Glossarycomprise:v.

Becomposedof.包含；由…組成grumble:v.

Showone'sunhappinessorcriticalattitude.抱怨；嘟囔

lime:adj.

綠黃色的frill:n.

Abonyplatethatcurvesupwardbehindtheskullofmanyceratopsiandinosaurs.裝飾；褶邊millennium:n.

Aspanof1000years.千年期，千禧年；一千年，千年紀(jì)念；太平盛世，黃金時(shí)代punctual:adj.Actingorarrivingorperformedexactlyatthetimeappointed.準(zhǔn)時(shí)的，守時(shí)的；精確的headquartered:v.

設(shè)立總部poise:n.

Astateofbeingbalancedinastableequilibrium.平衡；姿勢(shì)；鎮(zhèn)靜encyclopaedia:n.

Areferencework(ofteninseveralvolumes)containingarticlesonvarioustopics(oftenarrangedinalphabeticalorder)dealingwiththeentirerangeofhumanknowledgeorwithsomeparticularspecialty.百科全書(shū)B(niǎo)usinessSchoolofNankaiUniversityintangible:adj.

(ofespeciallybusinessassets)Nothavingphysicalsubstanceorintrinsicproductivevalue.無(wú)形的，觸摸不到的；難以理解的premium:n.

Paymentforinsurance.額外費(fèi)用；獎(jiǎng)金；保險(xiǎn)費(fèi);(商)溢價(jià)thrust:v.

Theforceusedinpushing.插入；用向某人刺去；猛然或用力推suffice:v.

使?jié)M足；足夠…用；合格entrant:n.

Anynewparticipantinsomeactivity.進(jìn)入者；新會(huì)員；參加競(jìng)賽者；新工作者generic:adj.

Anyproductthatcanbesoldwithoutabrandname.類(lèi)的；一般的；屬的；非商標(biāo)的upholstery:n.Covering(paddingandspringsandwebbingandfabric)onapieceoffurniture.家具裝飾用品業(yè)；墊襯物dramaturgy:n.

Theartofwritingandproducingplays.演出法；戲劇作法patronize:v.assumesponsorship;dobusinesswith以高人一等的態(tài)度對(duì)待；經(jīng)常光顧，惠顧；資助；保護(hù)BusinessSchoolofNankaiUniversityKeyTermsandConceptsnonprofitorganization(非營(yíng)利組織):Anorganizationcharteredforotherthanprofit-makingactivities.strategicthrusts(戰(zhàn)略攻擊)linemanager（直線(xiàn)管理人員）：Linemanageristhepersonatworkwhoisinchargeofdepartment,group,orproject.Customerinvolvement(客戶(hù)參與):

Customerinvolvementreferstowayswhichcustomersbecomepartoftheprocessandtheextentoftheirparticipation.Thisisparticularlyimportantifyourbusinessinvolvesahighlevelofcustomercontact.BusinessSchoolofNankaiUniversityTextDistinctiveAspectsServiceManagementAsconsumers,weuseserviceseveryday.Businessesandotherorganizationsalsouseawidearrayofservices,usuallypurchasingonamuchlargerscalethandoindividualsorhouseholds.Theinstitutionatwhichyouarestudyingisitselfacomplexserviceorganization.Inadditiontoeducationalservices,tirefacilitiesattoday'scollegesanduniversitiesusuallycomprise

librariesandcafeterias,counselingservicesandplacementoffices,abookstore,copyservices,telephonesandInternetconnections,andmaybeevenabank.BusinessSchoolofNankaiUniversityUnfortunately,peoplecomplainaboutlatedeliveries,rudeorincompetentpersonnel,inconvenientservicehours,poorperformance,needlesslycomplicatedprocedures,andahostofotherproblems.Theygrumbleaboutthedifficultyoffindingsalesassistantstohelptheminshops,expressfrustrationaboutmistakesontheircreditcardbillsorbankstatements,shaketheirheadsoverthecomplexityofnewself-serviceequipment,mutteraboutpoorvalue,andsighastheyareforcedtowaitforserviceorstandinlimealmosteverywheretheygo.BusinessSchoolofNankaiUniversitySuppliersofservicesoftenseemtohaveaverydifferentsetofconcerns.Manycomplainabouthowdifficultitistomakeaprofit,howharditistofindskilledandmotivatedemployees,orhowdifficulttopleasecustomershavebecome.Somefirmsseemtobelievethatthesurestroutetofinancialsuccessliesincuttingcostsandeliminatingwhattheybelievetobeunnecessaryfrills.Afewevengivetheimpressionthattheycouldrunamuchmoreefficientoperationifitweren'tforallthestupidcustomerswhokeepmakingunreasonabledemandsandmessingthingsup!Happily,inalmosteveryfieldofendeavorthereareservicesupplierswhoknowhowtopleasetheircustomerswhilealsorunningaproductive,profitableoperation,staffedbypleasantandcompetentemployees.BusinessSchoolofNankaiUniversityServicesintheModernEconomyAroundtheworld,theservicesectoroftheeconomyisgoingthroughaperiodofalmostrevolutionarychangeinwhichestablishedwaysofdoingbusinesscontinuetobeshuntedaside.Atthebeginningofanewmillennium,weareseeingthemannerinwhichweliveandworkbeingtransformedbynewdevelopmentsinservices.Innovatorscontinuallylaunchnewwaystosatisfyourexistingneedsandtomeetneedsthatwedidnotevenknowwehad.Thesameistrueofservicesdirectedatcorporateusers.BusinessSchoolofNankaiUniversityWhatIsaService?Thegroupofservicesdescribedearlierisremarkablydiverseyetrepresentsonlyafractionofthemanydifferentindustriesfoundintheservicesector.Becauseofthisdiversity,serviceshavetraditionallybeendifficulttodefine.Complicatingmattersfurtheristhefactthatthewayinwhichservicearecreatedanddeliveredtocustomersisoftenhardtograspbecausemanyinputsandoutputsareintangible.Mostpeoplehavelittledifficultydefiningmanufacturingorminingoragriculture,butdefiningservicecaneludethem.Herearetwoapproachesthatcapturetheessence:BusinessSchoolofNankaiUniversityAserviceisanactorperformanceofferedbyonepartytoanother.Althoughtheprocessmaybetiedtoaphysicalproduct,theperformanceisessentiallyintangibleanddoesnotnormallyresultinownershipofanyofthefactorsofproduction.Servicesareeconomicactivitiesthatcreatevalueandprovidebenefitsforcustomersatspecifictimesandplacesasaresultofbringingaboutadesiredchangein—oronbehalfof—therecipientoftheservice.Moreamusingly,serviceshavebeendescribedas"somethingthatmaybeboughtandsold,butwhichcanbedroppedonyourfoot."2BusinessSchoolofNankaiUniversityMarketingServicesversusPhysicalGoodsThedynamicenvironmentofservicestodayplacesapremiumoneffectivemarketing.Amongthekeystocompetingeffectivelyinthisnewandchallengingenvironmentareskillsinmarketingstrategyandexecution—areasinwhichmanyservicefirmshavetraditionallybeenweak.Marketingcanbedescribedinseveralways.Itcanbeseenasastrategicthrustpursuedbytopmanagement,asasetoffunctionalactivitiesperformedbylinemanagers,orasacustomer-drivenorientationfortheentireorganization.BusinessSchoolofNankaiUniversityAlthoughit'sstillveryimportanttorunanefficientoperation,thatorientationnolongersuffices

forsuccess.Employeesmustbecustomerserviceorientedaswellasconcernedaboutefficiency.Theserviceproductmustbetailoredtocustomerneeds,pricedrealistically,distributedthoughconvenientchannels,andactivelypromotedtocustomers.Today,manynewmarketentrantsarepositioningtheirservicestoappealtospecificmarketsegmentsthroughtheirpricing,communicationeffortsandservicedelivery,ratherthantryingtobeallthingstoallpeople.BusinessSchoolofNankaiUniversityAllproducts—atermthatweuseinthisbooktodescribethecoreoutputofanytypeofindustry—deliverbenefitstothecustomerswhopurchaseandusethem.Goodscanbedescribedasphysicalobjectsordevices,whereasservicesareactionsorperformances.Earlyresearchintoservicessoughttodifferentiatethemfromgoods,focusingparticularlyonfourgenericdifferences,referredtoasintangibility,heterogeneity(orvariability),perishabilityofoutput,andsimultaneityofproductionandconsumption.Althoughthesecharacteristicsarestillcited,theyover-simplifythereal-worldenvironment.Worse,theysimplydon'tapplytoallservices.BusinessSchoolofNankaiUniversityNoCustomerOwnershipofServices

Perhapsthekeydistinctionbetweengoodsandservicesliesinthefactthatcustomersusuallyderivevaluefromserviceswithoutobtainingownershipofanytangibleelements(exceptionsincludefoodservicesandinstallationofsparepartsduringdeliveryofrepairandmaintenanceservices).Inmanyinstances,servicemarketersoffercustomerstheopportunitytorenttheuseofaphysicalobjectsuchasarentalcarorhotelroom,tohirethelaborandexpertiseofpeoplewhoseskillsrangefrombrainsurgerytoknowinghowtocleanyourhomequicklyandeffectively,ortorent(asaloan)asumofmoney.BusinessSchoolofNankaiUniversityAkeyimplicationformarketersconcernspricing.Whenthefirmrentsoutusageofitsphysical,human,orintangibleassets,timebecomesanimportantdenominator;inparticular,determiningtherelevantcostsrequirestime-basedcalculations.Anotherimportantissueconcernswhichcriteriadrivecustomerchoicebehaviorforarental,whichtendstobeshortterminnature.Marketingacarrentalservicetoacustomer,forinstance,isverydifferentfromattemptingtosellacaratanautomobiledealershiptothatsameperson,whomayintendkeepingitfarforatleastthreetofiveyears.Peopleusuallyrentcarsforaperiodof1to14dayswhentheyareawayfromhomeBusinessSchoolofNankaiUniversityInmostinstances,theyreserveaparticularclassorcategoryofvehicle(suchascompact,intermediate,orfull-size)ratherthanaspecificbrandandmodel.Insteadofworryingaboutsuchphysicalcharacteristicsascolorsandupholstery,customersfocusonsuchelementsasthelocationandappearanceofpickupanddeliveryfacilities,hourswhenfacilitiesareopen,extentofinsurancecoverage,cleanlinessandmaintenanceofvehicles,provisionoffreeshuttlebusesatairports,availabilityof24-hourreservationsservice,andqualityofserviceprovidedbycustomer-contactpersonnel.BusinessSchoolofNankaiUniversityServiceProductsasIntangiblePerformancesAlthoughservicesoftenincludetangibleelements—suchassleepinginahotelbed,workingoutatahealthclub,havingyourteethcleanedatthedentist,orgettingdamagedequipmentrepaired—theserviceperformanceitselfisbasicallyanintangible.Inservices,thebenefitscomefromthenatureoftheperformance,whichrequiresadifferentmarketingemphasisfrommarketingtangiblegoods,includinganeedtoemploytangibleimagesandmetaphorstodemonstratethecompetenciesoftheservicefirmandtoillustratethebenefitsresultingfromservicedelivery.Aninterestingwaytodistinguishbetweengoodsandservicesistoplacethemonascalefromtangible-dominanttointangible-dominant.Kotlerproposesfivecategoriesofmarketoffer:BusinessSchoolofNankaiUniversityPuretangiblegood(suchassoaporsalt)Tangiblegoodwithaccompanyingservices(forexample,carsorcomputers)Hybrid(e.g.，arestaurant)combiningroughlyequalpartsofgoodandservicesMajorservicewithaccompanyingminorgoodsandservices(e.g.,airtravel)Pureservice(suchasbabysittingorpsychotherapy)

Sasser,Olsen,andWyckoffsuggestthatanacidtestofwhetheraproductisagoodoraserviceistodeterminewhethermorethanhalfthevaluecomesfromtheserviceelements.Atarestaurant,forexample,thecostofthefooditselfmayaccountforaslittleas20to30percentofthepriceofthemeal;thebalanceofthevalueaddedcomesfromfoodpreparation;cooking;tableservice;extrassuchasparking,coatroom,andtoilets;andtherestaurantenvironmentitself.BusinessSchoolofNankaiUniversityThenotionofserviceasaperformancethatcannothetouched,wrapped,ortakenawayleadstotheuseofatheatricalmetaphorforservicemanagementthatlikensservicedeliverytothestagingofaplay,withservicepersonnelastheactorsandcustomersastheaudience.Thereading"ServiceTheater:AnAnalyticalFrameworkforServicesMarket"byStephenGroveandRaymondFiskdescribesboththetheoreticalconstructsandpracticalimplicationofwhatisoftenreferredtoasdramaturgy.BusinessSchoolofNankaiUniversityCustomerInvolvementintheproductionProcess

Performingaserviceinvolvesassemblinganddeliveringtheoutputofamixofphysicalfacilitiesandmentalorphysicallabor.Manyservicesrequirecustomerstoparticipateincreatingtheserviceproduct(expectationsincludeawidearrayofservicesinwhichproductionisleftentirelytotheserviceprovider,suchasofficecleaning,weatherforecasting,carrepair,andlifeinsurance).Customerinvolvementinhelpingtocreatetheserviceproductcantaketheformofself-service—asinusingalaundromatorwithdrawingmoneyfromanautomatedtellermachine(ATM)—orcooperationwithservicepersonnelinsettingssuchashairdressers,hotels,colleges,orhospitals.Undersuchcircumstance,customerscanbethoughtofaspartialemployees,andservicefirmshavemuchtogainfromtryingtotraintheircustomerssoastomakethemmorecompetentandproductive.BusinessSchoolofNankaiUniversityChangingthenatureoftheproductionprocessoftenaffectstherolethatcustomersareaskedtoplayinthatprocess.Inyourownroleasaserviceconsumer,youknowthatalthoughyourmaininterestisinthefinaloutput,thewayinwhichyouaretreatedduringservicedeliverycanalsohaveanimportantimpactonyoursatisfaction.Whencustomersarerequiredtovisittheservicedeliverysite,thatfacilityshouldbesitedinaconvenientlocationandopenattimesthatsuitcustomers'needs.Customersaremorelikelytoreturniftheyfindthatbuildingsandequipmentaredesignedinwaysthatmakethemuser-friendlyandreasonablyattractivetovisit.BusinessSchoolofNankaiUniversityPeopleasPartoftheProduct

Itcanbeachallengingtasktomanageserviceencountersbetweencustomersandservicepersonnelinwaysthatwillcreateasatisfactoryexperience.Similarly,thetypeofcustomerswhopatronizeaparticularservicebusinesshelpstodefinethenatureoftheserviceexperience.Ifyouattendasportingevent,thebehaviorofthefanscanbeabigplusandaddtotheexcitementofthegameiftheyareenthusiasticbutwellbehaved.Butifsomeofthembecomerowdyandabusive,itcandetractfromtheenjoymentofotherspectatorsatthestadium.Forgoodorill,othercustomersbecomepartoftheproductinmanyservices.BusinessSchoolofNankaiUniversityGreaterVariabilityinOperationalInputsandOutputs

Thepresenceofemployeesandothercustomersintheoperationalsystemmakesitdifficulttostandardizeandcontrolvariabilityinbothserviceinputsandoutputs.Manufacturedgoodscanbeproducedundercontrolledconditionsthathavebeendesignedtooptimizebothproductivityandqualityandthencheckedforconformancewithqualitystandardslongbeforetheyreachthecustomer.Thesameistrueforservicesperformedwhilethecustomerisabsent,suchasprocessingbankchecks,repairingcars,orcleaningofficesatnight.Butforthoseservicesthatareconsumedastheyareproduced,final"assembly"musttakeplaceunderreal-timeconditions,whichmayvaryfromcustomertocustomerandevenfromonetimeofthedaytoanother.Asaresult,mistakesandshortcomingsarebothmorelikelyandhardertoconceal.Thesefactorsmakeitdifficultforserviceorganizationstoimproveproductivity,controlquality,andofferaconsistentproduct.BusinessSchoolofNankaiUniversityDifficultyofCustomerEvaluation

Mostphysicalgoodstendtoberelativelyhighinsearchproperties,thecharacteristicsoftheproductthatacustomercandeterminepriortopurchasingit,suchascolor,style,shave,price,fit,feel,hardness,andsmell.Othergoodsandsomeservices,keycontrast,mayemphasizeexperiencepropertiesthatcanbediscernedonlyafterpurchaseorduringconsumption,suchastaste,wearability,easeofhandling,quietness,andpersonaltreatment.Finally,therearecredenceproperties—characteristicsthatcustomersfindhardtoevaluateevenafterconsumption.Examplesofservicesinwhichcredencepropertiespredominateincludesurgery,professionalservicessuchasaccountancy,andmanytechnicalrepairs.BusinessSchoolofNankaiUniversityNoInventoriesforServicesafterProduction

Becauseaserviceisadeedorperformance,ratherthanatangibleitemthatthecustomerkeeps,itis,inasense,perishableandcannotbephysicallystockedfarsaleaf