Flashcards in Chapter 7: Developing the Service Communication Strategy Deck (15)
Communicates the firm's positioning strategy to its target markets, including consumers, employees, stockholders, and suppliers for the purpose of achieving organizational objectives.
The array of communications tools available to marketers including advertising, personal selling, publicity (public relations), sales promotions, and sponsorships.
The market segment that becomes the focus of a firm's marketing efforts.
When setting objectives, objectives should be SMART - specific, measurable, achievable, relevant, and time-bound.
How the firm is viewed by consumers compared to its competitors. This strategy speaks to the firm's differential advantage.
The content of the firm's communication message.
Service staff who are required to deal with customers quickly and effectively in "once only" situations where large numbers of customers are present.
Type 1 service staff
Service staff who deal with numerous, often repeat customers in restricted interactions of somewhat longer duration.
Type 2 service staff
Service staff required to have more highly developed communication skills because of more extended and complex interactions with customers.
Type 3 service staff
Experienced when employees are asked to perform a new role that is inconsistent with their self-concept.
Occurs when an employee is asked to perform two contradictory roles such as being both efficient and effective.
When demand for the service is infrequent, and therefore the success of the communication strategy may not be realized until a later point in time.
Occurs when the same communication message appeals to two diverse market segments.
An overall favourable or unfavourable impression based on early stages of the service encounter.