Service Management and Marketing: A Customer Relationship Management Approach

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Service Management and Marketing: A Customer Relationship Management Approach

06 Sep 2000-

TL;DR: In this paper, the authors present the Six Rules of Service Management and the six principles of service management for managing relationships in a market-oriented organization: Structure, Resources and Service Processes.

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Abstract: The Service and Relationship Imperative: Managing In Service Competition. Managing Customer Relationships: An Alternative Paradigm in Management and Marketing. The Nature of Services and Service Consumption, and its Marketing Consequences. Service and Relationship Quality. Quality Management in Services. Return on Service and Relationships. Managing the Augmented Service Offering. Principles of Service Management. Managing Service Productivity. Managing Marketing or Market--oriented Management. Managing Total Integrated Marketing Communication. Managing Brand Relationships and Image. Market--oriented Organization: Structure, Resources and Service Processes. Managing Internal Marketing: A Prerequisite for Successfully Managing Customer Relationships. Managing Service Culture: The Internal Service Imperative. Conclusions: Managing Relationships and the Six Rules of Service. Index.

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Journal Article•DOI•

Evolving to a New Dominant Logic for Marketing

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Stephen L. Vargo¹, Robert F. Lusch²•Institutions (2)

University of Maryland, College Park¹, Texas Christian University²

01 Jan 2004-Journal of Marketing

TL;DR: The authors argue that service provision rather than goods is fundamental to economic exchange and argue that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision is fundamental for economic exchange.

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Abstract: Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output The dominant logic focused on tangible resources, embedded value, and transactions Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators

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12,760 citations

Journal Article•DOI•

Whither Services Marketing? In Search of a New Paradigm and Fresh Perspectives

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Christopher Lovelock¹, Evert Gummesson²•Institutions (2)

Yale University¹, Stockholm University²

01 Aug 2004-Journal of Service Research

TL;DR: In this article, the authors examine the received wisdom of services marketing and challenge the validity and continued usefulness of its core paradigm, namely, the assertion that four specific characteristics (i.e.,

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Abstract: This article examines the received wisdom of services marketing and challenges the validity and continued usefulness of its core paradigm, namely, the assertion that four specific characteristics—i...

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1,282 citations

Cites background from "Service Management and Marketing: A..."

...…spirit, the major reason is that the marketing literature has been unwilling to abandon mainstream marketing management concepts and categories and to acknowledge services as an integral part of every industry and product—a position championed by Grönroos (2000) and Vargo and Lusch (2004a, 2004b)....
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...Similarly, the notion of variability between customers is not unique to services and is embodied in relationship marketing, customer relationship management (CRM), and one-to-one marketing (Copulsky and Wolf 1990; Grönroos 2000; Gummesson 2002b; Peppers and Rogers 1999 )....
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...However, five other texts (Bateson and Hoffman 1999; Grönroos 2000; Gonçalves 1998; Lovelock and Wirtz 2004; Lovelock and Wright 2002) enumerate significantly longer lists of differences between goods and services....
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...Despite an undercurrent of skepticism about the component elements (Grönroos 2000; Lovelock 1983, 2000) and a highly critical stance by Gummesson (2002b, pp. 288- 89), the IHIP framework remains a unifying theme for services marketing....
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...Consider the caveats offered by Grönroos (2000) in “reluctantly” proposing a definition of services: A service is a process consisting of a series of more or less intangible activities that normally, but not necessarily always, take place in interactions between the customer and service employees…...
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Journal Article•DOI•

The Four Service Marketing Myths Remnants of a Goods-Based, Manufacturing Model

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Stephen L. Vargo¹, Robert F. Lusch²•Institutions (2)

University of Maryland, College Park¹, Texas Christian University²

01 May 2004-Journal of Service Research

TL;DR: The authors argue that these characteristics do not distinguish services from goods, only have meaning from a manufacturing perspective, and imply inappropriate normative strategies, and suggest that advances made by service scholars can provide a foundation for a more service-dominant view of all exchange from which more appropriate normative strategies can be developed.

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Abstract: Marketing was originally built on a goods-centered, manufacturing-based model of economic exchange developed during the Industrial Revolution. Since its beginning, marketing has been broadening its perspective to include the exchange of more than manufactured goods. The subdiscipline of service marketing has emerged to address much of this broadened perspective, but it is built on the same goods and manufacturing-based model. The influence of this model is evident in the prototypical characteristics that have been identified as distinguishing services from goods—intangibility, inseparability, heterogeneity, and perishability. The authors argue that these characteristics (a) do not distinguish services from goods, (b) only have meaning from a manufacturing perspective, and (c) imply inappropriate normative strategies. They suggest that advances made by service scholars can provide a foundation for a more service-dominant view of all exchange from which more appropriate normative strategies can be developed...

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1,251 citations

Cites background from "Service Management and Marketing: A..."

...…we define service as the application of specialized competences (skills and knowledge), through deeds, processes, and performances for the benefit of another entity or the entity itself (self-service) (Vargo and Lusch 2004; see also Gronroos 2000b, p. 48 for a similar conceptualization)....
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...They appear to have near-uniform and almost unquestioned acceptance by marketing scholars and, as Gronroos (2000b) noted, are “repeated in almost every context without any discussion of the undermining logic” (p. 60)....
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...Although we believe that these distinctions may be useful for thinking about when and how various kinds of activities take place, we suggest that they may also be partially indicative of the influence of the manufacturing perspective, as the terms production (Gronroos 2000b) and output reflect....
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...Likewise, discussing value, Gronroos (2000b) has contended, “The focus is not on products but on the customers’ value-creating processes where value emerges for customers and is perceived by them . . . the focus of marketing is value creation rather than value distribution” (pp. 24-25; see also p.…...
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...We agree with Gronroos (2000b), who has argued, The emerging principles of services marketing will become the mainstream principles of marketing in the future. . . ....
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Journal Article•DOI•

Service Blueprinting: A Practical Technique for Service Innovation:

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Mary Jo Bitner, Amy L. Ostrom, Felicia N. Morgan¹•Institutions (1)

University College West¹

01 Apr 2008-California Management Review

TL;DR: Service blueprinting is securely grounded in the customer's experience and it allows the clear visualization of dynamic service processes, including real case examples that illustrate the value and breadth of its applications.

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Abstract: With the global focus on service-led growth has come increased need for practical techniques for service innovation. Services are fluid, dynamic, experiential, and frequently -produced in real time by customers, employees, and technology, often with few static physical properties. However, most product innovation approaches focus on the design of relatively static products with physical properties. Thus, many of the invention and prototype design techniques used for physical goods and technologies do not work well for human and interactive services. This article describes one technique—service blueprinting—that has proven useful for service innovation. Service blueprinting is securely grounded in the customer's experience and it allows the clear visualization of dynamic service processes. The technique is described in detail including real case examples that illustrate the value and breadth of its applications.

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1,022 citations

Journal Article•DOI•

The relationship marketing process: communication, interaction, dialogue, value

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Christian Grönroos

01 Mar 2004-Journal of Business & Industrial Marketing

TL;DR: In this article, the authors discuss a framework of central processes in relationship marketing, which includes an interaction process as the core, a planned communication process as marketing communications support through distinct communications media, and a customer value process as an outcome of relationship marketing.

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Abstract: The objective of the article is to discuss a framework of central processes in relationship marketing. The framework includes an interaction process as the core, a planned communication process as the marketing communications support through distinct communications media, and a customer value process as the outcome of relationship marketing. If the interaction and planned communication processes are successfully integrated and geared towards customers' value processes, a relationship dialogue may merge.

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963 citations

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Service Management and Marketing: A Customer Relationship Management Approach

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Cites background from "Service Management and Marketing: A..."

Cites background from "Service Management and Marketing: A..."

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