Special Challenges Associated with the Service Communications Strategy
Special Challenges Associated with the Service
Communications Strategy
1. Intangibility and inseparability present special challenges.
First, services are often consumed as a shared experience with “other customers,” mistargeted communications may result unanticipated consequence. Two diverse target markets must respond differently to the same communication at the same time.
Service managers should also be aware that the firm’s communications are interpreted as explicit service promises that consumers use to base their initial expectations.
Third, the presences of employees with customers are mandatory to produce services. So, Employees should be considered as internal customers. If employees are convinced about the excellent performance of the service, they can effectively serve the customers.
Finally, in many instances the service providers who produce the service also must sell the service and questions arise concerning the strategic implications of turning doers into sellers. When the service provider is engaged in selling activities, the production of the service itself comes to a grinding halt. On the other hand, when the service provider is busy producing services, future customers will not be cultivated, threatening the long-term success of the service operation running without interruption.
Finally when service provider involved in selling service, the production of service became halt. On the other hand, when the service provider is busy producing services, hunting future customers is not possible. Then long term success of the company become trebled.
Specific Guidelines for Developing Service
Communications
Over the years, many guidelines have been developed by service firms as solutions to challenges created by the intangibility, inseparability, heterogeneity, and perish ability in service products.
Develop a Word-of-Mouth Communications Network
Consumers of services rely on personal sources of information to reduce the risk associated with a
Communications Strategy
1. Intangibility and inseparability present special challenges.
First, services are often consumed as a shared experience with “other customers,” mistargeted communications may result unanticipated consequence. Two diverse target markets must respond differently to the same communication at the same time.
Service managers should also be aware that the firm’s communications are interpreted as explicit service promises that consumers use to base their initial expectations.
Third, the presences of employees with customers are mandatory to produce services. So, Employees should be considered as internal customers. If employees are convinced about the excellent performance of the service, they can effectively serve the customers.
Finally, in many instances the service providers who produce the service also must sell the service and questions arise concerning the strategic implications of turning doers into sellers. When the service provider is engaged in selling activities, the production of the service itself comes to a grinding halt. On the other hand, when the service provider is busy producing services, future customers will not be cultivated, threatening the long-term success of the service operation running without interruption.
Finally when service provider involved in selling service, the production of service became halt. On the other hand, when the service provider is busy producing services, hunting future customers is not possible. Then long term success of the company become trebled.
Specific Guidelines for Developing Service
Communications
Over the years, many guidelines have been developed by service firms as solutions to challenges created by the intangibility, inseparability, heterogeneity, and perish ability in service products.
Develop a Word-of-Mouth Communications Network
Consumers of services rely on personal sources of information to reduce the risk associated with a