Services Marketing (BUS 267)

Okay, Welcome back Volume, too.

By the way, I hope you guys were digging my

new tie dye shirt.

It's really doing a number on the screen.

I'm sure we've been talking about that intertwined nous of

the customer with the service and the people.

Three employees.

So? So let's take a deeper dive than in the

customer experience, right?

Because that's how we improve.

Our service is looking at it from the customer's perspective.

In fact, I will tell you, like some of the

material I took out of this chapter, um was was

kind of in this area, just did too deep of

a dive.

I'm not as interested in creating, like a customer blueprint

and such.

Andi might do that for some of your video case

stuff. So anyways, the customer experience right?

This is the satisfaction level that the customer has with

every aspect of the brand, right, whether it's the service

that they receive, the people or the image, right?

Um, every encounter that they have across the life of

the relationship with this service organization, right?

So you know, if you've let's say, you know, you

go to Starbucks, let's say your Starbucks, um addict, and

your customer experience with Starbucks is not just your experience

on that day.

It's every time you've interacted with Starbucks throughout your life

for your relationship with Starbucks, right?

It's the friendly baristas.

It's the old brief so that you used to know

who's quit or the new barista that, like keeps forgetting

your name or the time they got your drink wrong

or the time they gave you something free because they

thought your glasses were cool.

Like that all builds into the customer relationship, right?

This is super important for marketers to understand that it

doesn't just Yeah, it's kind of like, Hey, what have

you done for me lately?

Because that's the most important part that plays in the

consumer's mind.

But really, the customer experience builds up over time and

is that an accumulation of all of the experiences they've

had with us is a service organization?

Okay, so a good way to kind of make sure

that the customer experience is good is to develop a

customer journey or customer journey.

Map, I think, is another way I've heard it called,

and so what we do is we take a look

at every step that the customer is going to go

through where every time the customer is gonna have some

kind of service encounter.

Okay, so if you think about like when you go

into a clothing store right like somebody's going to greet

you, that's that's one service encounter.

And then somebody might ask you if you need any

help finding something that's another service encounter.

And then when you go ask somebody else a different

question to help you find something that's a service encounter

when you go to check out, that's a service encounter,

right? And so ah, company could map all the different

steps that their customers gonna go through once they come

in the door.

Or once they come to their website, right and they're

gonna they're gonna specifically document out, you know, every step

where the customer is going to come in contact with

our service.

And so the organization needs to then manage each of

those encounters very intentionally, right?

Hey, we know that everybody's gonna come through this door.

So here's how we'd like you to greet our customers,

right? That's having some intention on that step, right?

And then, hey, if somebody's wandering around and they haven't

picked anything up in two minutes.

Make sure you go and ask them politely if you

can help them or, you know, whatever the intention is

like, make sure you're doing that.

Um, the goal of the customer journey is to create

an experience for the customer that builds their satisfaction, raises

their satisfaction, also builds trust and also builds loyalty, right?

Like have their e.

I shouldn't even tell you guys this.

My wife has Verizon now.

We've always had a t and T, but she has

Verizon through her work, and she gets a really crappy

signal in her house.

And recently she went to a Verizon store to pick

up a signal booster.

And the guy who was helping her really creeped her

out, right?

It was a really bad She had a very low

satisfaction rate with this one person, and she, like, really

he was really sketchy with her and just even ended

up selling her something that she couldn't actually use.

Ah, nde.

She kind of felt like he knew that.

So he broke her trust.

She had a bad experience.

She had low satisfaction.

Do you think she's gonna be loyal, absolutely not.

So she'll never go back there again, right?

So that's a complete failure, right?

And that's the exact opposite of what a service organizations

trying to do right?

They want to make sure.

How do we map out their journey to make sure

that everything, every interaction they have helps make their satisfaction

higher, helps build their trust with us and helps make

sure that they come back again in the future and

tell their friends about how great we are?

Yeah, here's the term I was looking for earlier customer

journey maps.

So when we build these, they could be really good

or they can be completely worthless.

If they're going to be good, they've got to be

built with the from the customer's perspective, right?

You can't say like, Well, here's what we think would

happen or you can't just develop it based on who

you have on staff or or where your staff are.

You really have to take a look at like from

the customer's perspective, they walk in.

What are they looking for, where they going and really

just look at all the different directions that they could

go based on them.

Okay, You've got to take a look at all points

of contact between the customer and the provider of the

company, right?

Those air called touchpoints, whether it's that greeter or the

person who comes and asks you if they can help

you, the check out person, Andi, even we could even

go further into, like, customer touch points can also be

phone calls.

Or, uh, you know, marketing hits like on social Media

on Dhe then.

And last, but not least, the customer journey map can't

just start and stop with one visit, right?

It's got to span the full customer relationship.

Life cycle.

It's gotta It's got to take a look at what

is the first touch point we're having with these customers?

How often are they coming in?

Like, let's take a look at how we build the

progress over time.

Right? Um, it can't just be based on one experience

with us.

So the main goal the heart of the service marketing,

the idea behind service marketing is what You know what

we're after?

Consistently providing amazing service experience, right?

Amazing customer experience.

Um, every single time.

Okay. And if we can map every touch point and

every experience that the customer is gonna have in their

journey and then we can like, then develop, you know?

Okay, which encounters Can we help them build more satisfaction

which encounters they're gonna have and what types of encounters

do They need tohave to build their loyalty and their

trust. And what we're going into a minute is which

touch points could be problematic.

Which touchpoints could cause some errors or some service failures,

right? So again, it's just about having intentionality and and

having a strategy.

That's what I'm looking for.

How do you guys is really showing me that you

can be thought about things from all angles and that

you were being strategic about it?

So service airs, Let's because, let's be honest, you're gonna

have the best laid out plan and they're still going

to be service errors.

And it's how you recover from them, which will determine

all of those things that I talked about.

Customer satisfaction, loyalty, trust.

That's what's gonna make the big difference, right?

That's why companies, especially small mom and pop companies, when

they have have a customer at a bad experience, they

almost have no choice.

But to jump through hoops to satisfy that customer down

the road.

Right? Bad yelp review.

Give you something for free because we're really sorry.

Let us show you that it was just a one

time thing.

So when we look at service areas, they kind of

weaken, break them up into two main areas their errors

on the service providers standpoint and then errors on the

customer standpoint.

Right? So when you hear, like, if you work in

the service industry and they say the customer is always

right, well, the customer also creates some service errors.

Okay, Um, we'll take a closer look so that you

can actually see the service provider, and we're gonna look

at these a little more detail in a minute.

But the service provider errors on air.

They could make an error in the task.

They could make an error in the way they treat

somebody or an error in the way the tangibles.

We're set up, right?

This stuff you can touch, taste, feel.

See andan.

There's the customer air.

So Okay, so on the customer side, obviously they could

make some errors to that will disrupt the service of

errors in their preparation errors in the account encounters that

they have with the service provider or just errors in

how they resolve, um, the service failure.

So let's take a look at each of those a

little bit more closely, so task airs, right?

Just in general, this is when the service provider is

performing the service process or the task incorrectly.

Right? You've got this great laid out plan, and the

person who is providing the service just doesn't do it

the way they're supposed.

Thio, okay?

Happens all the time.

Right? Um treatment, nerves failing to treat the customer properly

during the encounter that they have with the customer.

Right? Like if you're in management, you can preach till

you're blue in the face that we wanna like.

Thio. Treat the customer with the utmost respect and to

be fair and, ah, and to give them your full

attention. And then you could go to Home Depot and

just watch, like every single person who works there avoid

you like the plague, right?

I just Maybe that's just me, but like, they see

me and they walked the other way as fast as

possible and or like, let's say you know, you see

an upset customer, and they start kind of like battling

with somebody who works out of service organization.

And, you know, it's not good when that person who

works there starts to kind of battle with them, right?

They've got a treat them properly and just kind of

listening to hear him out.

Do figure out what it's gonna take to fix the

problem on dhe.

They don't always do that.

And then the tangible airs these air, the easy ones.

But so these air, like I said, that the problems

with the tangible or the physical artifacts that are associated

with the service.

So, like, for some reason, I think what I think

of here, like, if I was to go get a

massage, which is a pretty pure service, um, like if

it smelt funny, or if the front desk person wasn't

overly nice or even if the masseuse wasn't very nice

or it didn't No.

Sorry, sorry, sorry, sorry.

Go back to the smell.

The service ones, customer service person and the those does

the wrong I got down the wrong line thinking that

smells bad.

Smells when you come in.

Um, maybe, maybe it's loud in there.

Maybe it's not peaceful.

Maybe there's no peaceful music.

Maybe it just seems dirty.

Oh, yeah, that's the worst, right?

I don't I haven't experienced this, but I can't imagine

if you go in, you get ready for your massage

and they're the tables.

Just kind of They forgot to wipe down the table.

Oh, my God.

Makes me want to gag just thinking about it, right?

Those air tangible things that you can like.

Yes, the service itself is intangible there.

But there are tangible things that go along with it,

right? If if you're tryingto offer a high end service

out of ah piece of crap store, that's a that's

a tangible air, right that tze making that z incorrectly

matching the Tanja bility of the air of the service

location with the actual service that you want to give

andan on the customer side again.

I already said these, but let's just so so.

Preparation errors is an interesting one, right?

The customers readiness is there's a failure in the customers

readiness, right?

Maybe they don't know what they want, so they pick

something that they don't like.

Um, maybe they encounter Maybe they haven't encounter air where

their interaction with the employees there's, you know, how often

do we do?

We have miscommunication, right?

Like what if there?

What if it's on them?

What if they're biased or had a rough day?

And so they have some some miscommunication errors at no

fault of of the service providers?

Right? And think about how tough that is.

Think about if if you're a good service provider and

you've trained your staff well and you set the bar

high and you still get some a hole who comes

in and just miss communicates and get super pest.

And now you have, ah, service failure, right?

It's there's still the customer side at play here and

then Resolution Air, where the customer just fails to even

tell you that there's a problem, right, and all of

sudden it gets it gets blown up.

Or maybe like they had a problem and they don't

tell you afterwards, right?

That can.

That can really hurt the level of service.

And so it's management's job or the marketers job than

to put in sale fins.

Fail safe ce right.

They'll look at that customer journey map and take a

look at all the touchpoints and say, Let's create some

fail safe so that we cannot fail in these different

area areas.

Right? Fail Saving possible failures creates consistent customer experiences across

the board.

If we can make sure that failures don't occur as

are they have the least amount of possibility of occurring,

then we can really level off and have a high

level of customer experience every single time.

Okay, so that's it for this lecture series.

I hope you guys enjoyed it on service is marketing,

and we'll be talking soon about how this all relates

to your video case study.

Thank

Services Marketing (BUS 267) - vol. 2

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