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a. Expectation: expect efficient services, minimal delays, high quality airline services (stewards, flight attendants, e.t.c all punctual and capable).

Once the airplane is safely departed and lands it will conclude the satisfaction.

delight: Occurs when all the previous services are conducted to high potential and allows room for delight.

Delighted Customer Thus they obtain loyalty and fly with the same airline in the future.

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(a) Customer satisfaction occurs when the customer feels as though all their requirements have been met at an exceptional quality. It also exceeds their actual expectations. Customers then feel delighted when they have received more than what they expected. If they are happy and satisfied with the service they will keep returning to the same organisation and recommend to their friends.

(b)When the lectures and teaching of content is good and more than what you expected.
-Through attending the lectures and tutorials you have a good amount of knowledge, you receive a good mark and you feel delighted.

- You can choose the time you would like to attend university (self allocation) increases customer satisfaction.

-Free water taps, good printing facilities, and overall good restaurants which also increases customer satisfaction

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Supermarket

(a) Relationships among customer satisfaction, delight and loyalty

- Customers with high satisfaction are more likely to be delighted when the service firm has gone above and beyond their expectations and delivered with a very high quality service. The higher the satisfaction, that is, if the customer feels the service was such a high quality that they are delighted, a result might be a greater chance of loyalty towards the service firm from the customer.

(b) What does customer satisfaction and delight mean for a supermarket?
- If these expectations are met we will be satisfied:
- The produce will be of a reasonable price
- Core service quality: it has everything we are looking for, a broad variety and that the produce is fresh
- Customer service: we expect signage, we expect someone to help us if we need help
- Brand: Woolworth's have branded themselves as the "fresh food people" so if their food turns out not to be fresh, we wouldn't be satisfied

Delight
- Outstanding levels of cleanliness
- Variety of rare products
- Helping you carry your belongings to the car
- Online QR codes you can scan to give extra information on products
- Free recipe books
- Liquor section added on to supermarket
- Charity donations- shows concern for community and goes above just fresh fruit and vegetables.

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Restaurant
a) Customer satisfaction is not an end in itself; it has three important outcomes:
- Leads to customer loyalty and relationship commitment
- Leads to spreading positive word of mouth
- Satisfied customers are more forgiving
b) If the customers feel the food and service are good which are what they expected and prices are in the budget, that they will fell satified, and this satisfaction will lead to customer loyalty to the restaurant.
If the restaurant delivers the value of food and service above the customers expect, customers are liekly to be delighted.

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Hotel

Part A)
Customer satisfaction refers to the organisation meeting the expectations of the customer. This is needed in order to achieve delight - where service quality exceeds expectations. As customer satisfaction is not the end goal, it is important to understand overtime satisfaction can lead into customer loyalty because service consistently meets and exceeds the expectations of customers.

Part B)
Satisfaction would mean that the hotel's service is at the level the customer expects. These expectations are built on the advertisements/listing of the hotel where the consumer first found out about it. They would have expectations about the amenities/services available and a brief idea of the quality based on previous user reviews.

Delight would occur when the hotel exceeds the service which is implied within the information search that the customer undertakes.  Things such as complimentary drinks/food on arrival, efficient and empathetic interactions with staff, higher quality amenities/activities, a better location than previously thought, etc.
Delight would fall into the positive disconfirmation part of the Disconfirmation model, where performance exceeds expectations

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Monash Sports
1. Tangibles:
Basketball court
GYM
Swimming pool
Boxing class
2. Reliability:
Excellent gyms show that they are dependable
3. Responsiveness:
Empoyees of excellent gyms will tell customer exactly the schedule of classes
Empoyees of excellent gyms will give prompt service to customers
Empoyees of excellent gyms will always be willing to help customers
Empoyees of excellent gyms will never too busy to respond to customer questions
4. Assurance:
Empoyees of excellent gyms will provide confidence of the service to the customers
Empoyees of excellent gyms will ensure the customers safety
5. Empathy:
Excellent gyms will give customers individual attention.
Excellent gyms will have operating hours convenient to all their customers.
Excellent gyms will have employees who give customers personal attention.
The employees of excellent gyms will understand the specific needs of their customers.

Gap
1. Design gap: Operating hours
2. Delivery gap: Not enough equipments

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Library
1. Tangible
- layout and furniture (modern style)
- table, TV screen

2. Reliablity
- order to delivery on time (book)
- technical system to book find easily

3. Responsiveness
- librarian are helpful (help u find seats)

4. Assurance
- the printer
- knowlegable libraian

5.Empathy
- extra opening time during exam time

Gaps:
Delivery gap:
-late of order
-mismatching need of computer and seat
Design gap:
-some student have need to study at nght

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Health centre
a Tangibles
-The facilities in the hospital look clean
-The equipment looks new and professional
-The equipment looks like it is in good working condition
-Employees look neat and professional

Reliability
-Doctors/health professionals care about their patients
-They try and diagnose correctly the first time
-They try to be on time

Responsiveness
-Doctors try to be on time and try and make the appointment as fast as possible
-Send you a reminder to ensure that you will be able to attend your appointment
-Doctors are always willing to help patients

Assurance
-Doctors uphold confidentiality of patients
-Employees have the knowledge to answer questions
-Try to be couretous with customers

Empathy
-Private/individual treatment

b Gaps
-Doctors are unaware of what treatment patients actually need

-Perception gap- The customer might have wanted medication or further treatment but the doctor told to go home and rest

-Interpretation gap- Language barriers, doctor might not actually understand what is wrong

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Student Services

Tangibles
- Front Desk/Physical Location for more personal issues
- Queueing system
- Helpful Website (FAQs)

Reliability
- Open 9-5 weekdays
- Provide consistent responses  to help students

Responsiveness
- 1-2 business days response target
- Auto reply confirms that they have received your request
- Follow up questions

Assurance
- Official Monash service
- Follows Monash's own student privacy guidelines

Empathy
- Many ways to contact (showing they care about your issue).
- Understanding of your issues and try to provide a solution

Gaps
Perception Gap - Sometimes they are not able to provide a solution for the student, even if a solution could be easily obtained in the eyes of the student.

Delivery Gap - Specialists for international students may not be available at the time the student tries to receive information.

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-On-campus housing

Tangibles
- Furniture (couches, chairs, tables, lighting)
-Forms to help repair furniture
- Shared kitchen
- Shared bathroom
- Heaters
- Car park
- First aid kit available for anyone

Reliability
- Formal documentation saying you are able to live there for a certain period and guarantees your room won't be taken away
- Give you 1 month's notice if any maintenance is occurring to move possessions
- There's a place to always give suggestions and feedback

Responsiveness
- Around 3 days response to queries
- Student representatives always answering questions at any time
- Available weekend and weekday

Assurance
- Security available whenever needed
- Night time shuttle bus if you get home late
- Sign in if you're under 18 and people will assist you more frequently
-  Formal documents that act as checklists to make sure furniture isn't broken and protects people who have been living there from liability

Empathy
-Meetings/games/free food each week to meet with other residents
- Can always get in to building with keys, and if you don't have keys you can use your phone
- You can always put in request via forms for individual attention

Gaps-

Often rearrange rooms especially in winter to look after the females over the males who live in the same block.
- Example of design gap- they think that customers (residents) have certain desires and expectations about room temperatures but they prioritise not having to move rooms because it is inconvenient.
- Perception Gap: management think that you're getting a better experience (warmer room) but really often residents feel they have received an inconvenience.

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Ambulance service

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Telstra - Delayed Service

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Service Failure: Hermit House

Food Poisining:
Bad food. Possible causes include inexperienced staff (e.g. chef). Cost minimisations by keeping food past its expiration date, poor operating policies e.t.c.

Recovery strategies.
Keep better operating proceducers with respect to perishable items. --> Educate employees, e.t.c, on how to cook and store these items.
Put greater focus on the customer and how to ensure their welbeing is the top priority to minimise failures in the workforce.

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Service Failure: Macca's

Displayed food (truffle sauce loaded fries) but out-of-stock, took payment but gave no refund or issue no apology

1) Root cause: Inventory not updated, lack of stock. Lack of training and understaffed.

2) Strategy: Act fast (handle complaint in given time); Apologise immediately; Train staff to handle complaints/mistakes much better; Acknowledge customer's feelings; Compensate immediately with refund or change order

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Critical service failure: Uber Eats- food being delivered late and wrong order

Materials and supplies:
- Kitchen took longer to prepare the food
- Bad packaging (leakages etc)
- Restaurant personnel misreading orders or giving wrong meal

Facilities, equipment
- Late arrival
- Not enough food/inventory- shows it is available in the app but it isn't
- High rise buildings/and to access

Frontstage personnel
- Drivers deliver food to the wrong person
- Too few drivers
- Interference with other people's food

Backstage Personnel
- Lack of personnel dealing with issues
- Not enough communication between suppliers of food and people who program the app

Procedures
- Don't have a plan B when updating or amending the app

Recovery Strategies
-Compensation/refund or repeat delivery and follow up with suppliers on mistake
- Discount codes for future purchase
- Keep customers informed, send them notifications about how their issue is being resolved and thank them for their feedback
- Be careful with wording in responses via the app, email or on the phone to acknowledge the customer's feelings and not appear defensive

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cove
-(a) One service failure was from KFC. I ordered food and specifically requested forks and wet wipes however did not receive any. They did not look at the order correctly or did not bother to put the correct items in. They also might not be trained in reading the specific deliveroo orders. I was very disappointed at this.

(b) Identify service complaints
- KFC need to do more research and surveys to see how they can improve their service
-Monitor the complaints  so that they can be prevented in the future

Resolve complaints effectively
- Develop specific training for employees so that they un derstand how to read and prepare deliveroo orders.

-If something goes wrong offer compensation so customers have a somewhat good experience

Learn from the recovery experience
-See why this is happening ask employees what they are having problems with.
-See if employees need extra help doing online orders.
-Ensure that the staff know how to prepare online orders

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Flight Cancelled

Flight cancelled due to heavy fog (Pareto Principle) - This cancellation was outside of the control of the organisation,  and therefore falls within the 20% of service failures which cannot be controlled by the firm.

Strategies:
Keep customer fully informed about updates, future flight opportunities and any pending processes that may be occurring to get the flight in operation.

Increase number of flights over the next few days to compensate for the additional demand from the rebooked customers

Compensate those customers who have missed connecting flights, or other arrangements by providing either food, upgrades or a night at a hotel.

Whilst talking to customers ensure that it is genuine and all communication keeps the customers feelings in mind.

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Myer

1. attract new customers
- advertisement of new products
- new membership will get discount

2. encourage existing customers to purchase more units of service
- bundles of products
- send email about discount
- when customers purchase more they will get higher discount ( or some gift)
- credit points

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Vodafone

1. Attract new customers
-If you are a new customer they offer the contract free for the first month
- If you show your student ID/ card you receive a discount
-Lots of promotions and good deals- lots of data for a good price.
-Provide a certain number international minutes for free within plans
-Vodafone is an international service

3. Encourage existing customers to purchase higher-value service
- Once you are already in a phone plan with vodafone they offer more services which you can purchase additionally

-They let you upgrade your phone for free without paying the contract termination costs

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Beauty Service

1. Attract new customers
- Influencer/celebrity marketing on social media for things like laser hair removal, eyebrow tattooing etc.
- Free trial sessions for different services
- Inviting a friend and having that friend reference your name so that you receive a discount on your treatment.
- Offer gift cards and vouchers to be purchased
- Increase the variety of services to appeal to more and different segments

2. Encourage existing customers to purchase more units of service
- Bundling like services and offering a reduction in price if you purchase the bundle
- Offering a free treatment after a certain amount of treatment sessions (might encourage customers to stay for a few extra if they are thinking about switching or terminating the treatment)

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Go Get

Encourage Existing customers
Send personalised emails that are targeted based on the purchase behaviours of previous uses (i.e. driving to a particular event). Furthermore, rewarding customers who have used the service previously with a discount on the extension of their subscription - with a subscription the customer will feel as if they need to use the service in order to make the most out of it.

Reduce churn
Consistently contacting current customers to ensure that GoGet remains at the top of mind when it comes to car rental - ensuring that customers are less likely to switch to a competitor.

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Beauty salon

1. Attract new customers
-promotion
-bring a friend in, 50 %off for another
-exclusive hair treatment/ manicure for a certain period

2. Purchase more units
-Membership cards--> the 5th purchase is 50%
-Hair+ colouring=80% off

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Switchers:
Sign up to membership--> offer membership only discount to encourage they spend more--> more points--> higher barrier to switch

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Singapore Airlines + Scoot (Owned by Singapore airlines)

Loyals:
Those who are club members and are frequent flyers willing to pay a bit more for a premium experience from Singapore Airlines.

Habitual
Business Customers who may not have another choice other than Singapore Airlines due to work affiliation or the route requirements.

Multi-branders
Those who have higher income than switchers, but still look for quality.
Those who's need Singapore Airlines for connecting routes

Switchers
Price sensitive occasional flyers who rely on taking the cheapest flights

For switchers Singapore Airlines should use their discount service "Scoot" to consistently undercut competitors in order to build a sub-conscious loyalty within customers. I.e. Customers will start to think that overall Scoot are the lowest price airlines even if they are not.

For Multi-branders Singapore Airlines should reward those who repeatedly fly with Singapore Airline by providing increasing rewards for each additional flight in a row. This would sway those who fly with a different airline each time because they are now being rewarded extra for their loyalty or increase the value of the rewards given in general.

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KFC
Loyals:
- Love KFC only
- KFC Membership (email subscription)

Habitual
- Those who buy fast-food often because it is fast & convenience  for them to buy at KFC but does not have strong attitudes to like it;

Multibranders
- They love fast-food
- Choose the best one by comparing KFC with other fast food restaurant (quality, taste, menu, offer given)

Switchers
- Very sensitive to price and the other factors.
- Have no options
, for example, KFC is the only fast-food restaurant close to their home.

2. Convert 'switchers' and 'multiblanders' to become loyal:

Switchers:
Managing transaction:
- discount code
- Special bundles

Multibranders:
Add seasonal menu that is only available in KFC.

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Cotton On

Four customer segments:
1- Loyals: love the brand so much that they talk it about it frequently with friends and family, only brand that they purchase for clothing, connection goes beyond the clothing itself, relates to who they support as an organisation (WWF, supporting children in Africa)

2- Habituals: Buy the clothes repetitively because that's what they've done since a young age (inertia), might shop elsewhere if they think another store has better quality, discount prices might sway them from Cotton On given they are susceptible to switching, might live near a Cotton On so it is most convenient for them

3- Multibranders: Actively look for information before they buy about quality and price and pick what is best for them, may not be permanent switchers and may come back to the brand depending on the offering.
Other brands in the consideration set might be: H&M, Zara, Factorie, UNIQLO

4- Switchers: Extremely price sensitive, might switch according to sales (time of year), don't experience any psychological cost in switching, mainly males (don't care as much about the logos/brands)

How to convert switchers and multi branders to become loyals:
- Put in place a stronger membership or loyalty program with larger rewards for purchasing more frequently
-Put in place economical and psychological costs (losing benefits of staying with Cotton On)
- Managing portfolio of products to include high quality and lower, cheaper quality (make it a one stop shop that reduces the need to look elsewhere and can target multiple segments with multiple prices).
-Multichannel integration- heighten brand awareness and keeping the brand in the consideration set by advertising across platforms so they occur more frequently in the information search particularly for multi branders.

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Hotel

Loyals
-Premium members of the Hilton hotel more likely to spend and be more profitable

-Customers prefer hilton over other competitors due to their service mostly related to members

-Strong emotional connection if they have stayed there numerous times and have made certain memories at these hotels

-Lose certain benefits if they switch

Habituals
- Have stayed at the hotel numerous times therefore do not change easily and know what to expect- business trip

Multibranders
- Families choosing the best and lowest price
-Know the best hotel and choose the one with the best value

Switchers
-  Not many switchers as hotels are usually booked in advance
-Not going to change hotels quickly
-Sensitive to price some customers
-People have a limited budget and book the lowest price

Converting
-Use competitive pricing.
-Try to give the lowest cost and highest quality.

-Offer incentives, if you become  member you receive free breakfast
- Ensure there is good customer service, customers are loyal if they like the service they are receiving
-Have promotions and advertisements to promote the brand name

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Risks.
-Financial risk. take economic losses -compensation lots of money. not claiming insurance.
Past preformence
Functional risk: How to service the vehicle

Solutions to both these risks: Information on past performance e.t.c to determine present outcomes.
-Temporal risk. long queues
solution:imporve the employees's work efficiency

Psychological risk: Fear of losing payment:
Speed of risk: Effective risk.
Solution: Provide assurance through past performance

Statistics is very important.

Solution: Provide information on insurance agents e.t.c to test reliability

Reduce.
-

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Dental Surgery

Functional Risk: How can they be sure the dental issue will be solved?
- Solution: Professional dentistry credentials (displaying certifications), building strong reputation

Financial risk: Can they use insurance to cover the dental costs? Will they incur unanticipated additional costs?
- Solution: Seek more information

Temporal risk: What is waiting time for appointments? Time taken for surgeries?
- Solution: Seek more information, talk to knowledgable employees

Psychological risk: Will people feel anxious about the appointment?
- Solution: Have staff be knowledgable to explain and reassure patients

Social risk: Will they embarrassed after surgery?
- Solution: Give out informational flyers to adapt to social norms

Sensory risk: Will the surgery light be too bright?
- Solution: Use special sunglasses

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Legal Services

Functional risk- For the money you pay will you receive adequate advice/get the answer you were looking for/ win the case

Financial risk- based on how much money you have you can get access to different levels of service

Temporal risk- uncertainty over how long the service might take, ties in with financial risk- the longer it takes, the more you have to pay if it's hours billable.

Psychological risk- you may not know much about the law and legal services, how much you should say, what your rights are, evaluating the quality of the service might be difficult in this case, somewhat of a credence service

Solutions- how to reduce risk

- Seek more information: go online, word of mouth of friends and families, relying on reputation regarding quality of service
- Consult specialists in the area of law that your problem falls in
- Loyalty to current service provider: might go back to one particular lawyer or company if you have been going there as a customer for a long time.
- Tangible cues: documents of successful cases and precedents, furnishings of offices, letterheads on documents

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Online Shopping
Functional risk
-Will my card be accepted when I pay.
-How can I be sure that the products I see online are going to be the same when I receive it
-May not show all information about products

Solutions
-Provide guarantees and free returns within a certain period of time.

Financial risk
- Will I pay for my products and then they may not be delivered
-Will they charge me the wrong amount of money for products

Solution
-A new paying system where you receive the products first and then the payment goes through..

Temporal risk
- Will the online website lag
-Will it take a long time to load the next page?

Solution
Making sure that Amazon's system runs correctly
- Have good support services in place

Social risk
-Will your friends judge you from buying from Amazon or ebay?

Solution
-Increase the reputation of the related websites

Sensory risk
- When the website is not clear and dont give proper views of the specific product

Solution
-Make sure the items are portrayed accurately and multiple pictures are taken from all angles.

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Adventure Sports - Sky Diving

Perceived Risk:
Functional Risk - Parachute doesn't open, plane can't take off, etc.
Temporal Risk - Waiting for better weather, waiting to jump out of the plan
Psychological Risk - Personal fear, not as good as expectations
Sensory Risk - Pain (Ears popping, etc)

Ways to avoid these:
Seek for more information about the statistics of functional risk (availability heuristic)
Go with a reputable company
Book during suggest weather times
Honest about weight
Read reviews and ask those who have done it previously

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Restraunt Dine in:
High Contact: Older people want higher contact because they have more specific needs.
- Religious people have specific diet requirements and require higher contact services.
-More social people want higher contact restraunt dine in

Low contact:
Busy business people prefer low contact services.
- People that just want to eat regardless of food quality dont require high contact.
- Fast food restaurant

# Personality could also depend on choice

Food Delivery:
Low contact delivery:
- Time constrained
- Busy/convient people want food delivery
- Middle - class people want food delivery.

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on-campus education vs. online education

1. on-campus education

-Most students are similar ages  around 20-25 years old. These students usually prefer low contact services. Also differs with Year 1 and year2-3 students, as year 1 students tend to want high contact services. There is a strong culture that younger students attend university on campus rather online

-Younger students do not have much technology anxiety so they would prefer to have low contact services whereas mature age students may want higher contact due to their technological difficulties.

-On campus students may want a high contact service as they more not be as ready to use technology, and if they have issues they are able to ask teachers directly

-On campus have a higher need for human interaction as they can get a better understanding of the content.

Online education

-More mature age students and individuals who do not have time just to attend university. This will mean they do not mind having a low contact service as the time is flexible and they have a need to earn income while studying
-Mature students have a higher level of individualism

-Have no technology anxiety because they are studying online and therefore do not  mind the low contact service

-Online education students are ready to use technology as the main form of education which is low contact

-Do not have a need for human interaction as they are ready to learn online by themselves which is also low contact

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Retail Bank v Online Bank

Online Banking:
High Ease of Use
High control (Access via phone/internet rather than going into a branch)
More Standardised
High Usefulness (24 Hours)
Higher Risk (Service down - functional and temporal, easier to make mistakes - financial)

Consumer characteristics
Less technology anxious, younger age, lower desire for human interaction, more financial education than those who go into retail banks (Term deposits, interest rates, etc.)

Retail Banking:
Medium difficulty - have to go into a bank but the teller tends to do everything for you.
Lower control - unable to change anything unless you go into a bank
More personalised - bank tellers are able to adapt accounts to best suit the individual
Low Risk (Waiting - temporal, Human error, Bank closure - temporal)

Characteristics
High technology angst, tend to be higher age, much higher desire for human interaction,  less financially educated meaning they need a teller to help them with their decisions

Culture
High uncertainty avoidance, they need high contact.

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Supermarket employee vs. self check out

Supermarket employee:

- Older people who are used to old ways may be hesitant to try it (inertia)
- People not familiar with those forms of technology and have low technology readiness and high technology anxiety, may be worried something will go wrong
- Technology anxiety- if they feel they have too many items they may not trust themselves to scan everything in a timely manner and the space is small.
- People who enjoy human interaction- might have always been served by one person
- Lack of self-confidence/ in the machinery "unexpected item in the bagging area"

Self Check-Out:

- People who enjoy the speediness of the process and having instructions on the screen (busy professionals, people, parents)
- Individualism: some people like scanning their own things because lots of kids have grown up with similar scanning toys etc.
- Hofstede individualism (low contact): people who want the freedom to pack their groceries their own way
- Language barrier/ people not wanting to small talk with employees if they've had a busy day or are in a rush (low desire for human interaction).

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1. ambient condition

scent: cake and food
color: yellow light (warm)

2.layout and funcationality

spacious store size
good location in FLINDERS (lively los of people)
functionality: variety of products : cakes food drink

3.sign, symbol and artefact

logo
no own food
no smoking

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Servicescape- Costco

Ambience

-No music played in Costco

-There is not much scent smells like cardboard. Some food smell

-Monochrome colour scheme- colours in the products

Space/Functionality

- A wide spatial layout, big warehouse style supermarket. No furnishings just shelves and the ordinary floor of the warehouse.

-Counters are very basic

-Have equipment such as forklifts to carry large amount of items.

Functionality

-Counters have good functionality they get the job done.

- Forklifts can be used to bring down items from high shelves

User friendly

- Not extremely user friendly but there is sufficient equipment/ staff available to drive the customer experience

Signs/ Symbols

-Have price tags as signs/ special signs

-Signs that indicate where certain products are

-Usually allowed to eat and drink in costco

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Queen Vic Market

Ambient:
- No music, but very loud environment - high arousal, subjectively pleasant/unpleasant.
Scent smells different in each different location - butchers, fruit and veg, bakery and clothing.
Colour - Dark green and pale yellows. Green is for the freshness of the foods and the yellow is aimed to increase the optimism/happiness of the shoppers

Space/Function;
Queen Victoria is split into 4 different distinct areas that flow from one to another.
These are the fruit and veg, butchers, bakery, clothing and outer shops.

Signs, symbols and artefacts:
- General signage giving directions and to separate areas
- Timetable
- Restrictions (Smoking, Parking)
- M shaped key locker - artefact

Employee Responses:
Key lock symbolic meaning

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The Paperback Bookshop

1. Ambient conditions
- Dimly lit
- Very quiet, not much talking
- Scent, old paper smell
- Music- potentially records, calming sounds and soft music
- Air quality/temperature might be warm and stuffy to make customers feel comfortable

2. Space Functionality
- Layout is very cramped and books are tightly packed in together
- Equipment perhaps little step ladders to reach books high up on shelves, boxes to store books, one computer for staff
-Furnishings- no room for furniture mainly standing space, bookshelves, mirror above shelves for security purposes

3. Signs, symbols and artefacts
- No alphabetical guides to reflect authors, books stacked up on the floor
- One sign outside of store
-Style of decor is outdated, eclectic

Customer responses
- Cognitive perceptions- old and cheap books
- Emotional- nostalgic and calming, slow paced
-Psychological- cramped, claustrophobic, potentially comforting

Employee Responses
- Cognitive perceptions- symbolic meaning of learning and travelling to different places through books
- Emotional- potentially lonely and isolating, independent/free to do their own thing
- Psychological- might love reading, be a good personality fit

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1. Ambient conditions are the cues that affect people feeling. In the LTB it uses natural lighting to keep the clam vibe and that makes student stay longer.

2. Space/ Function---new furniture, advanced equipment,  these might further impress visitors and potential students.

3. Signs, symbols, and artefacts--- the wooden architecture makes students feel clam and homy;

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Disneyland

1 At Disneyland there are mascots and characters that sing and dance. This provides a fantasy/ fun experience for customers. There are also musicals provided which forms the entertainment factor for customers. When customers see these specific characters they are more inclined to purchase merchandise. Uses an attention creating medium- the use of big buildings such as castles, loud entertainment.

Effect creating medium- always lots of music, fun colours and a wide spatial design

2 Image of the firm is establishing a strong connection between Disneyland and the related story/ movie. Marketed for both kids and adults. They have characters of different nationalities to attract customers worldwide.

3. Such an environment provides fun and excitement as part of the customer experience at Disneyland. The specific Disney movies are part of the value proposition as customers often relate to the movies they have already seen.

4. Disneyland have different dress codes even for employees that are at the counters to make the service experience more welcoming and interactive. Employees have to be well trained enhancing the service quality. Employees act as if they are characters from the movie to allow a more relatable experience.

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1. Engineering the customers experience: Myer: Scent (perfume e.t.c), the size of the store = perception of quality.

2. Image, positioning, differentiation. Positioning equivalent to David Jones --> differentiate on size, variety of products.

3. Value proposition Product Variety, also subjective value --> perception of   availability and happyness.

4. Facilitate service encounter and enhance service quality and productivity: Employees readily available to assist in Myer on all floors. Young, pretty retailers create the perception of modern service and older people might appreciate it.

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Hilton Hotel
1. Engineering the customer's experience and shape their behaviours
- Effect-creating medium: Creating a specific scent found throughout the lobby to resonate with consumers
-Warm lighting sets a relaxed and calm mood as one of the first steps unfolds during a holiday (checking in)
- Attention creating medium: large rooms, lavish interiors and designs, beautiful views from the room
- Message-creating medium: offering a quality experience but still making you feel at home
- Influences behaviour by making people more likely to want to come back and stay
- Makes customers feel more comfortable with utilising the full range of services (e.g. room service).

2. Image positioning and differentiation
- Quality of fabrics (e.g. velvet) in reception area conveys that the hotel is expensive
- Convey an alternative space to conduct a professional business transaction
-Creating perception of superior place to stay if in search of luxury.

3. Servicescape as part of the value proposition
- Spas
-Gyms
- Nice restaurants
- Swimming pool
- Physical views (scenery might induce awe, excitement looking at the city and sea views).
- Making customers feel relaxed and keeping them entertained
-Perhaps making them more likely to participate in activities that they might not normally, and so they look forward to it in the future

4. Facilitate service encounter and enhance productivity
- Hilton are incorporating a digitalisation effort related to booking channels, mobile services and using data to enhance experience.
- Employees at frontline (check in) also friendly and helpful, answering queries, grabbing your luggage and parking your car (constantly making customers feel special and looked after)

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1.  Message-creating medium: sanitised,

Effect-creating medium: rubbing alcohol smell, beeping sounds, phone ringing, white background

2. The doctors' reputation; the waiting time; pricing; facilities; room privacy

3. Child care; in-house pharmacy

4. Online booking system, Self-service machine, more specialist, private suite

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Retail Bank - Commonwealth Bank

1. Shape Customer experiences
Effect-Creating Medium:
- Removal of metal bars in front of teller
- Seats rather than waiting in line for teller
- Private rooms for meetings with bank workers

2. Image, Positioning, differentiation.
- Colour (differentiation)
- Self service (Both positioning and differentiation)

3. Value Proposition
- Private rooms
- Comfortable seating
- Digital queues
- More student services in store
- Foreign language speakers

4. Facilitate service encounter and enhance productivity
- Cardless cash
- ATMs
- Closer proximity operation to customers
- Foreign language speakers
- Self service computers

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Telstra
Employee cycle:
*There is no system for staffs to follow up the customers
*Lack of capability and training-->Call centre may have language barrier and thus unhelpful.
*Wages highly relate to sales commission so staffs always try to sell more than to serve customers.
*Low service capacity-->To get a service to house will take up to 2 weeks leading time but a late billing call comes just one day after.
*High turnover rate, new staffs always need to require helps from senior staffs so customers need to explain a problem several times because they keep switching staff to serve the same customer.

Results to:
*Customers negative WoM
*Customer switching to competitors

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a. When the customer enters the store, the salesperson communicates with the customer to determine the customer's needs and provide direct assistance
b.
Role: Sales and value

Script:
Script 1: Greeting

--> Customer question: I'm looking for a new call plan
Answer: we have a range of plans available --> Direct to plan suitable to their interest

Question 2: I'm looking to cancel my plan --> Answer: direct to professional, first encourage them to reconsider.

improve: 1.provide more professional services to customers like offering more languages for face to face services better
2.provide some discount packages
3.put more ads on the market
4. Training for organization employees ---> interpersonal/technical. Provide training for script
5. Create brand culture --> service uidsnce on culture

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Car dealer
a)
Receptionist
Salesperson

b).
Receptionist--greeting, email, schedule meeting, phone calls,  directing customers.

Salesperson-- wear suits, negotiate, provide information, hospitality,

c).
Honest information,
More foods,
To hire the right person and to provide them a communication training which matches company cultures.
Building personal relationships by inviting customers for coffees etc.
Staff nights-- improving staff cohegence and lower turnover and thus customer loyalty.
Increase wages, add benefits--extra leaves, medical benefits etc.

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Strategy
-Cost based
-Value to customers

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Yield Management and Pricing 2019-11-26 at 4.42.05 pm

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Normal Restaurant
Cost: All the costs would be there
1. Financial (payment)
2. Time/Effort (travel, opportunity cost)
3. Functional/performance risk( risk of bad food, e.t.c)
4. Psychological risk (confidence in the restaurant provider)
5. Social risk (social approval of the restaurant, restaurant not serving religious friends, e.t.c)

Benefit: psychological stimulation, someone else cooking, non-material living standards.

Pricing strategy:
Competitive: normal restaurant = competitive.
Price discrimination: can't discriminate because there is a set menu for everyone.

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DEPARTMENT STORE

Physical fences

-       Basic product:

o   Store size

o   Store location

-       Amenities

o   Parking space

o   Toilets

-       Service level

o   Check-out counters

o   Number of shopping assistants

o   Price scanners

Non-Physical fences

-       Transaction characteristics:

o   Waiting times to pay

o   Click and collect

o   Booking/reservation systems for personal shoppers

-       Buyer characteristics:

o   Loyalty cards/members

o   VIP nights at shopping centres

o   Group membership- discounts to students based on purchases (companies like UniDays)

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Non-physical fences
- Transaction characterisitics: All applies
- Consumption characteristics: All applies + experience
- Buyer characteristics: All applies

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1.    Offer the applying early. If open the applying close the winter, there will be a lot people applying.

2.    To encourage people applying early, offer lower price for early bird. The company will have more time to arrange the capacity.

3.    Get the detail for customer arriving time and stay timing.

4.    Set different price for different length of entry, eg, 40$ for only two hours ticket, but 120$ for one day tour.

5.    The self-checking for ticket.

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Possible Solutions for Chadstone Parking

-          Green lights for open parks

-          Put more parks

-          Small price at peak times to encourage public, offset by buying a certain amount goods

-          More shuttle busses

-          More active signs

-          Chadstone membership: premium customers get VIP parks

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Online work for 24 hours 7 days

1.     Classified the problems and divide to specific staff

2.     Create online chat room

3.     Make reservation and wait the staff call back

4.     Different language provide for customers.

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Possible Solutions to waiting times at an Ed Sheeran Live Concert

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Session 3_G3_Activity 1