服務(wù)營(yíng)銷精要

內(nèi)容概要

　　《服務(wù)營(yíng)銷精要英文版》是洛夫洛克服務(wù)營(yíng)銷領(lǐng)域權(quán)威著作的精要版，編寫目的在于易于閱讀與理解?！　　斗?wù)營(yíng)銷精要英文版》圍繞一個(gè)嶄新的框架結(jié)構(gòu)展開，目的是創(chuàng)建強(qiáng)調(diào)服務(wù)供應(yīng)商與消費(fèi)者之間價(jià)值交換的有效服務(wù)營(yíng)銷策略。該框架提供了一種更加靈活的教學(xué)方式，并構(gòu)成了《服務(wù)營(yíng)銷精要英文版》結(jié)構(gòu)的有機(jī)組成部分，易于讀者了解不同章節(jié)的內(nèi)容是如何相互聯(lián)系的?！　【暮Y選的美國(guó)、歐洲和亞洲的案例配合理論內(nèi)容的學(xué)習(xí)，為讀者提供了國(guó)際化的視野?！　　斗?wù)營(yíng)銷精要英文版》配套中文版已推出，供讀者參照閱讀。

作者簡(jiǎn)介

作者：（美國(guó)）克里斯托弗·洛夫洛克（Christopher Lovelock） （美國(guó)）約亨·沃茨（Jochen Wirtz） （美國(guó)）帕特里夏·周（Patricia Chew）

書籍目錄

前言第1篇 理解服務(wù)產(chǎn)品、消費(fèi)者和市場(chǎng)第1章 服務(wù)營(yíng)銷概述第2章 服務(wù)情境下的消費(fèi)者行為第3章 競(jìng)爭(zhēng)市場(chǎng)中的服務(wù)定位第2篇 4P在服務(wù)業(yè)中的應(yīng)用第4章 開發(fā)服務(wù)產(chǎn)品：核心和附加要素第5章 實(shí)體與電子渠道的服務(wù)分銷第6章 服務(wù)定價(jià)和利潤(rùn)管理第7章 服務(wù)促進(jìn)與消費(fèi)者教育第3篇 管理顧客界面第8章 開發(fā)管理服務(wù)流程第9章 平衡生產(chǎn)能力與需求第10章 服務(wù)環(huán)境的管理藝術(shù)第11章 管理員工培育服務(wù)優(yōu)勢(shì)第4篇 實(shí)施盈利性服務(wù)戰(zhàn)略第12章 管理顧客關(guān)系與創(chuàng)造忠誠(chéng)第13章 抱怨管理與服務(wù)補(bǔ)救第14章 提升服務(wù)質(zhì)量與生產(chǎn)力第15章 面向變革管理和服務(wù)領(lǐng)導(dǎo)的組織案例1 沙利文福特汽車世界案例2 悅榕莊：無形資產(chǎn)的品牌化案例3 Ginger：Smart Basics TM品牌經(jīng)濟(jì)型酒店案例4 Capital：One：發(fā)起一場(chǎng)大眾媒體運(yùn)動(dòng)案例5 澳洲行動(dòng)狗案例6 Menton銀行案例7 GoodLife健身俱樂部案例8 DHL亞洲公司的顧客資產(chǎn)管理案例9 用技術(shù)改革新加坡讀者的圖書館體驗(yàn)案例10 Beckett博士的牙科診所術(shù)語表

章節(jié)摘錄

版權(quán)頁(yè)：插圖：Process line extensions are less innovative than process innovations. However, they often represent new ways of delivering existing products. The intention is either to offer more convenience and a different experience for existing customers, or to attract new customers who find 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. Such dual-track approaches are sometimes referred to as "Clicks and Mortar." Creating self-service options to complement delivery by service employees is another form of process line extension.Product line extensions are additions to current product lines by existing firms. The first company in a market to offer 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 different needs (or both). For example, many banks now sell insurance products in the hope of increasing the number of profitable relationships with existing customers.Major process innovations consist of using new processes to deliver existing core products in new ways with additional benefits. For example, the University of Phoenix competes with other universities by cleiivering undergraduate and graduate degree programs in a non-traditional way. It has no permanent campus, but offers courses either online or at night in rented facilities. Its students get most of the benefits of a college degree in half the time and at a much lower price than other universities.12 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 benefits such as the opportunity to visit chat-rooms with fellow customers, and suggestions for additional products that match well with what has already been bought.

編輯推薦

《服務(wù)營(yíng)銷精要(英文版)》是工商管理經(jīng)典教材·市場(chǎng)營(yíng)銷系列。

圖書封面

評(píng)論、評(píng)分、閱讀與下載

---

    服務(wù)營(yíng)銷精要 PDF格式下載

---