服务营销期末考试重点江苏大学必考.docx

服务营销期末考试重点江苏大学必考.docx

《服务营销期末考试重点江苏大学必考.docx》由会员分享，可在线阅读，更多相关《服务营销期末考试重点江苏大学必考.docx（29页珍藏版）》请在冰点文库上搜索。

服务营销期末考试重点江苏大学必考

Chapter1

一、英译汉

1.Traditionalgoodsproducerssuchasautomotive,computer,andnumerousothermanufacturersarenowturningtotheserviceaspectsoftheiroperationstoestablishadifferentialadvantageinthemarketplaceaswellastogenerateadditionalsourcesofrevenuefortheirfirms.Inessence,thesecompanies,whichusedtocompletebymarketing“boxes”（tangiblegoods）,havenowswitchedtheircompetitivefocustotheprovisionofunmatched,unparalleledcustomerservices.

像汽车、计算机这样的传统商品生产商和其他的一些制造企业已经开始转向服务领域，试图在市场中建立一种独特的竞争优势并以此来获取收入的新的增长。

从本质上说，这些企业原来是靠推销“有形产品”来参与竞争，而现如今，它们都把竞争焦点放在了与原来不甚匹配的顾客服务上。

—Page4

2.Theoverridingbenefitobtainedbydevelopingmolecularmodelsistheappreciationfortheintangibleelementsthatcomprisemostproducts.Oncemanagersunderstandthisbroadenedviewoftheirproducts,theycandoamuchbetterjobofunderstandingcustomerneeds,servicingthoseneedsmoreeffectively,anddifferentiatingtheirproduct-offeringfromcompetitors.Themolecularmodelalsodemonstratesthatconsumers’service“knowledge”andgoods“knowledge”arenotobtainedinthesamemanner.Withtangibledominantproducts,goods“knowledge”isobtainedbyfocusinginonthephysicalaspectsoftheproductitself.Incontrast,consumersevaluateintangibledominantproductsbasedontheexperiencethatsurroundsthecorebenefitoftheproduct.Hence,understandingtheimportanceandcomponentsoftheserviceexperienceiscritical.

开发分子结构模型最重要的意义自傲与更好的理解构成市场实体的有形和无形元素。

一旦经理从这种更宽泛的角度来审视他们的产品，它们就能够更好地理解顾客需求，以及如何才能更有效地满足顾客需求，最终将其产品更有效地与竞争对手区分开来，分子结构模型告诉我们，顾客获取“服务”知识和获取“产品”知识方式是不一样的。

就有形性占优的产品来说，顾客通过将注意力集中到产品的实体方面来获取产品知识。

相比之下，顾客通过包含在产品核心利益之外的体验过程来评估无形性占优的服务产品，因此，理解服务体验的重要性和构成要素至关重要。

—Page8

3.Servicepersonnelperformthedualfunctionsofinteractingwithcustomersandreportingbacktotheinternalorganization.Strategically,servicepersonnelareanimportantsourceofproductdifferentiation.Itisoftenchallengingforaserviceorganizationtodifferentiateitselffromothersimilarorganizationsintermsofthebenefitbundleitoffersoritsdeliverysystem.Forexample,manyairlinesoffersimilarbundlesofbenefitsandflythesametypesofaircraftfromthesameairportstothesamedestinations.Therefore,theironlyhopeofacompetitiveadvantageisfromtheservicelevel—thewaythingsaredone.

服务人员扮演着双重角色，既要和顾客接触，同时还要向内部组织报告。

从战略角度来讲，服务人员是产品差异性的重要来源。

就组织提供的服务组合和服务交付系统而言，它们很难将自身与其相似的组织区分开来。

例如，很多航空公司提供相同的利益组合，使用相同的机型从相同的机场到相同的目的地。

—Page11

4.Thefourcomponentsoftheservuctionmodelcombinetocreattheexperiencefortheconsumer,anditistheexperiencethatcreatesthebundleofbenefitsfortheconsumer.Creating“experiences”forcustomersisnotanewidea.

服务生产模型的四个组成部分联合起来为顾客创造一种体验，就是这种体验给顾客带来一系列的利益。

为顾客创造出一种“体验”并不是一个新的想法。

—Page13

5.Perhapsthemostprofoundimplicationoftheservuctionmodelisthatitdemonstratesthatconsumersareanintegralpartoftheserviceprocess.Theirparticipationmaybeactiveorpassive,buttheyarealwaysinvolvedintheservicedeliveryprocess.Thishasasignificanteffectonthenatureoftheservicesmarketingtaskandprovidesanumberofchallengesthatarenottypicallyfacedbygood’manufacturers.

也许该模型最深远的意义就是，她证明了顾客是服务过程中不可或缺的一个组成部分。

不管顾客的参与是主动的还是被动的，他们已经被纳入到服务交付过程中。

这一点对服务营销任务的本质有着重要影响，它给服务企业带来了一系列在典型的制造企业中不会遇到的挑战。

—Page13

6.Proponentsofthemarket-focusedmanagementmodelbelievethatthepurposeofthefirmistoservethecustomer.Consequently,logicsuggeststhatthefirmshouldorganizeitselfinamannerthatsupportsthepeoplewhoservethecustomer.Byfollowingthisapproach,servicedeliverybecomesthefocusofthesystemandtheoveralldifferentialadvantageintermsofcompetitivestrategy.

新的市场导向管理模式的支持者们认为，企业的目的就是服务顾客。

因此，该种逻辑指出企业应当以支持服务顾客的员工这种方式来组织经营。

按照这种方式，服务交付应当成为企业经营的重心，并成为企业竞争战略当中形成差异化的优势。

—Page24

二、名词解释

Serviceimperative服务不可或缺性4

Goods产品5

Service服务5

Product商品5

Scaleofmarketentities市场实体等级5

Tangibledominant有形占优5

Intangibledominant无形占优5

Marketingmyopia营销近视症6

Molecularmodel分子结构模型7

Benefitconcept利益概念9

Servuctionmodel服务生产模型9

Servicescape服务场景9

Contactpersonnel接触人员10

Serviceproviders服务提供者10

Invisibleorganizationandsystem无形的组织和系统13

Industrialmanagementmodel工业管理模式17

Market-focusedmanagementmodel市场导向管理模式20

Serviceimperative:

Reflectstheviewthattheintangibleaspectsofproductsarebecomingthekeyfeaturesthatdifferentiatetheproductinthemarketplace.

Goods:

Objects,devices,orthings.

Services:

Deeds,efforts,orperformances.

Product:

Eitheragoodoraservice.

Scaleofmarketentities:

Thescalethatdisplaysarangeofproductsalongacontinuumbasedontheirtangibility.

Tangibledominant:

Goodsthatpossessphysicalpropertiesthatcanbefelt,tasted,andseenpriortotheconsumer’spurchasedecision.

Intangibledominant:

Servicesthatlackthephysicalpropertiesthatcanbesensedbyconsumerspriortothepurchasedecision.

Marketingmyopia:

Conditionoffirmsthatdefinetheirbusinessestoonarrowly.

Molecularmodel:

Aconceptualmodeloftherelationshipbetweentangibleandintangiblecomponentsofafirm'soperations.

Benefitconcept:

Heencapsulationofthebenefitsofaproductintheconsumer'smind.

Servuctionmodel:

Amodelusedtoillustratethefactorsthatinfluencetheserviceexperience,includingthosethatarevisibletotheconsumerandthosethatarenot.

Services-cape：

Allthenonlivingfeaturesthatcomprisetheserviceenvironment.

Contactpersonnel:

Employeesotherthantheprimaryserviceproviderwhobrieflyinteractwiththecustomer.

Serviceproviders:

Theprimaryprovidersofacoreservice,suchasawaiterorwaitress,dentist,physician,orcollegeinstructor.

Invisibleorganizationandsystems:

Thatpartofafirmthatreflectstherules,regulations,andprocessesuponwhichtheorganizationisbased.

Industrialmanagementmodel:

Anapproachtoorganizingafirmthatfocusesonrevenuesandoperatingcostsandignorestherolepersonnelplayingeneratingcustomersatisfactionandsustainableprofits.

三、问答题

1.Definethefollowingterms:

goods,services,products.

Ingeneral,goodsaredefinedasobjects,devices,orthings,whereas,servicesaredefinedasdeeds,efforts,orperformances.Thetermproductreferstobothgoodsandservices.

2.Whyisitdifficulttodistinguishbetweenmanygoodsandservices?

Usethescaleofmarketentitiesandthemolecularmodelconcepttoexplainyouranswer.

Thedistinctionbetweengoodsandservicesisnotalwaysperfectlyclear.Inreality,mostservicescontainsometangiblecomponents,whilemostgoodsalsocontainintangiblecomponents.Itisdifficulttosaywhetherapureserviceorapuregoodevenexist.Thescaleofmarketentitieshelpsusunderstandwhethertheproductunderconsiderationistangible-dominantorintangible-dominant.

3.Discusstherelevanceofthescaleofmarketentitiestomarketingmyopia.

Firmsthatdefinetheirbusinessestoonarrowlysufferfrommarketmyopia.Oftenmanufacturingfirmsoverlooktheserviceaspectsoftheirproductofferingwhenattemptingtodifferentiatethemselvesfromcompetitors.Similarly,servicefirmsoftenneglectthetangibleaspectsoftheirproductwhichbecomekeyindicatorsofconsumerperceptionsofquality.Thescaleofmarketentitieshelpsusunderstandwhethertheproductunderconsiderationistangible-dominantorintangible-dominantandrecognizeallaspects,bothtangibleandintangible,oftheproductoffering.

4.DevelopamolecularmodelforyourCollegeofBusiness.

Answerswillvary,butatthecoreshouldbeeducation（intangible）whichcouldthenbeconnectedtoacademicadvising（intangible）,careeradvising（intangible）,facultyandstaff（tangible）,building（tangible）,etc.

5.Utilizingtheservuctionmodel,describeyourclassroomexperience.Howwouldyourservuctionmodelchangeasyoudescribetheexperienceatalocalrestaurant?

Answerswillvary,butatthecoreshouldbeadescriptionofthevisibleservicescape,contactpersonnel/serviceproviders,othercustomersandinvisibleorganizationandsystems.

6.Discusstheconsequencesoftheindustrial-managementmodel.

Consequencesoftheindustrialmodelaffectemployeesandcustomers.Employeeconsequencesincludethefollowing:

（1）Producedead-endfront-linejobs,poorpay,superficialtraining,noopportunityforadvancement,ifany,accesstocompanybenefits.

（2）Hasledtocustomerdissatisfaction,flatordecliningsalesrevenues,highemployeeturnover,andlittleserviceproductivity.

7.Whatbenefitsareassociatedwithbetter-paidandbetter-trainedpersonnel?

Companiesthatpaytheiremployeesmorethancompetitorsoftenfindthatasapercentageofsales,theirlaborcostsareactuallylowerthanindustryaverages.Betterpaidpersonneltendtobemoreknowledgeable,moreavailable,andmoremotivatedtosatisfycustomers.Similarly,thebenefitsoftrainingareclear.Better-trainedandbetter-paidemployeesprovidebetterservice,needlesssupervision,andaremorelikelytostayonthejob.Inturn,theircustomersaremoresatisfied,returntomakepurchasesmoreoften,andpurchasemorewhentheydoreturn.

8.Discusstherelevanceoftheservicestriangletothemarket-focusedmanagementmodel.

Theservicetriangledepictssixkeyrelationshipsthattiethefirm'sservicestrategy,thesystemsitoperates,thefirm'scustomers,andthefirm'semployeestogether.Similarly,themarket-focusedmanagementmodelpromotesthatthepurposeofthefirmistoservethecustomer,whilethepurposeofhowthefirmisorganizedistosupporttheemployeesthatservethecustomer.Thelinkagesthatformtheservicestriangleshouldflowlogicallyfromoneanotherandsupportthefirm'soverallmissionofprovidingsuperiorservicedeliverythatdifferentiatesitfromitscompetitors.

—Page24

Chapte