# data[].attributes.body
3 star Hotel

Customer satisfaction:

Affordable price

Good customer service

Room service during the day

Average decoration

Reception opened 14 hours a day

Average rooms

Pay for internet

Average Tv

Free parking

Swimming pool that is not heated

Delight:

Gym,  Heated Swimming pool, spa and sauna

Bar on site/restaurant provide multiple cuisines

Exceptional customer service

Reception opened 24/7

Free breakfast

Cosmetic products

Internet access

Exceptionally clean

Lobby with seats and great decor

Lots of Natural greenery and plants around the hotel

24/7 room service

Has a concierge or butler

LED Tvs

Valet parking

Bath robe and slippers on demand

# data[].attributes.body
Restaurant:

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.

Paparich express

Expectation: the taste of food and drinks to be delicious; the price to be reasonable,  the cleanness of the environment; the attitude of waiters;

Customer satisfaction:  the taste of food meet the expectation post-purchase evaluation of the overall service experience

Delight : If the restaurant delivers the value of food and service above the customers expect, customers are likely to be delighted.

The staff are very friendly and helpful which we did not expect.

We are delighted because we did not expect the quality and taste of food to be very similar to authentic Malaysian food.

# data[].attributes.body
Supermarket - Coles
The relationships among customer satisfaction, delight and loyalty, when customer satisfaction is high, they delight, and have high loyalty, when customer dissatisfied will result low loyalty

1. Customer satisfaction

Variety of food (fresh fruit and vegetables)

Suitable price for relevant product

Easy to find food by yourself

Quick to check out

Short waiting time.
Free delivery when you spend $100 or more

Delight:

Extra discount for your favorite food

Little gift after you check out (exceed $20 shopping receipts)

Buy one get one free product

Friendly staff to help you find product

The redecoration makes the product classification clearer

# data[].attributes.body
Expectations

Quality of service from employees - Keeping an eye out for the safety of passengers, assisting passengers in their demands

Quality of the plane services - Entertainment services provided for higher priced airlines as well as higher quality (more variety in terms of movies, tv shows, games), the quality of the food and drinks (whether it is complementary or not), WIFI enabled

Quality of plane - The comfort level of the seats (material, size, leg room provided), room for carry-on luggage, size of the plane, cup holders

Satisfaction is a consumer’s post-purchase evaluation of the overall service experience (processes and outcome). Mere satisfaction implies just meeting customer expectations.

Value for money

Customer service

Arriving /leaving on time

Customer Delight

·     When a service provider delivers something of value over and above what customers expect, they are likely to be delighted.

·      Delight is only possible when satisfaction is present.

More comfortable environment (waiting room, seats and foods)

# data[].attributes.body
Student Services at Monash Quality

5 Dimensions of service quality

1. Tangibles: Campus center, Monash Connect, MONSU, brochures of different courses, furniture (e.g places to sit), water, computers

2. Reliability: Whether the employees at student services are able to provide the help and need for the students. Whether they are able to give accurate information that leads to student satisfaction.

3. Responsiveness: Whether the staff greet the students in a timely and welcomed manner, as well as being help to the student.

4. Assurance: The amount of security around campus so students feel safe. Employees will be consistently courteous with customers. The behaviour of employees will instill great confidence in customers. Employees would have knowledge to student questions.

5. Empathy: The employees at student services will understand the specific needs for students. Opening hours is convenient to all the students.

Gaps in Service quality

1. Listening gap: Not knowing what customers expect and not understanding those expectations.The primary cause for not meeting student’s expectations is that Student services is not accurately understanding what those expectations are.

2. Design gap: Specifying service standards that do not accurately reflect what management believes to be customers’ expectations

3. Delivery gap: Service performance that does not match specifications

4. Communication gap: Not living up to the levels of service performance.

5. Perceptions gap: difference between what is in fact delivered and what customers perceive they received

6. Interpretation gap: difference between what the service provider’s communications actually promised and what the customer thought was promised

# data[].attributes.body
Tangibles (appearance of physical elements)

Quiet space (study space)

Collaborative spaces (open space)

Reliability (dependable, accurate performance)

Accuracy of the system to find books (which row, floor of library)

Responsiveness (promptness and helpfulness)

Amount of librarians on staff on each floor to assist in a timely manner

Assurance (competence, courtesy, credibility and security)

Ensure that the librarians have sufficient knowledge of the books

Empathy (easy access, good communications and customer understanding)

Excellent library will have operating hours convenient to all their readers.

# data[].attributes.body
Tangibles (appearance of physical elements)
- modern Gym equipment

Badminton/ futsal/ basketball court

Brochures on Monash sports facilities

Reliability (dependable, accurate performance) :

-the monash sport follows their opening and closing hours excellently

Responsiveness (promptness and helpfulness) :

-Monash Sports staff are quick to answer calls, very helpful if someone needs help with an exercise or how to handle gym equipments

Assurance (competence, courtesy, credibility and security) : They have security guards and professional trainners to help if any emergency occurs in sports area. - Fitness instructors are competent to handle fitness classes eg :pilates, yoga

Empathy (easy access, good communications and customer understanding)  :

gives individual and personal attention if members ask for help

However they do not give individual attention in group fitness classes

Opening hours are suitable to most students as they open until 10pm on weekdays except on Friday.

The gap in service quality:(monash sport)

1. Listening gap: Sport center don’t know what the time students enjoy to have classes and the timetable what have provided is not satisfied the students.

2. Design gap: The swimming pool is not good enough and the cleanness is not ideal.

3. Delivery gap: The teacher in dance classes who have taught can’t meet the student’s requirements

4. Communication gap: The services that Monash Sports provided cannot living up to the levels of service performance.

5. Perceptions gap: difference between what is in fact delivered and what customers
perceive they received, the customers might not satisfied with the equipment, they require higher quality equipment.

6. Interpretation gap: difference between what the service provider’s communications actually promised and what the customer thought was promised, for example, customers might not satisfied with the coaching services because customers didn’t lose weight enough.

# data[].attributes.body
On-campus housing

1. Tangibles: The physical facilities at on-campus housing like TV, Sofa, Piano, and desk in the living room. Microwave, oven, complete clean tableware in the dining room. Clean and tidy beds in the bedroom. Washing machine and dryer machine. Clean bathroom.

Reliability: On-campus housing will provide their services like air conditions, available hot and cold water, available electricity, the reliable bill of water fees and energy charge

Responsiveness: Houseparent will always be willing to help students.

Assurance: students of excellent on-campus housing will feel comfortable and safe.

Empathy: the employees of excellent on-campus housing will understand the specific needs of different students and give students individual attention.

Gap

Listening gap: Not be able to know what students expect

Design gap: The design of On-campus housing does not meet students’ expectations

Delivery gap: The room on the picture looks good, but actually not good as picture showed, does not meet students’ expectation

Communication gap: Not living up to the levels of service performance

Perception gap: If there should be a swimming pool in the on-campus housing, but then students find there is no swimming pool when they live in.

Interpretation gap: If there is a power cut, the houseparent says there will be work in the evening, but there is none

# data[].attributes.body
Airlines delay
Root causes: 
Flight cancellations, overbooking, strikes, diversions, delays, the attitude of the ground or cabin employees, or reservation problems. .
Weather: Significant meteorological conditions (actual or forecasted) that, in the judgment of the carrier, delays or prevents the operation of a flight.

For airlines, this means effectively minimizing passenger betrayal and strengthening the relationship with their clients.

Recovery strategies: taking responsibility, a quick reaction and response by a senior employee, a fast response accompanied by a full refund plus some amount of compensation or a large amount of compensation provided by a high-ranking manager.

# data[].attributes.body
Virgin Australia

The root cause of Virgin Australia is based on customer service.

Not very kind for customers, cabin crews were perceived unmotivated and untrained

Long waiting time for any request from passengers

planes also crash more often by comparing with other airlines.

Recovery strategies:

-Applies learning from previous experiences to improve future approaches and solutions

-Seeks and provides feedback and opportunities to learn, valuing contribution of self and others

-Empowering employees is a powerful tool for effective service recovery as the workforce will be able to think for themselves and make decisions on their own for the benefit of the firm’s customers.

# data[].attributes.body
Coles- Self service checkout

There was no-one in the self-service checkout during peak periods

Many customers were experiencing difficulty using the self serve checkouts

Customers became frustrated at the fact that no employees were able to help them

After a while, one employee was able to help

Root cause

Understaffed premises

Working longer hours

Employees feeling flustered/stressed

Less number of self check-out systems

Inefficient communicators

Technology layout is not clear/understandable

Improper maintenance of the check out machines

Inefficient training

Strategies to Recover

Conduct root cause analysis and learn from the covery experience

Identify service complaints by conducting researhand monitoring complaints

Resolving complaints effectively

More training towards communication and better knowledge of the store

Assurance to the customer that action will be undertaken to resolve the issue

Rostering on more staff

Creating clearer layouts for self-service checkout

Effective complaint handling

# data[].attributes.body
Deliveroo (food delivering app)

Critical service failure: food being delivered late and wrong order/ food is not up to standards.

Why it happened?

Materials and supplies:

- Kitchen took longer to prepare the food

- Bad packaging (leakages of the food)

- Restaurant personnel misreading orders or giving wrong meal

- Drivers deliver food to the wrong person

- not enough delivery person

- Lack of workers dealing with issues of wrong delivery

- Not enough communication between restaurants and the deliveroo staffs

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

# data[].attributes.body
Beauty service  MISS FOX https://www.missfox.com.au/

(grooming salon, facial, spa, wellbeing)

1. Attract new customers

-promotion

Referral system-  Inviting a friend and having that friend reference your name so that you receive a discount on your next treatment for facial services

-exclusive spa couple, bestfriends treatments for a certain period

-Offer gift cards and vouchers to be purchased for their health and wellbeing classes

2.Encourage existing customers to purchase more units

-Membership cards--> the 10th purchase is 50% off

- receive free sample special shampoo/ conditioner/ hair mask when they buy package deals for hair treatments

- offer free treatment after a certain amount of treatment sessions ( might encourage customers to stay for a few extra if they are thinking about to switch or terminate.

3. Encourage existing customers to purchase higher value services

-upcoming makeup class with International Makeup Artist, Neha Hobson with MISSFOX

-makeup trends, skincare tips, inner beauty routines, business tips and product reviews

# data[].attributes.body
ZARA clothing store

Attract new customers:

Location: More convenience and central location, attract new customers

Promotion: Entity advertising, The electronic advertising, Media publicity, on the front store like (50% discount)

Music: Choose light and soft music in the morning, choose rhythmic music in the afternoon, and choose soothing music in the evening

Frontline employees: Their behaviors and attitudes, service with a smile, having the professional skills when customers choosing clothes.

Clothing style: the color and design for clothes, putting the attractive clothes in front of the store, to show design sense.

Encouraging existing customers to purchase more units of service:

Keep changing and improving their products

Improve service quality and the service experience

The creation of store atmosphere

Give membership more vouchers

Send email to existing customers and tell them new discount in time.

# data[].attributes.body
Endota Spa

Attract New Customers

Pop up stores with trials and distribution of samples

Gift cards

Newsletter updates may offer discpount through that link

Student discounts

Encourage existing customers to purchase a higher value services

Promoting as a package: to sell bundles including services and products.

Regular customers who receive gift cards may opt for a more expensive treatment as they are not paying for the whole treatment themselves

Training staff: To provide high end satisfaction to customers and encouraging them to return and opt for more services.

Discounts on special occasions like boxing day.

Upselling services (e.g. getting a 30 minute massage and being asked if you wanted to upgrade to a 60 minute service for $40 extra etc.)

Afterpay options

Free shipping over 75

# data[].attributes.body
Choose 2 and illustrate using a service firm

McDonalds

1. Attract new customers

Coupon/promotion code found on other websites, which guide potential customers to download the McDonalds App, and purchase the food with discounts

Can be placed on a medium that can attract non-existing customers

1. Encourage existing customers to purchase more units

The price of the combination (include burgers and one kind of drinks) is less than buying them separately .

Monopoly promotional game

Provide more coupons for meals and more expensive products

Encourage existing customers to purchase additional products (drinks, chips) to complement the free product from the coupon

Done through the app, encourages it’s use

# data[].attributes.body
Clothing store (Cotton On)

Diamond of Loyalty

Loyals: Young girls like teenagers or adults between 15-25 aging, who love the Cotton On brand, and consider the price is cheap, also the quality of clothes is good. They will tell their friends about the brand of Cotton On

Multibranders: Consumers have little involvement with the Cotton On, they may looking for other clothing stores such as HM, ZARA or Universal, they may seek variety for their own sake

Habituals: Those consumers tend to be passive loyals, they having a look and purchase clothes based on their emotions or behaviors. They do not care for the loyals of Cotton On, and only think if it is good for them.

Switchers: Those consumers are sensitive to price and promotions for Cotton On, by comparing the price and quality of clothes to choose the best one.

B. Develop strategies

Managing loyals: keep improving product and service quality and the service experience

Managing habituals: convenience of purchase, customers can shop online or in stores.

Managing multibranders: Portfolio development and  multichannel integration and access

Managing switchers: Do more promotion and advertising to attract consumers

# data[].attributes.body
Department store:

section a)
Loyal: People prefer to buy products from Myer, they have the membership cards that can earn points to exchange actual money and products. If they switch to another stores, they may lose the chance to have more points and benefits.

Habitual: People may used to buy products from Myer but not have strong attitudes that like buying products from Myer.

Multibranders: People prefer to search for quality and price rather than seek the brands when they go shopping in Myer. And they will seek variety for its own sake.

Switchers: People purchase large and varied portfolio of brands in Myer, and they are sensitive to price and promotions.

b)  strategies:

“Multibrander”

Little involvement with  the brands:

Host special events only for the loyal members and make it known to the “switchers” about this loyalty events so they are more motivated to be apart of the loyalty benefits

“Switchers”

During events such as Christmas, Thanksgiving and during their birthday, They can give a personal call or curate a personalised text message with acknowledging their name so customers feel special and more connected to the department store

Have a loyalty card that they can collect points

# data[].attributes.body
Service Relationships

Fast-Food Restaurant

1. Loyal - love the food(brand), genuinely eat at the restaurant because they like the food, these customers may go out of there way to eat at the restaurant

2. Multibranders - attracted to places with better deal in terms of quality and price, mainly seek variety for its own sake. Do not have much loyal/involvement with the brand. Customers who will dine at a few different fast-food restaurants - they will choose a restaurant depending on the quality of product and price

3. Switchers - customers who switch between each fast-food chain (not necessarily loyal to one restaurant), will easily switch to another restaurants that has better promotions on offer

4. Habituals - people who find the food convenient and easy to access, they may not necessarily love the food but keep going back out of habit. These customers are not loyal to the brand and may switch between restaurants at any given time

Strategies to convert multibranders

Continuous improvement of food and service quality

Establish online channels together with physical stores, such as uber eat delivery

Converting Switchers:

Offer promotions - they are largely swayed by price and promotion

Focus on offering the customer the lowest price not building a relationship with them

# data[].attributes.body
Legal Services

Function risk: For legal Services, the functional risk would be that people are not sure about the result of court order (Will I win?)

Financial risk: money needed for the service such as money needed for a lawyer

Temporal risk: There be a long time to wait for the decision which is made by the court

Psychological risk: what will happen if i lost the case

Social risk: What will my friends think of me if I do not win the lawsuit?

Sensory risk

How to reduce these potential risks and improve the customers experience:

Ask knowledgeable employees;

Seek more information from internet, or friends, find more evidence to support your case.

Look for guarantees and warranties;

Performance-based pricing can reduce the function risk, financial risk that if you do not win the lawsuit, you don't need to pay any money

# data[].attributes.body
Potential risks perceived by consumers and how would you reduce these & improve customer experience

Car insurance company

Potential risks:

Functional Risk:

Which policy to decide on, which one will most suit the consumers usage of their car

Financial Risk:

Whether or not the consumer will actually make a claim on their insurance

Temporal Risk:

How long will it take for the claim to go through

Psychological Risk:

Fear that the consumer experiences thinking that they did not get the best deal/paying too much for insurance and coverage that they did not necessarily need

Strategies to reduce risks:

Seek more information, including online research

ask for advice from knowledgeable employees, or people who has experienced before

Look for guarantees and warranties

Rely on the reputation of the insurance company

# data[].attributes.body
Dental surgery
Functional Risk: How can they be sure the dental issue will be solved ?

- Solution: Professional dentistry credentials by displaying certifications

, build strong reputation in their online reviews by past customers

Financial risk: Can they use insurance to cover the costs? Will they incur unanticipated additional costs?

- Solution: Check the details in insurance document and it would be listed in it.

Temporal risk: What is waiting time for appointments? Time taken for surgeries?

- Solution: Have a phone call to get more information from knowledgeable workers and make an appointment. There will  have the Tv screens for entertainment.

Psychological risk: Will people feel anxious about the appointment?

- Solution: Have information online and it would have all the details.

Social risk: Will they be shy after the operation? What would my friends and family think of my appearance after the procedure

- Solution: Give out informational flyers/ social media advertising to adapt to social norms

- make them feel confident after the operation by complimenting them

Sensory risk: Will the surgery procedure have bright lighting? Is the “bed” comfortable enough for patient?

- Solution: Use special sunglasses

- use suction technology  (saliva)

-Invest more money to buy higher quality & good size to fit  all customers.

# data[].attributes.body
Session7 - characteristics of customers who prefer high-contact vs. low-contact services for: Restaurant dine-in vs. Food delivery

High Contact - Dine-in (service employees and servicescape play important roles in shaping customer perceptions.

Different individuals have different dining preferences, which vary in gender, age, education and income. Customer who has high income is more likely to sit down in a restaurant and enjoying qualified service provided by people employees.

Require human interaction and assistance from others

Perceived risks of the restaurant’s service

Customers with technology anxiety prefer to dine in and accept services by face to face

Low Contact - Food Delivery

Use of Self Service Technologies

Find technology easier to use (based on their age, gender, education, income), to save time and be more efficient

Find less of a need for human interaction for the service

Lower perceived risk as they are more capable/confident in using SSTs

# data[].attributes.body
Airport check in  counter is high contact services and Self check in is low contact services.
Age: younger generation more likely to be accepting of SST’s, older generations may not have the education or do not want to away from traditional services, may not be educated on technological method, prefer human interaction (possibly older). May not trust the process of self check in, flight may be expensive and doesn’t want to alter from familiar and “safe” method of check in

Gender: would not play any significant role, or suggest one being high or low contact..

Education:
high education people prefer self-check in / lower level education prefers counter check in

Income level: would not to have a significant impact on whether high or low contact

Technology anxiety: low level of Tech anxiety will be more likely to utilise self service check in.

Technology readiness: If readiness is high the more likely they are to use self service.
People that prefer high contact, would tend to be less technologically reliant and may not be as technology savy  as those with low-contact

Need for human interaction: low contact customer has less need to human interaction, if this is high the SSTs will be used less, as those may feel added value from interacting with a service employee.

extrovert people may prefer counter check in / introvert prefers self check in service as they like having low interaction .

# data[].attributes.body
Supermarket employee vs. self check-out

Supermarket employees, consumers seem to prefer high-contact, people with older age groups would prefer more high contact services. People with technological anxiety would prefer this service. People with disabilities who is perceived loss of control would prefer high contact service. People who prefer high-contact service such as supermarket employee, would perceive the service to be more useful, easy and less risk when compared to self-check out

Self check-out, consumers seem to prefer low-contact, self-service characteristics is perceived in young people, higher education. It is perceived ease of use, people who use self check-out usually with lower technology anxiety. People are perceived higher technology readiness when choosing this service. Also, consumers feel that self check-out is more convenient, and they are perceived fun, especially for kids.

# data[].attributes.body
https://www.johnwardlearchitects.com/projects/learning-teaching-building/

Ambience: Colour has a strong impact on feelings, learning building’s colour is mainly warm, for example, the tables are made by brown woods. It creates a comfortable visual effect.

Music: no music

No scent

Noise:  depending on events, and how many students are making noise

Space and function : furnishing , layout, equipment :
wooden,  bright lighting, neutrals colours :

Layout: grouped in clusters and supported by informal learning spaces throughout the building like neighbourhoods

- Streets, courtyards, bridges, balconies and stairs are transformed into ravines, clearings, strands, perches, escarpments that are choreographed to invent a new landscape of the interior

-Made visible and accessible to the wider campus and community, rather than removed from the ground in a vertical structure.

- Innovative formal learning and teaching spaces are complemented by informal learning hubs that deliver a variety of study settings

Modern yet functional furnishing,- eg the stairs can be used as sitting area

Floor Levels 4

Floor Area 28,980 sqm

Sustainability 5 Star Green Star

Multiple Awards

National Award for Educational Architecture, AIA National Awards 2018

National Award for Interior Architecture, AIA National Awards 2018

Award for Interior Architecture, AIA Vic 2018

Award for Educational Architecture, AIA Vic 2018

Signs symbol and artefacts:

Monash has worked extensively to develop a new generation of navigation and building signage for its campuses in Australia. It starts with indigenous bushland, then colonial farmland, suburban subdivision and finally a university campus.
the room number in each classroom.
female, male toilet

# data[].attributes.body
The Paperback Bookshop

Ambient conditions: Very old and traditional design, and the weathered stone faced outside the store is strong testament to substance comes before style - but Paperback is in indeed a place in which the substance of what's on offer is substantial. Many books are displayed in front of the window.

Clear example of this comes with the charming children’s section in a dedicated alcove with little chairs and more.

Space/functionality and signs:

The shop is tiny and near silent, with a maze of shelves maximising what little space is available. The floor peppered with piles of books unable to fit on a shelf or table.

Walking on in customers feel surrounded by paperbacks of every kind.

Symbols:

Top ten sales, price for each book, Book category(books for children, teenagers, you will find vintage wrapping paper, cutesy cards and empty journals at Paperback

# data[].attributes.body
Activity2. Describe the servicescape

Brunetti Flinders Lane

Ambience

Relaxing music with low volume - comfort

The whole store appeals in warm colour tone, including yellow which symbolises optimistic and intellect

Smell in the store is quite neutral however you can smell the scent of the pastries and coffee

Store layout

Separate area for ordering coffee/drinks than food

Large layout that is spacious for customers to get around

Customers pick up coffee from same area that the order

Furniture is simple - table, chairs, stools

Around 300 seats in Flinders Lane store

Opening hours 7/8am-9/10pm （depends on weekdays or weekend）

Equipment - coffee machine, pizza ovens, display case for cakes (cold), as well as other pastries, kitchen to cook proper meals

Display cakes and dessert in the front, while displaying other things such as  coffee and biscuits in the back, thus grab attention to the store

Signs/symbols/artefacts

Red signage

Decor is modern, marble tables

Clean space

No smoking sign

Signs in front of each product depicting price

# data[].attributes.body
Hotel

Four core purpose

1. Shaping customer’s experience and behaviour

As a message-creating medium, using symbolic cues to communicate nature and quality of the service experience. For example, for 5 star hotel like The Ritz-Carlton, the special design with luxury decoration in lobby shaping customers’ experiences and behaviour
Family-Friendly fun, featuring daily, destination-inspired activities, Ritz Kids engages children’s imaginations

1. Image, Positioning and differentiation

Chinese restaurant, sauna, laundry service, business center, hairdressing room, western restaurant, coffee shop, bar, sauna, room for the disabled, massage room, clinic, shopping mall, tea room, billiards,

Holiday magic at the Ritz-Carlton, celebrate the season with exclusive package getaways festive experiences and luxurious, travel-inspired gifts.

Also, reception with approachable check in or out services

1. Servicescape as Part of the value Proposition

Use servicescape to enhance service offerings

Swimming pool, restaurant, souvenir shop, 24-hour gym with brand-name equipment, Business center with meeting rooms and gratis printouts, free wifi

Room to relax, unwind with spacious layouts and decadent amenities in luxury suites and villas.

# data[].attributes.body
Australia's first specialist women's hospital. It offers a full range of services in maternity, gynaecology, neonatal care, women's cancers and women's health.

part of value proposition: it provides clinical expertise and leadership in obstetrics, neonatal, gynaecology,oncology and mental health. They foster a holistic philosophy of health, provide national leadership in health promotion and consumer health communication and the hospital is an important advocate for improvements in women's health and well-being.
Their Strategic Plan 2016-2020 was developed following extensive consultation with their people, partners, and with patients, stakeholders, and consumers. It outlines their priorities and areas of focus over the next five years
Differentiation : specialise in women care
-Abortion & contraception services

-violence and sexual assault

Theme  of website:  violet, pink, cool colour which symbolises  : reduce in stress, inner calmness

blue attire , relaxing and calming

# data[].attributes.body
Session 6 - Service environment

Department store - Myer

1. Color: black and white, having different levels for different types of products (i.e. womens on level 1, mens on level 2 etc.) making it easier for customers to find products (servicescape) through creating an easy to navigate store will encourage customers to come back

2. Normally have parking areas nearby, so it’s easy for customers to access, if customers have a positive interpretation of the store then they will keep coming back

3. For purpose 2: Customer -first Strategy， transforming the customer experience in-store, expanding the company’s ‘Only at Myer’ brands and categories and offering value for money and improving Myer’s online offering. Offering personal stylists for customers

4. Theme-setting: e.g. Christmas windows and special decorations

5. Always ready to offer guidance, tips and inspiration, personal shoppers can give customer a simple wardrobe update or help customers define their individual style.

# data[].attributes.body
Uber eats

Cycle of Success

Customer cycle

To gain customer satisfaction uber eats guarantees that food would be delivered on time.

To continue relationship with customers, uber eats provides discounts and free delivery services.

If there are complaints, the call support system in the application connects customers with uber eats support services.

Compensation would be granted to customers in the form of discounts or free delivery services.

Employee cycle

Training and empowerment of frontline personnel to control quality, training them with the communication skills, be smile and kind

Above average wages

Intensified selection effort

Extensive training for uber drivers or call support

It lead to lowered turnover, high service quality for customers, to make sure delivery food for customers on time

It earned high profit margins

It create broadened job designs

# data[].attributes.body
Retail: Optus

Failure

Circle of employee:

There is no system for staffs to follow up the customers

Lack of training-->Call centre may have language barrier so it is unhelpful for the customers

Wages highly relate to sales commission so staffs always try to sell more than to serve customers.

High turnover rate, new staffs always need  help from senior staffs so customers need to explain a problem several times because they keep switching staff to serve the same customer- waste time

- lack of empowerment for junior staff.

May result in NWOM from employees therefore lose potential Optus customers.

Circle of customer:

Emphasis on attracting new customers rather than retaining old ones

High customer turnover

Poor service leading to customer dissatisfaction

Lack of continuity in relationship with customer

# data[].attributes.body
George Calombaris' Hellenic Republic (Failure)

# data[].attributes.body
Session5 G4 A2

# data[].attributes.body
Specsavers/OPSM

Frontline employee

Receptionist

Front desk, phone line, received the booking from customers

Consultation specialist - the person responsible for checking the customer’s eye problems

Role of frontline

Consultation specialist

Testing eye problems

Recommend the most suitable or optimal glasses for customers

Give some effective response and advice for customers in order to protect their eyes.

Reception

Take customer phone calls and setup booking.

Greet customers and handle payment

Role script

Receptionist usually be kind and smile, offer drinks to customers

Ask ‘how are you today’, 'May i help you?' expected to delight customers

How to improve service?

Create a clean environment

Improve communication skills of frontline employees

Reduce processing time (training employee)

Creating online data system

Improve the technological system

# data[].attributes.body
Session 5 G4 A1

# data[].attributes.body
a)
Frontline employees:
-dealers/salesmen
-mechanics
-owners
-receptionists
All involved with the facilitation/selling of cars to customers.
b)
Receptionist- greetings, emails, schedule meetings, attending to phone calls, directing customers
Salesperson- negotiations, provide information and hospitality

# data[].attributes.body
Session 4 G4 A2

# data[].attributes.body
Medibank/Bupa health fund

Cost

Financial

Monetary cost of the service, we pay for it to gain health fund

Time and effort

Spend waiting time

Spend time to find and evaluate alternatives

Spend time to book the service

Functional or performance risk

The Medibank/Bupa provide special health fund for customers, which meet their needs, and It ensures the physical and mental health of workers.

Psychological risk

Confidence in the service provider

Reduce customer’s anxious, lead them able to work more comfortably.

Pricing strategy--Competition

– Consumers can compare firms with relatively undifferentiated services and choose the best one, which has the lowest price, more offers or good location.
- Therefore, can reduce the price to meet the competition

# data[].attributes.attachment_link.title
Services Marketing Session 4 Activity 1 (1)

# data[].attributes.body
Session 4 G4 activity 1

# data[].attributes.body
Department store

Physical fences

Basic product

Building, which is a kind of large-scale management commodity - based comprehensive retail commercial enterprises

Clothing, cosmetics, food, toys, and daily necessities.

Amenities

Variety of goods, each kind of goods has a complete range of colors, varieties and specifications (many items)

Satisfies customer’s demands from the low, middle to high

Clear environment and free conditions

Free maternal and child room

Service Level

The commodity department is relatively independent

Each individual commodity department has a different service

Different level of membership can desire different service level

Free delivery( on-line store)

Non-physical fences

Buyer characteristics

Group membership

Member, silver, gold, platinum (depends on different level of consumption

Size of customer group

Children, Student, Adult

# data[].attributes.body
Check in service at airport

Self serve check in (for passport scanning/ticket reading/luggage)

Online App for online check in (combined with incentives such as discount off dining/tickets etc.)

Separate lines for different class

Service desk available for problem check-ins

Tourist attractions where people can check in their luggage 5-6 hours before

Staff going through lines and identifying where passengers are to go (i.e. what check-in counter to go to)

Metrics such as fingerprint scanning/face recognition (optional)

Technology to sense and monitor queue sizes to adjust staff accordingly to demand

Allow group check-ins combined with staff assisting them for verification process

Check in connecting train station/transport (i.e. passengers can check in and have their luggage verified prior to boarding connecting transport such as trains/buses etc.)

# data[].attributes.body
Chadstone parking space
-Impose limited parking time on parking spaces that are close to the shopping centre

- Having Chadstone owned express direct shuttle bus in train station eg: oakleigh, clayton, caulfield, carnagie

- provide some shopping credits for people who parks only for half an hour to encourage limited parking time (30 mins)

- Hire people to facilitate the parking space.

# data[].attributes.body
Session3_G1_activity1

# data[].attributes.body
Session2 _ G2_Activity2

# data[].attributes.body
Session_2_G4_Activity 2

# data[].attributes.body
Session 2 Group 5 Activity 1

# data[].attributes.body
Session2_G3_Activity1

# data[].attributes.body
Session 2 _Group4_ Activity 1