Solution Manual for Essentials of Services Marketing, 3rd Edition

Name: Solution Manual for Essentials of Services Marketing, 3rd Edition
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Author: Owen Collins

Solution Manual for Essentials of Services Marketing, 3rd Edition makes solving textbook exercises easier with step-by-step solutions and helpful tips.

Owen Collins

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CHAPTER 1
INTRODUCTION TO SERVICES MARKETING
LEARNING OBJECTIVES
By the end of this chapter, students should be able to
 (LO 1) Understand how services contribute to a country’s economy.
 (LO 2) Know the principal industries of the service sector.
 (LO 3) Identify the powerful forces that are transforming service
markets.
 (LO 4) Understand how B2B services improve the productivity of
individual firms and drive economic development.
 (LO 5) Define services using the non-ownership framework.
 (LO 6) Identify the four broad “processing” categories of services.
 (LO 7) Be familiar with the characteristics of services and the distinctive
marketing challenges they pose.
 (LO 8) Understand the components of the traditional marketing mix
applied to services.
 (LO 9) Describe the components of the extended marketing mix for
managing the customer interface.
 (LO 10) Appreciate that marketing, operations, and human resource
management functions need to be closely integrated in service
businesses.

 (LO 11) Understand the implications of the service–profit chain for
service management.
 (LO 12) Know the framework for developing effective services marketing
strategies.
CHAPTER OUTLINE
(L01) Understand how services contribute to a country’s
economy
Services dominate almost all types of economies today. The service
sector accounts for a majority of the gross domestic product in all
industrialized countries and provides most of the new jobs in many
developing and highly developed nations worldwide.
(LO2) Know the principle industries of the service sector
The service sector is a very diverse sector with contributions from
various industries that target individual and business customers. Key
industries are:
• Government services
• Real Estate
• Wholesale and Retail trade
• Business and Professional service
• Finance and Insurance
• Healthcare services
• Transport, utilities and communication services
• Accommodation and food services
• Arts, entertainment and recreation services
(L03) Identify the powerful forces that are transforming service
markets
• Changes in government policies
• Social changes
• Business trends like productivity and cost savings, franchising
etc.
• Advances in information technology
• Internationalization and globalization
Customer needs are evolving, markets and competition are changing
rapidly, and effect

posed by these challenges is a vital first step in developing effective
strategies. In particular, the increasingly competitive nature of many
service industries places a premium on effective marketing strategy.
(LO4) Understand how B2B services improve the productivity of
individual firms and drive economic development
Many manufacturing firms outsource their non-core support activities to
independent service providers that focus on providing those activities in
cost-efficient structures. This development leads to an increased
specialisation with significant improvements in overall productivity and
living standards.
(L05) Define services using the non-ownership of ser

be translated further into eight common differences between products
and services:
• Most goods cannot be inventoried
• Intangible elements dominate value creation
• Services are often difficult to visualise
• Customers may be involved in co-production
• People may be part of the service experience
• Operational inputs and outputs tend to vary more widely
• The time factor often assumes great importance
• Distribution may take place through non-physical channels.
It is important to note that these differences are useful generalisations
and do not apply equally to all services.
Table 1.1 gives managerial implications and challenges these
differences pose.
(L08) Understand the components of the traditional marketing
mix applied to services
Strategies to market manufactured goods usually address the
traditional four elements of the marketing mix—product, price, place,
and promotion. These four Ps, when applied to services, have
additional considerations:
1) Product elements: All components of the service performance
that create value for customers.
2) Place and time: When, where, and how to deliver services to
customers.
3) Price and other user outlays: All the outlays inc

Processes: It is how a firm does things by designing and implementing
processes for the creation and delivery of services. Since services are
variable, the operational inputs and outputs can vary widely also and
often customers are involved in co-production to design a suitable
process. In services processes are often not a smooth flow because
services cannot be inventoried, thus wait systems are built into the
service process.
Physical Environment: The “servicescape” of the service is its physical
environment including building, vehicles, landscape, interior and all
other visible cues.
People: Services are often delivered through people therefore the
selection, training and motivation of the service employees is
essential.
(LO10) Appreciate that marketing, operations, and human
resource management functions need to be closely integrated in
service business.
The key deliverables and objectives of these various functions need to
compatible and mutually reinforcing and tightly integrated. In service
organisations, operations functions are actively involved in the design of
products and processes to improve productivity and quality. HR provides
quality front-line service providers to ensure the service experience and
IT provides real-time information at every customer touch-point to
create value with updated customer data.
(LO11) Understand the implications of the Service-Profit Chain
for Service Management
Figure 1.27 provides the Service-Profit chain and explains how internal
operating strategies of workplace design, rewards and recognition,
adequate employee training yield higher service quality and this in turn
leads to revenue growth and profitability through customer loyalty and
satisfaction.
(LO12) Know the framework for developing effective service
marketing strategies
The framework for services marketing strategies is the same as the
structure of this book. The 5 parts of this structure are provided on
Pages 28 and 29 and involve understanding of services, applying 4Ps to
services, using the additional 3Ps to design and manage customer
interface, developing customer relationships and quality management in
services using Gaps model to move to higher levels of performance.

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3. Why would growth in business services help individual firms
and entire economies become more productive?
A key driver of successful economies is their ecosystem of advanced,
competitive and innovative business services. Many manufacturing firms
have recognised the importance of outsourcing their non-core support
activities to other specialised service providers that have more cost-
efficient structures. This development results in the growth of B2B
service sector and helps these specialised firms run successful
businesses and in the broader perspective, better economic productivity
creates more jobs and improves the overall standard of living.
4. Describe the four broad “processing” categories of services,
and provide examples for each of them.
Figure 1.9 highlights the four broad categories of services, such as:
• People processing (directed at people’s bodies): hair stylists,
healthcare
• Possessio

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Students can relate Service-Profit chain to explain unique marketing of
religious institution or non-profit organisations such as WWF by
explaining how these services do not measure their success by the
profitability rather they view growth of their ideology as the main
measure of success. Students can also discuss the additional 3Ps of
service
• People: The imam of a mosque and pastor of a church are critical
to the delivery of service.
• Processes: Although for non-profit firms like WWF, or an adoption
centre, profit is not the main aim, nevertheless, poorly designed
service process will lead to wasted time and ineffective service
delivery. This can reduce the social support and funds that are so
essential for such businesses.
• Physical Environment: As in any service, physical features like
building of a church and office of the non-profit firm will reflect its
values and beliefs. Religious symbology, or ideological depictions
like pictures of animals or WWF projects to save wildlife will be
the key feature of physical environment.

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CHAPTER 2
CONSUMER BEHAVIOR IN A SERVICES CONTEXT
This chapter emphasizes the point made in Chapter 1 that service
success requires a focus on both customers and competitive
markets. Accordingly, Chapter 2 establishes a theme that runs
throughout the book: the need for service firms to be customer
focused, to understand customer concerns and expectations, and
to recognize the customer’s often dynamic role in service
operations.
LEARNING OBJECTIVES
By the end of this chapter, students should be able to:
 (LO 1) Understand the three-stage model of service consumption.
 (LO 2) Use the multi-attribute model to understand how consumers evaluate
and choose between alternative service offerings.
 (LO 3) Learn why consumers often have difficulty evaluating services,
especially those with many experience and credence attributes.
 (LO 4) Know the perceived risks customers face in purchasing services and
the strategies firms can use to reduce consumer risk perceptions.
 (LO 5) Understand how customers form service expectations and the
components of these expectations.
 (LO 6) Know the “moment of truth” metaphor.
 (LO 7) Contrast how customers experience and evaluate high- versus low-
contact services.
 (LO 8) Be familiar with the servuction model and understand the interactions
that together create the service experience.

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