. Procedures range from verbal statements to a machine-displayed price, and from handwritten invoices to elaborate monthly statements of account activity and fees (Figure 4. 9). Perhaps the simplest approach is self-billing. This is when the customer adds up Figure 4. 8 OpenTable takes dining reservations to a whole new level by allowing diners to bypass the traditional call-and-hope reservation experience with a mere click. 90 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements the amount of an order and authorizes a card payment or writes a check. In such instances, billing and payment are combined into a single act, although the seller may still need to check for accuracy. CORE Figure 4. 9 Examples of billing elements. Busy customers dislike being kept waiting for a bill to be prepared. There are di? erent ways in which bills can be presented to customers in a faster way. Hotels and rental car ? rms now have express check-outs. Many hotels may push bills under guestroom doors on the morning of departure showing charges to date. Others o? er customers the choice of seeing their bills beforehand on the TV monitors in their rooms. Some car rental companies have an express check-out procedure. An agent meets customers as they return their cars. After they have checked the mileage and fuel gauge readings, the bill is printed on the spot using a portable wireless terminal. Payment In most cases, a bill requires the customer to take action on payment. One exception is the bank statement which shows details of charges that have already been deducted from the customer’s account. Increasingly, customers expect it to be easy and convenient to make payment, including using credit, when they make purchases in their own countries, and while traveling abroad. A variety of options exist for customers to make payment (Figure 4. 10). For selfservice payment systems, one may make payment by inserting coins, banknotes, tokens or cards into machines. Good maintenance of the equipment is important. Self-Service †¢ Insert card, cash or token into machine †¢ Electronic funds transfer †¢ Mail a check †¢ Enter credit card number online Direct to Payee or Intermediary †¢ Cash handling or change giving †¢ Check handling †¢ Credit/charge/debit card handling †¢ Coupon redemption Automatic Deduction from Financial Deposits †¢ Automated systems (e. g. , machine-readable tickets that operate entry gate) †¢ Human systems (e. g. , toll collectors) Figure 4. 10 Examples of payment elements. CORE Applying the 4Ps to Services 91 PART II †¢ Periodic statements of account activity †¢ Invoices for individual transactions †¢ Verbal statements of amount due †¢ Self-billing (computed by customer) †¢ Machine display of amount due If the equipment breaks down, it can destroy the purpose of such a system. Most payment still takes the form of cash or credit cards. However, more and more shopping is being done online. PayPal offers a fuss-free and secure way to make payments for goods bought over the Internet. Online shoppers must first register with PayPal and have a credit card to use the service. Customers can make their payments via PayPal who will process the payment to the seller. PayPal will then charge the amount owed to the registered buyer’s account. ENHANCING SUPPLEMENTARY SERVICES Consultation Now we move to enhancing supplementary services, led by consultation. Consultation involves a dialog to probe customer requirements and then develop a solution that is suited to the needs of the customer. Figure 4. 11 provides examples of several supplementary services in the consultation category. CORE †¢ Customized advice †¢ Personal counseling †¢ Tutoring/training in product use †¢ Management or technical consulting Figure 4. 11 Examples of consultation elements. Figure 4. 12 An auditor provides a human touch during the process of consultation. At its simplest level, consultation consists of immediate advice from a knowledgeable service person in response to the request, â€Å"What do you suggest? † (For example, you might ask the person who cuts your hair for advice on di? erent hairstyles and products). Finally, management and technical consulting for corporate customers include the â€Å"solution selling† associated with expensive industrial equipment and services. E? ctive consultation requires an understanding of each customer’s current situation, before suggesting a suitable course of action. Good customer records can be a great help in this respect, particularly if relevant data can be retrieved easily from a remote terminal. In an Internet environment, which encourages customers to engage in self-service applications and be more self-reliant, companies should not for get the personal touch of a â€Å"live† human being during the process of consultation (Figure 4. 12). The human touch of a friendly customer-service o? er will certainly be valued and remembered, and will go a long way for customers. 92 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements Counseling is another type of consultation that is less direct than consultation. It involves helping customers understand their situations better, so that they can come up with their â€Å"own† solutions and action programs. For example, diet centers such as Weight Watchers use counseling to help customers change behaviors so that weight loss can be sustained after the diet program has ended. Finally, advice, another form of consultation, can also be o? red through tutorials, group training programs, and public demonstrations. Hospitality Hospitality-related services should, ideally, re? ect pleasure at meeting new customers and greeting old ones when they return. Well-managed businesses try, at least in small ways, to ensure that their employees treat customers as guests. Courtesy and consideration for customers’ needs apply to both face-to-face encounters and telephone interactions (Figure 4. 13). Hospitality is an element that can be more clearly displayed in face-to-face encounters. In some cases, it starts (and ends) with an o? r of transport to and from the service site on courtesy shuttle buses. If customers must wait outdoors before the service can be delivered, then a thoughtful service provider will o? er weather protection. If customers have to wait indoors, then there can be a waiting area with seating and even entertainment (TV, newspapers or magazines) to pass the time. Recruiting employees who are naturally warm, welcoming, and considerate helps to create a hospitable atmosphere. Shoppers at Giordano, an international clothing retailer with markets in the Asia Paci? and the Middle East, are given a cheerful †Å"Hello† and â€Å"Thank you† when they enter and leave the store, even if they did not buy anything. The quality of the hospitality services o? ered by a ? rm can increase or decrease satisfaction with the core product. This is especially true for people-processing services where customers cannot easily leave the service facility. Private hospitals often seek to enhance their appeals by providing the level of room service that might be expected in a good hotel. This includes the provision of quality meals. Some airlines seek to di? rentiate themselves from their competitors with better meals and more attentive cabin crew and Singapore Airlines is well-recognized in both areas. 3 CORE Greeting Food and beverages Toilets and washrooms Waiting facilities and amenities †¢ Lounges, waiting areas, seating †¢ Weather protection †¢ Magazines, entertainment, newspapers Transport Security Figure 4. 13 Examples of hospitality elements. Applying the 4Ps to Services 93 PART II SERVICE INSIGHTS 4. 1 Cosmetic Surgeons’ Of? ces Turn Off Patients It appears that plastic surgeons could use some service marketing training along with their other courses in medical school. Two experts, Kate Altork and Douglas Dedo, who did a study of patients’ reactions to doctors’ o? ces found that many patients will cancel a surgery, change doctors, or refuse to consider future elective surgery if they feel uneasy in the doctor’s o? ce. The study results suggested that patients do not usually â€Å"doctor-jump† because they do not like the doctor, but because they do not like the environment in which the service occurred. The list of common patient dislikes includes: graphic posters of moles and skin cancers decorating o? ce walls; uncomfortable plastic identi? ation bracelets for patients; examining rooms with no windows or current reading material; bathrooms that are not clearly marked; and not enough wastebaskets and water coolers in the waiting room. What do patients want? Most requests are surprisingly simple and involve simple comforts such as tissues, water coolers, telephones, plants, bowls of candy in the waiting room, and live ? ower arrangements in the lobby. Patients also want windows in the examining rooms and gowns that wrap around the entire body. They would like to sit on a real chair when they talk to a doctor instead of sitting on a stool or examining table. Finally, patients who have not yet gone for surgery prefer to be separated from patients who have had surgery because they feel uneasy sitting next to someone in the waiting room whose head is enclosed in bandages. These study results suggest that cosmetic surgery patients would rather visit an o? ce that looks more like a health spa than a hospital ward. By thinking like service marketers, savvy surgeons could use this information to create patient-friendly environments that will go well with, rather than go against, their technical expertise. Source Bannon, L. (1997). Plastic surgeons are told to pay more attention to appearances. Wall Street Journal, March 15, p. B1. 94 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements Failures in hospitality can extend to the physical design of the areas where customers wait prior to receiving service. A survey found that unappealing o? ces and lack of comfort can drive away patients of cosmetic surgeons (Service Insights 4. 1). Safekeeping While visiting a service site, customers often want their personal possessions to be â€Å"looked after. † In fact, some customers may choose not to go to certain places that do not have safekeeping services like a safe and convenient car park. On-site safekeeping services includes coatrooms; baggage transport, handling and storage; safekeeping of valuables; and even child care and pet care (Figure 4. 14). Caring for Possessions Customer Bring with Them †¢ Child care, pet care †¢ Parking for vehicles, valet parking †¢ Coat rooms †¢ Baggage handling †¢ Storage space †¢ Safe deposit boxes †¢ Security personnel CORE Caring for Goods Purchased (or Rented) by Customers †¢ Packaging †¢ Pickup †¢ Tranportation and delivery †¢ Installation †¢ Inspection and diagnosis †¢ Cleaning †¢ Refueling †¢ Preventive maintenance †¢ Repair and renovation Figure 4. 14 Examples of safekeeping elements. Exceptions Exceptions involve supplementary services that fall outside the normal service delivery. Exceptions include special requests, and problem solving (Figure 4. 15). Special Requests in Advance of Service Delivery †¢ Children’s needs †¢ Dietary requirements †¢ Medical or disability need †¢ Religious observances Handling Special Communications †¢ Complaints †¢ Compliments †¢ Suggestions CORE Problem Solving †¢ Warranties and guarantees †¢ Resolving dif? culties that arise from using the product †¢ Resolving dif? ulties caused by accidents, service failures †¢ Assisting customers who have suffered an accident or a medical emergency Restitution †¢ Refunds and compensation †¢ Free repair of defective goods Figure 4. 15 Examples of exception elements. Applying the 4Ps to Services 95 PART II Companies should anticipate exceptions and develop back-up plans and guidel ines in advance. That way, employees will not appear helpless and surprised when customers ask for special assistance. Well-de? ned procedures make it easier for employees to respond promptly and e? ectively (Figure 4. 16). Managers need to keep an eye on the level of exception requests. Too many requests may indicate that standard procedures need to be changed. For example, if a dentist keeps receiving requests for more information about a particular dental procedure, then this may indicate that it is time to perhaps print some brochures that educate customers. A ? exible approach to exceptions is generally a good idea, because it re? ects responsiveness to customer needs. On the other hand, too many exceptions may have a negative impact on other customers, and overburden employees. Figure 4. 6 McDonald’s wellestablished procedures lets employees respond smartly to customers’ requests. Managerial Implications The eight categories of supplementary services forming the Flower of Service collectively provide many choices for enhancing core products. As noted earlier, some are facilitating services that enable customers to use the core product more e? ectively. Others are â€Å"extras† that enhance the core or even reduce its non-? nancial costs. Any badly handled element may negatively a? ect customers’ perceptions of service quality. Not every core product is surrounded by a large number of supplementary services from all eight petals. People-processing services tend to have more supplementary elements, especially hospitality, since they involve close (and often extended) interactions with customers. When customers do not visit the service factory, the need for hospitality may be limited to just letters and telecommunications. Possession-processing services sometimes place heavy burdens on safekeeping elements. However, there may be no need for this particular petal when providing information-processing services, whereby customers and suppliers interact at arm’s length. Financial services that re provided electronically are an exception to this however. Companies must ensure that their customers’ intangible ? nancial assets and their privacy are carefully safeguarded in transactions that take place through the telephone or the web. (Figure 4. 17). A study of Japanese, American, and European ? rms serving businessto-business markets found that most companies simply added layer upon layer of services to their core o? erings without knowing what customers really valued. 4 Managers surveyed in the study indicated that they did not understand which services should be o? red to customers as a standard package accompanying the core, and which could be o? ered as options for an extra charge. There are no simple rules governing decisions for core products and supplementary services. However, managers should continually review their own policies and those of competitors to make sure they are in line with what the market practices, and customer needs. Figure 4. 17 Security features ensure that online transactions are safe. 96 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements BRANDING SERVICE PRODUCTS AND EXPERIENCES recent years, more and more service ? rms have started talking about their products. What is the di? erence between a service and a product? A product is a de? ned and consistent â€Å"bundle of output. † One bundle of output can be di? erent iated from another bundle of output. Service providers can usually o? er a â€Å"menu† of products, representing an assembly of carefully prescribed elements built around the core product. They may also bundle in certain value-added supplementary services. Let us look at some examples from hotels, a computer support service, and an international airline. I Know how service ? rms use different branding strategies for their product lines. LO 4 Product Lines and Brands Most service ? rms o? er a line of products rather than just a single product. As a result, they must choose among three broad alternatives: using a single brand to cover all products and services, a separate stand-alone brand for each o? ering, or some combination of these two extremes. 5 These alternatives are represented as a spectrum in Figure 4. 18. The term branded house is used to describe a company like the Virgin Group, which applies its brand name to multiple o? rings in often unrelated ? elds. 6 Next on this spectrum are what they term sub-brands. A sub-brand is one where the master brand is the main reference point, but the product itself has a distinctive name too. Singapore Airlines Ra? es Class, the company’s business class service, is an example. The next category of brands are endorsed brands, where the product brand is the main focus, but the corp orate name is still featured (many hotel corporations CORPORATE BRANDING INDIVIDUAL PRODUCT BRANDING â€Å"Branded House† e. g. , Virgin Group Subbrands e. g. , Raf? es Class at Singapore Airlines Endorsed Brands e. . , Starwood Hotels Resorts â€Å"House of Brands† e. g. , Yum! Brands Figure 4. 18 The spectrum of branding alternatives. Applying the 4Ps to Services 97 PART II use this approach). At the far end of the spectrum is the house of brands strategy. Yum! Brands Inc. adopts the house of brands strategy, with more than 35,000 restaurants in 110 countries. While we may not have heard of Yum! Brands, many certainly are familiar with their restaurant brands—A W, KFC, Pizza Hut, Taco Bell, and Long John’s Silver. Each of these brands is actively promoted under their own brand name (Figure 4. 9). Hotel Branding There are many hotel chains that have a global presence. Many of these chains o? er a family of sub-brands/endorsed brands. For instance, Hilt on Hotels Corporation has ten sub-brands, and the Accor Group has ten sub-brands. Marriott International has 15 brands including the wholly owned Ritz-Carlton chain. However, to protect its exclusive image, Ritz-Carlton is not normally identi? ed for marketing purposes as part of the Marriott Group. For a multibrand strategy to succeed, each brand must promise a di? erent set of bene? ts targeted at a di? rent customer segment. In some instances, segmentation is situation-based. The same individual may have di? erent needs and willingness to pay under di? ering circumstances, like when traveling with family or traveling on business. A strategy of brand extension is aimed at encouraging customers to continue staying within the brand family and this may be encouraged through loyalty programs. A study of the brand-switching behavior of some 5,400 hotel customers found that brand extensions do seem to encourage customers to stay within the brand. However, brand extensions may be less e? ctive in discouraging switching when the number of brands reaches four or more. 7 Figure 4. 19 KFC and Pizza Hut are just some of the few popular fast food brands fronting Yum! Brands. Sun Microsystems is an example of branding a high-tech, business-to-business product line. The company o? ers a full range of hardware and software support in a program branded as â€Å"SunSpectrum Support. †8 Four di? erent levels of support are available, sub-branded from platinum to bronze. The objective is to allow the buyers to choose a level of support that meets the needs of their own organizations as well as the willingness to pay. These are categorized as below: u u u Platinum: Mission-critical support with on-site service 24/7 and a two-hour response time. Gold: Business critical support with on-site service from Monday to Friday, 8am to 8pm, telephone service 24/7 and a four-hour response time. Silver: Basic support with on-site service from Monday to Friday, 8am to 5pm, telephone service from Monday to Friday, 8am to 8pm, and a four-hour response time. Bronze: Self-support with phone service 8am to 5pm. Sun Microsystems Hardware and Software Support u 98 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements British Airways Sub-brands u u u u u u u First—deluxe service, British Airways (BA) is a good example of strong sub-branding in the airline industry. BA o? ers seven distinct air travel products. They are: Club World—intercontinental business class, World Traveller Plus—intercontinental premium economy class, World Traveller—intercontinental economy class, Club Europe—intra-European business class, Euro-Traveller—intra-European economy class, and UK Domestic—economy-class service between London and major British cities. Each BA sub-brand represents a speci? c service concept and a set of clearly stated product speci? ations for pre-? ight, in-? ight, and on-arrival service elements. Offering a Branded Experience Branding can be used at both the company and product level by almost any service business. In a well-managed ? rm, the corporate brand is not only easily recognized, but it also has meaning for customers. The brand stands for a particular way of doing business. Applying distinctive brand names to individual products helps marketers to establish a mental picture of the service in customers’ minds and to clarify the nature of the value proposition. The Forum Corporation, a consulting ? m, di? erentiates between (1) experience with high variation from customer to customer, (2) a branded experience that is similar across di? erent ? rms, di? erentiated only by the brand name (ATMs are a good example), and (3) a â€Å"Branded Customer Experience† in which the customer’s experience is shaped in a speci? c and meaningful ways. 9 (See Service Insights 4. 2 for Forum’s recommendations on how to achieve this. ) Don Shultz emphasizes that â€Å"The brand promise or value proposition is not a tag line, an icon, or a color or a graphic element, although all of these may contribute. It is, instead, the heart and soul of the brand†¦. †10 An important role for service marketers is to become brand champions, familiar with and responsible for shaping every aspect of the customer’s experience. We can relate the notion of a branded service experience to the Flower of Service metaphor by emphasizing the need for consistency in the color and texture of each petal. Unfortunately, many service experiences remain much disorganized and create the impression of a ? ower stitched together with petals drawn from many di? erent plants! We will return to a discussion of branding in the context of marketing communications strategy in Chapter 7. Applying the 4Ps to Services 99 PART II SERVICE INSIGHTS 4. 2 Moving Toward The Branded Customer Experience Forum Corporation identi? es six basic steps to develop and deliver the Branded Customer Experience: 1 2 3 Target pro? table customers, employing behavior rather than demographic segmentation as behavior is a more accurate indicator of tastes and preferences. Achieve a superior understanding about your targeted customers’ value. Create a brand promise—an expression of what target customers can expect from their experience with your organization—which is of value to customers, addresses a need, can be implemented, can be incorporated into standards, and provides focus for the organization and its employees. 4 5 6 7 8 Apply that understanding to provide a truly di? erent customer experience. Give employees the skills, tools, and supporting processes needed to deliver the customer experience that has been de? ned. Make everyone a brand manager who is behind the brand and supports the brand. Make promises that your processes can exceed. Measure and monitor. Consistency of delivery is paramount. Source â€Å"Forum Issues #17† Boston: The Forum Corporation, 1997; Wheeler, J. , Smith, S. (2003). â€Å"Loyalty by Design† Forum Corporation, 2003. Available: www. forum. com/publications, accessed March 2008. NEW SERVICE DEVELOPMENT ntense competition and rising customer expectations are having an impact on nearly all service industries. Thus, success lies not only in providing existing services well. Companies also need to create new approaches to services. I List the categories of new service development, ranging from simple style changes to major innovations. LO 5 A Hierarchy of New Service Development Categories Following are seven categories of new services that we can identify, ranging from simple style changes to major innovations. They are in increasing complexity: u u u u Style changes Service improvements Supplementary service innovations Process line extensions 100 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements u u u Product line extensions Major process innovations Major service innovations Style changes are the simplest type of innovation, usually involving no changes in either processes or performance. However they are often highly visible, create excitement, and may serve to motivate employees. Examples include repainting retail branches and vehicles in new color schemes, designing new uniforms for service employees, introducing a new bank check design, or minor changes in service scripts for employees. Service improvements are the most common type of innovation. They involve small changes in the performance of current products, including improvements to either the core product or to existing supplementary services. For example, students need to be physically present to attend lectures. Now, colleges have moved to taping lectures and these can now be viewed online, when the students are free. Hence, students now have a choice as to whether to attend lectures or not. Supplementary service innovations take the form of adding new facilitating or enhancing service elements to an existing core service, or of signi? cantly improving an existing supplementary service. Low-tech innovations for an existing service can be as simple as adding parking at a retail site, or agreeing to accept credit cards for payment. To enhance the existing core service, The Snap Printing group that operates in Australia, New Zealand, Ireland, and China, now provides a complete web-based service that allows customers to get advice, as well as customized printing requirements direct and online. Multiple improvements may have the e? ect of creating what customers perceive as an altogether new experience, even though it is built around the same core. Theme restaurants like the Rainforest Cafe enhance the core food service with new experiences (Figure 4. 20). The cafes are designed to keep customers entertained with aquariums, live parrots, waterfalls, ? erglass monkeys, talking trees that spout environment-related information, and regularly timed thunderstorms, complete with lightning. 11 1. 2. 3. Figure 4. 20 Rainforest Cafe makes a supplementary service innovation by enhancing the core food service with the experience of being in a jungle. Applying the 4Ps to Services 101 PART II 4. Process line extensions are les s innovative than process innovations. However, they often represent new ways of delivering existing products. The intention is either to o? er more convenience and a di? erent experience for existing customers, or to attract new customers who ? d the traditional approach unappealing. Most commonly, they involve adding a lower contact distribution channel to an existing high-contact channel, such as creating telephone-based or Internet-based banking service. Barnes and Noble, the leading bookstore chain in the United States, added a new Internet subsidiary, BarnesandNoble. com to help it compete against Amazon. com (Figure 4. 21). Such dual-track approaches are sometimes referred to as â€Å"Clicks and Mortar. † Creating self-service options to complement delivery by service employees is another form of process line extension. Figure 4. 1 Barnes and Noble extends their process line by offering an Internet-distribution channel, entering the age of the â€Å"Clicks and Mortar. † 102 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements 5. Product line extensions are additions to current product lines by existing ? rms. The ? rst company in a market to o? er such a product may be seen as an innovator. The others are merely followers, often acting to defend themselves. These new services may be targeted at existing customers to serve a broader variety of needs, or designed to attract new customers with di? erent needs (or both). For example, many banks now sell insurance products in the hope of increasing the number of pro? table relationships with existing customers. Major process innovations consist of using new processes to deliver existing core products in new ways with additional bene? ts. For example, the University of Phoenix competes with other universities by delivering undergraduate and graduate degree programs in a non-traditional way. It has no permanent campus, but o? ers courses either online or at night in rented facilities. Its students get most of the bene? ts of a college degree in half the time and at a much lower price than other universities. 2 In recent years, the growth of the Internet has led to the creation of many service process innovations that exclude the use of traditional stores and save customers time and travel. Often, these models add new, timely, information-based bene? ts such as the opportunity to visit chat-rooms with fellow customers, and suggestions for additional prod ucts that match well with what has already been bought. Major service innovations are new core products for markets that have not been previously de? ned. They usually include both new service characteristics and radical new processes. Examples include relatively recent web-based television services, and YouTube’s video sharing web services (Figure 4. 22). 6. 7. Figure 4. 22 YouTube allows users to easily embed any hosted videos on web pages or blogs, an innovation which found favor among socialnetworking websites. As the above typology suggests, service innovation can occur at many di? erent levels. However, not every type of service innovation has an impact on the features of the service product, and not all are experienced by the customers. Applying the 4Ps to Services 103 PART II Be familiar with the factors needed to achieve success in developing new services. LO 6 Achieving Success in Developing New Services For a new product to be successful, the sound core product is necessary but not su? cient. It is the quality of the total service o? ering, and also the marketing support that goes with it that is important for success. Chris Storey and Christopher Easingwood emphasize that success is based on market knowledge: â€Å"Without an understanding of the marketplace, knowledge about customers, and knowledge about competitors, it is very unlikely that a new product will be a success. †13 A study by Scott Edgett and Steven Parkinson focused on discriminating between successful and unsuccessful new ? ancial services. 14 They found that the three factors contributing most to success were, in order of importance: 1. Market synergy—the new product ? t well with the existing image of the ? rm, was better than competitors at meeting customers’ known needs, and received strong support during and after the launch from the ? rm an d its branches. In addition, the ? rm had a good understanding of its customers’ purchase decision behavior. Organizational factors—there was strong interfunctional cooperation and coordination. Development personnel were fully aware of why they were involved and of the importance of new products of the company. Market research factors—detailed and properly designed market research studies were conducted early in the development process. There was a clear idea of the type of information to be obtained. A good de? nition of the product concept was developed before undertaking ? eld surveys. 2. 3. Figure 4. 23 When sound human resource strategy is wedded to vibrant marketing synergy, a successful product is born. Another survey of ? nancial service ? rms to determine what distinguished successful from unsuccessful products yielded similar ? ndings. 15 In this instance, the key factors for success were synergy (the ? between the product and the ? rm in terms of needed expertise and resources being present) and internal marketing (the support given to sta? before its launch to help them understand the new product and its underlying systems, plus details about direct competitors, and support). Yet another study found similar factors, that marketing synergy and human resource issues like me eting customer needs, and having a human resource strategy that links to the development of service processes are keys to success (Figure 4. 23). 16 104 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements CHAPTER SUMMARY LO 1 u A service product consists of two components, the core product and supplementary services. The core product is based on the core set of bene? ts and solutions delivered to customers. Supplementary services are those elements that facilitate and enhance the use of the core product. u Designing a service concept is a complicated task that requires an understanding of how the core and supplementary services should be combined, sequenced, delivered, and scheduled to create bene? ts that meet the needs of the target market segments. LO 5 u When competition is intense, ? rms can create ew approaches to services in order to maintain a competitive edge. There is a hierarchy of new service development that has seven categories ranging from simple changes to major innovations. They are: o o o o o o o Style changes Service improvements Supplementary service innovations Process line extensions Product line extensions Major process innovations, and Major service innovations . LO 2 u Different types of core products often share similar supplementary elements. The Flower of Service concept categorizes supplementary services into eight groups (each represented as a petal surrounding the core). The eight groups can be categorized as (1) facilitating and (2) enhancing supplementary services. for service delivery or help in the use of the core product. They are: o o o o Information Order-taking Billing, and Payment. LO 3 u Facilitating supplementary services are needed u Major service innovations are relatively rare. More common is the use of new technologies, such as the Internet, to deliver existing services in new ways. In mature industries, where the core service can become a commodity, the search for competitive advantage often depends on creating new supplementary services or greatly improving performance on existing ones. LO 6 u The chances of success for a new service concept increase when it: o o Fits well with the ? rm’s expertise, resources and existing image, Provides a superior advantage over competing services in terms of meeting customers’ needs, and is Well-supported by coordinated efforts between the different functional areas in a ? rm. u Enhancing supplementary services add extra value for the customer and include: o o o o Consultation Hospitality Safekeeping Dealing with exceptions. o u The use of a ? ower helps us to understand that all the supplementary elements must be performed well. A weakness in one element will spoil the overall impression. LO 4 u Many ? rms offer several service products with different performance attributes and brand each package with a distinctive name. They can use a variety of branding strategies such as branded house, sub-brands, endorsed brands, and house of brands. However, each of these different brands in the family should offer a meaningful bene? t or this strategy is likely to be ineffective against competition. Applying the 4Ps to Services 105 UNLOCK YOUR LEARNING These keywords are found within the sections of each Learning Objective (LO). They are integral in understanding the services marketing concepts taught in each section. Having a ? rm grasp of these keywords and how they are used is essential in helping you do well for your course, and in the real and very competitive marketing scene out there. LO 1 1. Core product 2. Service product 3. Supplementary services 12. Flower of Service 13. Hospitality 14. Information 15. Order-taking 16. Payment 17. Safekeeping 24. Branded customer experience LO 5 25. Categories of new services 26. Major process innovations 27. Major service innovations 28. Process line extensions 29. Product line extensions 30. Style changes 31. Service improvements 32. Supplementary service innovations LO 2 4. Delivery processes 5. People processing 6. Service concept LO 3 7. Biling 8. Consultation 9. Enhancing supplementary services 10. Exceptions LO 4 18. Branded house 19. Sub-brands 20. Endorsed brands 21. House of brands 22. Multi-brand strategy 23. Branding LO 6 33. Internal marketing 34. Market synergy 11. Facilitating supplementary services How well do you know the language of services marketing? Quiz yourself! Not for the academically faint-of-heart For each keyword you are able to recall without referring to earlier pages, give yourself a point (and a pat on the back). Tally your score at the end and see if you earned the right to be called—a services marketeer. SCORE 0–5 6 – 11 12 – 18 19 – 24 25 – 29 30 – 34 Services Marketing is done a great disservice. The midnight oil needs to be lit, pronto. I know what you didn’t do all semester. A close shave with success. Now, go forth and market. There should be a marketing concept named after you. 106 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements KNOW YOUR ESM Review Questions 1. De? ne what is meant by core product and supplementary services. Can they be applied to goods as well as services? Explain your answer. Explain the ? ower of service concept. What insights does this concept provide for service marketers? Explain the distinction between enhancing and facilitating supplementary services. Give several examples of each, relative to services that you have used recently. 4. How is branding used in services marketing? What is the distinction between a corporate brand like Marriott and the names of its different inns and hotel chains? What are the approaches that ? rms can take to create new services? 2. 5. 6. WORK YOUR ESM Application Exercises 1. Select a service that you are familiar with and identify the core product and supplementary services. Identify a competitor’s service and show how the competitor’s core product and supplementary services differ from the one you had originally identi? ed. Select some branding examples from ? nancial services such as speci? c types of retail bank accounts or insurance policies and de? ne their characteristics. How meaningful are these brands likely to be to customers? 3. 2. Using a ? m that you are familiar with, analyze what opportunities it might have, to create line extensions for its current and/ or new markets. What impact might these extensions have on its present services? Applying the 4Ps to Services 107 PART II 3. Why do new services often fail? What factors are associated with successful development of new services? ENDNOTES 1 Horovitz, B. (2006). Starbucks aims beyond lattes to extend brand. USA Today, 18 May 2006. www. starbucks. com and www. hearmusic. com. Accessed March 2008. Lovelock, C. H. (1992). Cultivating the Flower of Service: New ways of looking at core and supplementary services. In P. Eiglier, E.? Langeard (Eds. ), Marketing, Operations, and Human Resources: Insights into Services, (pp. 296–316). Aix-en-Provence, France: IAE, Universite d’Aix-Marseille III. Heracleous, L. , Wirtz, J. , Pangarkar, N. (2006). Flying High: Cost Effective Service Excellence – Lessons from Singapore Airlines. Singapore: McGraw Hill. Anderson J. C. , Narus, J. A. (1995). Capturing the value of supplementary services. Harvard Business Review, 73(January–February), pp. 75–83. Devlin, J. (2003). Brand architecture in services: The example of retail ? nancial services. Journal of Marketing Management, 19, pp. 1043–1065. Aaker D. , Joachimsthaler, E. (2000). The brand relationship spectrum: The key to the brand challenge, California Management Review, 42(4), pp. 8–23. Jiang, W. , Dev, C. S. , Rao, V. R. (2002). Brand extension and customer loyalty: Evidence from the lodging industry. Cornell Hotel and Restaurant Administration Quarterly, (August), pp. 5–16. www. sun. com/service/support/sunspectrum, Accessed 2 February 2008. 9 Wheeler J. , Smith, S. (2003). Managing the Customer Experience. Upper Saddle River, NJ: Prentice Hall. Shultz, D. E. (2001). Getting to the heart of the brand. Marketing Management, (Sep. – Oct. ), pp. 8–9. Rubel, C. New menu for restaurants: Talking trees and blackjack. Marketing News, (July), p. 1. Available: http://www. rainforestcafe. com/, Accessed March 2008. Traub, S. T. , Drive-Thru U. (1997). The New Yorker, (October);. Macht, J. (1998). Virtual You. Inc. Magazine, (January), pp. 84–87. Available: http://www. phoenix. edu/about_us/about_ us. aspx, Accessed March 2008. Storey C. D. , Easingwood, C. J. (1998). The augmented service offering: A conceptualization and study of its impact on new service success. Journal of Product Innovation Management, 15, pp. 335–351. Edgett S. , Parkinson, S. (1994). The development of new ? ancial services: Identifying determinants of success and failure. International Journal of Service Industry Management, 5(4), pp. 24–38. Storey C. , Easingwood, C. (1993). The impact of the new product development project on the success of ? nancial services. Service Industries Journal, 13(3), pp. 40–54. Ottenbacher, M. , Gnoth, J. , Jones , P. (2006). Identifying determinants of success in development of new high-contact services. International Journal of Service Industry Management, 17(4), pp. 344–363 10 2 11 3 12 4 13 5 14 6 15 7 16 8 108 Chapter 4 †¢ Developing Service Products: Core and Supplementary Elements