D N A G N I N G DESI S E C I V R E S MANAGING

Presented By: Anurag Sah Ira Purohit E-04 E-0 A!andee" Bhinder E-0#

$hat is SERVICES %%%

Ser&i'e are those intangi()e a'ti&ities that "ro&ides satis*a'tion o* +ants and i!")ies intera'tion (et+een the ser&i'e "ro&ided and 'usto!er

C,ARAC-ERIS-ICS ./ SERVICES

INTANGIBILITY

INSEPERABILITY

VARIABILITY

PERISHABILITY
Di**erentia) Pri'ing

Pea0 -i!e E**i'ien'y

 Non Pea0 De!and

In'reased Custo!er "arti'i"ation

DEVE1.PING BRAND S-RA-EGIES /.R SERVICES

Choosing Brand E)e!ents

Esta()ishing I!age Di!ensions

De&ising the Branding Strategy

AC,IEVING E2CE11ENCE IN SERVICES MAR3E-ING

-he in'reased i!"ortan'e o* the ser&i'e industry has shar"ened the *o'us on +hat it ta0es to e4'e) in the !ar0eting o* ser&i'es5 Mar0eting e4'e))en'e in ser&i'es re6uires e4'e))en'e in three (road areas:

E4terna) !ar0eting des'ri(es "re"aring7 "ri'ing7 distri(uting and

"ro!oting the ser&i'es to the 'usto!ers5

Interna) !ar0eting des'ri(es training and !oti&ating e!")oyees to ser&e

'usto!ers +e))5

Intera'ti&e !ar0eting des'ri(es the e!")oyees8 s0i)) in ser&ing the ')ient5

C)ients 9udge the ser&i'e on the (asis o* the te'hni'a) 6ua)ity as +e)) as the *un'tiona) 6ua)ity o* the ser&i'e5

Best Pra'ti'es o* -o" Ser&i'e Co!"anies

In A'hie&ing Mar0eting E4'e))en'e $ith -heir Custo!ers7 $e))-!anaged Ser&i'e Co!"anies Share:

Strategi' Con'e"t

E45 Con'ierge Des0s At ,ote)s5

-o" Manage!ent Co!!it!ent

E45 Sa! $a)ton .* $a)-!art Ma0es E!")oyees -a0e A P)edge7 :I So)e!n)y S+ear And De')are -hat E&ery Custo!er -hat Co!es $ithin ;0 /eet .* Me7 I $i)) S!i)e7 1oo0 -he! In -he Eye7 And Greet -he!7 So ,e)" Me Sa!5<

,igh Standards

E45 Citi(an0 Ai!s -o Ans+er Phone Ca))s $ithin ;0 Se'onds And Custo!er 1etters $ithin = Days5
Pro*it -iers Monitoring Syste!s

-o" /ir!s Audit Ser&i'e Per*or!an'e7 Both -heir .+n And Co!"etitors87 .n A Regu)ar Basis Mystery .r Ghost Sho""ing7 Custo!er Sur&eys7 Et'5

Satis*ying Custo!er Co!")aints

Di**erentiating Ser&i'es
Mar0eting e4'e))en'e re6uires ser&i'e !ar0eters to 'ontinua))y di**erentiate their (rands so they are not seen as a 'o!!odity5

;5 Pri!ary and se'ondary ser&i'e o"tions

$hat a 'usto!er e4"e'ts is 'a))ed the "ri!ary ser&i'e "a'0age and +hat the "ro&ider o**ers in addition is the se'ondary ser&i'e "a'0age

Air"ort-> Duty *ree sho"s

Star(u'0s-> Mer'handise

=5 Inno&ation +ith ser&i'es

Inno&ation is as &ita) in ser&i'es as in any industry5

E45 ,ousing5Co5In It8s a !a"-(ased rea) estate "orta) started (y a grou" o* II- (o!(ay students +ith a *unding o* =5 !i))ion *ro! ne4us &enture "artners

Case Study

PVR Cine!as

IN-R.D?C-I.N
Priya Vi))age Roadsho+ @PVRA Cine!asBis one o* the )argest 'ine!a 'hains inBIndia5 -he 'o!"any7 +hi'h as a 9oint &enture agree!ent (et+een Priya E4hi(itors Pri&ate 1i!ited By introdu'ing the !u)ti")e4 'on'e"t in India7 PVR Cine!asB(rought in a +ho)e ne+

andBVi))age Roadsho+ 1i!itedBin ;CC +ith #0:40 ratio7 (egan its 'o!!er'ia) o"erations in Dune ;CCE +ith the )aun'h o* PVR Anu"a! inBSa0et7 IndiaFs *irstB!u)ti")e45 "aradig! shi*t to the 'ine!a &ie+ing e4"erien'e: high ')ass seating7 state-o*-the-art s'reens and audio-&isua) syste!s5

B1?EPRIN-

Inter!ission

Credits on

GAPS IN SERVICE

GAP ; : 3no+)edge Ga"

Ga" ')osed E//.R-S MADE -. C1.SE -,E GAP:
Intera'tion through So'ia) Media5 Good CRM "ra'ti'es5 Good !ar0et resear'h5 Gap 1 Company Perceptions of Consumer Expectations

GAP =: Standards Ga"

Ga" ')osed5 E//.R-S MADE -. C1.SE -,E GAP:
$e))-de*ined ()ue"rint5 Custo!er oriented ser&i'e design5 Good a!(ien'e5 C)ean)iness5 Physi'a) e&iden'e5
Customer-Driven Service Designs and Standards

Gap 2
Company Perceptions of Consumer Expectations

GAP G: De)i&ery Ga"

Ga" e4ists5 Reasons: De*i'ien'y in ,R "o)i'es5 So!e 'usto!ers +ho negati&e)y i!"a't other 'usto!ers5
Service Delivery

Gap 3
Customer-Driven Service Designs and Standards

GAP 4 : Interna) Co!!uni'ation Ga"

Service Delivery

Gap 4

External Communications to Customers

Ga" e4ists5 Reasons: 1a'0 o* edu'ation *or 'usto!ers 1a'0 o* Interna) !ar0eting5 A(sen'e o* 'usto!er e4"e'tion !anage!ent through a)) *or!s o* 'o!!uni'ation5

Main Issues
1o+ de!and o* "re!ier seats ti'0ets due to high "ri'ing5 /)u'tuating de!and "atterns5 Rea))o'ation o* the assigned seats5 Re")y to !ai)s not done5 Mis!anage!ent o* sta** during +ee0days5 1ess nu!(er o* s'reens in !any ha))s5 1ess nu!(er o* )a(our e!")oyed 5

Strategies to ta'0)e "ro()e!s

S"e'i*ying a turnaround ti!e *or re&erting (a'0 to the !ai)5 E!")oying )arger nu!(er o* )a(ourers that are s0i))ed5 In'reasing the nu!(er o* s'reens5 Greying out o* the a))o'ated seats in the on)ine syste! as soon as it
(oo0ed5

Strategies *or shi*ting de!and to !at'h 'a"a'ity

De!and too high Shi*t De!and De!and too )o+

In'rease Pri'e In'rease no o* sho+s

Redu'e "ri'e De'rease no o* sho+s /)e4i()e -i!ings In'rease Ad&ertising

a'ti&ities

Strategies *or ad9usting 'a"a'ity to !at'h de!and

De!and too high Ad9ust Ca"a'ity De!and too )o+

Cross-training
e!")oyees

Maintenan'eH
Reno&ation

Part ti!e e!")oyees

E!")oyee Va'ations

$aiting 1ine Strategies

Di**erent +ays *or ti'0et (oo0ing

Suggestions *or !eeting De!and I Su"")y

Custo!er Re)ationshi" Manage!ent

-+itter

-,AN3 J.?