Academic literature on the topic 'Service Marketing Triangle'

Purpose The “services triangle” is a dynamic model in which three interlinked entities (customer, employee and firm) combine to create three dyads [employee-firm (EF), customer-firm (CF) and customer-employee (CE)] that work together to deliver services. This study aims to determine whether significant differences exist vis-à-vis the impact of EF, CF and CE dyads on the service experience. Design/methodology/approach Empirical evidence from data garnered from 398 surveys was used to test a conceptual model. To test the hypotheses, like-signed first-order dyads were constructed and combined to create second-order dyads, and analysis of variance and post-hoc tests (least significant differences) were used to investigate whether differences among the second-order dyads exist. Findings The analysis reveals the differential impact of the three services triangle dyads on the service experience. Specifically, customers’ perception of EF fit appears to have the greatest impact on customers’ evaluation of the service experience, followed by CF and CE fit. Research limitations/implications The main implication is that this paper extends conceptual research by providing empirical evidence that the EF dyad is the foundation of the services triangle. The limitations are based primarily on methodology, where the use of a survey to collect data rules out the potential generalizations of true cause and effect while also potentially being subject to common method bias. Practical implications Managers should realize that fit within some dyads is more instrumental in determining the service experience than fit within others. A number of managerial implications are proposed and discussed. Originality/value Prior research has neither empirically examined the services triangle nor whether significant differences exists among the impact of its dyads on the service experience. Insights from various literatures, the application of the balance theory and the construction of first- and second-order dyads enables an investigation of the various relational patterns contained in the services triangle.

Purpose – The purpose of this paper is to examine customer, management, and contact personnel perceptions of consumer-based brand equity (CBBE) and its dimensions utilizing a services branding triangle framework in the banking industry. Design/methodology/approach – Data were collected from customers, managers, and contact personnel of three types of banks in Turkey – state, private, and foreign. Findings – The study finds significant external branding gaps between the perceptions of managers and customers and interactive branding gaps between the perceptions of contact personnel and customers, but no internal branding gaps between the perceptions of managers and contact personnel with respect to CBBE dimensions. Research limitations/implications – The sample was limited to Turkish adult citizens of a single major metropolitan area in Turkey and bank personnel in three cities. Originality/value – The services branding triangle framework used in this study allows service brand managers to understand not only the differences in the perceptions of brand equity dimensions of bank customers, managers, and contact personnel, but also provides an opportunity to identify the external, internal, and interactive branding gaps of each of the brand equity dimensions. The findings provide an empirical test for the three promises theory and identifying potential branding gaps resulting from differences between consumer, management, and contact personnel perceptions of CBBE and its dimensions. The paper discusses the implications of the findings in developing a strong services brand and brand equity.

A service is any act or performance, one party can offer to another that is essentially intangible and does not result in the ownership of anything its production may or may not be tied to a physical product. Service includes all economic activities whose output is not a physical product or construction, consumed at the time it is produced and provides added value in forms (such as convenience, amusement, timeliness, comfort and health) that are essentially intangible and it concerns of its first purchaser. Service Marketing triangle shows three interlinked groups (customer, provider and the company) that work together to develop, promote and deliver service to the satisfaction of the customer. Service marketing involves three types of marketing: External Marketing, Internal Marketing and Interactive Marketing, while when it comes to GAP model than there are four potential gaps (Knowledge gap, Service design and standard gap, Service performance gap, communication gap) within the service organization. If we talk about importance of service marketing in the hospital industry so we come to know that break at any point whether it is in service marketing triangle or in GAP model can spoil relationship of hospital with the existing and potential customers.

One of the activities to attract the interest of library users, need to use the service marketing triangle which includes internal marketing, external marketing and interactive marketing. Currently, the UIN Sunan Gunung Djati Library Center is conducting socialization as part of an external marketing effort to attract service users. In terms of service dissemination activities to new students, the main target is the increased utilization of library services by students. So far there has been no measure of whether this outreach activity really reaches its goals or not. In addition, information must also be obtained from users, especially new students about what are their needs and expectations so that their interest in utilizing library services is getting higher. Research is carried out by survey methods for new students who have received service socialization. The respondents were 282 people determined by the Slovin method. Based on the results of the research, it can be concluded that socialization activities have a positive effect on the level of access of users to library services. In terms of satisfaction with socialization activities, more than 70% of respondents were satisfied and the information submitted was adequate, but respondents felt the facilities used still needed to be improved, especially the availability of internet access.

Subject area Services marketing. Study level/applicability This case can be taught effectively to MBA/MS students. The case provides students with an opportunity to closely examine various marketing activities and to understand how problems associated with intangible services can be dealt with by using effective integrated marketing communications. Case overview On March 1, 2011, JustEat, the world's largest and premium online food ordering and table reservation portal, acquired a 60 per cent stake in India's premium online food ordering and table reservation portal – Hungryzone. Following this, Hungryzone was rebranded as www.justeat.in. Ritesh Kumar Dwivedy Founder and CEO of Hungryzone and now the CEO of www.justeat.in, soon faced some challenges that cropped up as a result of this new development. Rebranding and the scalability of operations with the existing resources were the major causes of concern. To overcome these problems, www.justeat.in undertook several marketing initiatives and in the process implemented innovative ideas like JustConnect Terminal; introduction of the global JustEast mascots Belly and Brain to replace the existing mascot Aloo Patel of Hungryzone; and various innovative promotional activities to promote www.justeat.in. The case highlights the issues and challenges faced by the management. Finally some significant challenges yet to be resolved are posed. What should be done to deal with the problem of poaching of customers by partnering restaurants? How should www.justeat.in ensure that the partnering restaurants do not perceive it as their competitor in spite of the fact that registering with www.justeat.in helps increase their revenues by 10-15 perx cent? How should www.justeat.in convince popular restaurant chains to register with it keeping in mind the fact that they are already facing excess demand situations? Expected learning outcomes The case is designed to enable students to understand: the concepts associated with delivering services through electronic channels; communications and the services marketing triangle; key serxvice communication challenges; the integrated services marketing communication mix; strategies to match service promises with delivery; and the services branding model. Supplementary materials Teaching notes are available; please consult your librarian for access.

This paper presents a method of generating a business strategy using value chain analysis. There were 186 manufacturing and industrial enterprises from the Czech Republic. The analysis was carried out using mathematical–statistical methods (dimensional reduction, logit regression and its transformation in order to objectify the opinion level of the managers) and with a neural network in terms of validation of the results of the mathematical–statistical methods. The aim was to determine the significance of different parts of the value chain in terms of their impact on the profitability of an enterprise and to demonstrate its important role in the process of generating business strategy. The significance for the profitability of the enterprises was statistically proven in the area of scientific and technological development, input logistics and human resource management. These parts were identified by the authors as the golden triangle of manufacturing and industry. Purchasing and output logistics were identified as the parts with a negative impact to the profitability of the enterprises. Strong underestimation of scientific and technological development by the top managers of the manufacturing and industrial enterprises is seen as a very negative finding. Neural networks showed higher statistical sensitivity compared to the mathematical–statistical methods (dimensional reduction and logit regression). They defined the value sector chain with the following structure (ranked from the highest degree of positive impact on the profitability of the enterprise): human resource management, scientific and technological development, production, input logistics, purchasing, material management, output logistics, enterprise infrastructure, marketing and sales, service and other supporting services. In conclusion, it is stated that the sector value chain of manufacturing and industrial enterprises will be further decomposed into value chain models of specific industries of the production and industry, such as engineering and construction, intended for direct use in different business entities to generate their unique value chains and corporate strategies.

Internal fraud (occupational fraud) in the microcredit business has caused significant losses for the banking industry and financial institutions. The unique microcredit business process and the amount of loans provided were relatively small for each customer. The more extensive the credit portfolio in a bank /financial institution, it took many marketing personnel/microcredit analysts. Internal fraud was one type of operational risk that banks/financial institutions often face that focused on microcredit services. The most common types of fraud were Corruption and Asset Abuse (ACFE), such as Tempilan credit (loan partly used by the debtor), Topengan credit (misused loan), and Fictitious Credit. Machine learning that was run automatically was used to predict internal fraud in microcredit business processes. This study conducts the use of analysis with CFA (Confirmatory Factor Analysis) method to ascertain which component in the model of Social Identity and Triangle-Fraud most dominantly affects a person to commit fraud in the process of microloan services. This study also applies Extreme Gradient Boosting (XGBoost) model to predict the possibility of fraud events. The level of possible fraud events will be manifested in the form of "Risk-Scoring.". This research result is expected to provide input to the banking industry/financial institutions that serve microcredit to make efforts and make fraud prevention strategies more effective.

Background:SB5, a biosimilar to reference adalimumab (ADL), received EU marketing authorisation in August 2017, based on the totality of evidence from pre-clinical and clinical Phase I and III studies that demonstrated bioequivalence, similar efficacy, and comparable safety and immunogenicity to the reference. This real-world study provides data on outcomes of the transition from reference to biosimilar ADL outside the controlled, randomised, clinical trial setting.Objectives:To evaluate candidate predictors of persistence on SB5 in EU patients (pts) across multiple indications.Methods:This ongoing observational study enrolled 1000 pts with rheumatoid arthritis (RA), axial spondyloarthritis (axSpA), psoriatic arthritis (PsA), ulcerative colitis, or Crohn’s disease who initiated SB5 as part of routine clinical practice following a minimum of 16 weeks’ treatment with reference ADL, at clinics in Belgium, Germany, Ireland, Italy, Spain, and the UK. Data are captured from clinic records retrospectively for the 24 weeks prior to transition, and prospectively and/or retrospectively for 48 weeks following transition. Primary outcome measures include baseline clinical characteristics, disease activity scores and clinical management over time; data on COVID-19 infection has recently been captured. This interim analysis (IA) provides an overview of baseline characteristics, disease scores and dose regimen up to 48 weeks post-initiation of SB5, and COVID-19 infection reported to date, in subjects with RA, axSpA, or PsA enrolled at 35 specialist sites and followed up to the data extract date of 18th December 2020.Results:Of the 504 pts included in this IA, 201 have RA, 169 have PsA, and 134 axSpA. At time of data extract, 216 pts had completed 48 weeks on SB5, 73 pts had discontinued SB5, and 8 had discontinued the study.RA (N=201)axSpA (N=134)PsA (N=169)Mean (SD)Q1, Q3Mean (SD)Q1, Q3Mean (SD)Q1, Q3Age at SB5 initiation (years)60.2 (11.7)53, 6850.5 (13.6)38, 6153.0 (12.2)43, 62Duration of disease (years)13.5 (11.7)4.5, 2018.7 (13.2)9, 2512.7 (9.9)4, 20n%n%n%Women14471.64130.67745.6SB5 Dosing regimen:Baseline 40 mg Q2W14974.112089.615692.3Week 48 40mg Q2W6977.56785.99892.5Baseline Other*5225.91410.4137.7Week 48 Other*2022.41114.187.5Disease Score(paired patients)DAS28FFbHBASDAITender Joint CountSwollen Joint CountBaseline, n, mean (95% CI)692.5 (2.3–2.7)2273.9 (65.6–82.1)422.8 (2.3–3.4)491.8 (0.1–3.0)490.6 (0.2–0.9)Week 48, n, mean (95% CI)692.6 (2.3–2.8)2272.1 (64.0–80.2)423.0 (2.4–3.7)491.9 (0.5–3.3)490.6 (0.1–1.1)Patient diagnosed with COVID-19 at any time on-study, n (%)No14295.39688.114098.6Yes32.010.910.7Unknown42.71211.010.7Imraldi regimen stopped or changed due to COVID-19, regardless of diagnosis, n (%)No13098.510697.2134100Yes21.532.800SD standard deviation; Q1 1st quartile, Q3 3rd quartile; CI Confidence Interval*Other includes all other reported doses and/or dosing intervals: 40mg QW, 80mg Q2W, and unspecified frequencyDAS28 Disease Activity Score 28; FFbH Hanover Functional Ability Questionnaire; BASDAI Bath Ankylosing Spondylitis Disease Activity IndexConclusion:This IA provides a first insight into clinical management of pts over 48 weeks, in a contemporary cohort of EU pts with established RA, axSpA and PsA, switched from reference to biosimilar ADL SB5 in clinical practice. The majority of pts showed no meaningful difference in disease score or dose regimen of SB5 by Week 48 post-transition. As of data extract date, the proportion of pts with a known positive COVID-19 test was low (1.3%) and a small minority (1.3%) had SB5 treatment changed or interrupted as a result of the COVID-19 pandemic. With follow-up of pts ongoing to Q4 2021, the study will continue to provide pertinent information about clinical outcomes of transition from reference to biosimilar ADL in real-world practice and in indications not investigated in controlled studies.Acknowledgements:Statistical services gave been provided by FGK Clinical Research GmbH, Munich, Germany. Data management services were provided by Worldwide Clinical trial, Research Triangle Park, NC, USA; funding was provided by Biogen International GmbH.Disclosure of Interests:Ulf Müller-Ladner Consultant of: Biogen, Grant/research support from: Biogen, Karl Gaffney Consultant of: AbbVie, Celgene, Gilead, Lilly, MSD, Novartis, Pfizer, and UCB, Grant/research support from: AbbVie, Celgene, Gilead, Lilly, MSD, Novartis, Pfizer, and UCB, Deepak Jadon Consultant of: AbbVie, Celgene, Eli Lilly, Gilead, Janssen, MSD, Novartis, Oxford University Press, Pfizer, Roche, Sandoz, UCB, Grant/research support from: AbbVie, Celgene, Eli Lilly, Gilead, Janssen, MSD, Novartis, Oxford University Press, Pfizer, Roche, Sandoz, UCB, Ulrich Freudensprung Shareholder of: Biogen, Employee of: Biogen, Janet Addison Shareholder of: Biogen, Employee of: Biogen

Marketing communication is more complex today due to the difference between a firm’s promise about a service and what it actually delivers. Expectations of the customers are shaped on the basis of what types of promises are offered by the organization and how efficiently it is delivered to them. Here, the study attempts to empirically examine the impact of service communication triangle on the service experience in the healthcare sector. The Data was collected from sixty inpatients from several healthcare institutions located in Pondicherry (UT), at least with two days of service experience through the Email survey. Multiple regression is employed to explain the relationship between a criterion variable (Patients service experience) and three predictor variables, Patients employee relation (PE), Patients firm relation (PF), and Employee firm relation (EF). The study observed that three communication dyads contribute significantly to the service experience and it is relevant and timely to the healthcare service providers of the country in respect of first empirical study on service communication triangle in India and in this Healthcare sector.

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics
After four years in the market, GuestCentric (GC) Systems, a hospitality software Portuguese company, has not yet been able to reach break even. So the question that arises is why? To answer that question ones needs to analyze the market the company operates, the main competitors and the company itself. That is what I have done in this work project, and after that I developed a marketing plan to help the company to improve its results, thus helping the business to growth. I started by analyzing the external environment of the company, then I studied GC’s internal situation, especially their competitive advantages. After identifying some of the main problems GC is facing, I decided to conduct a marketing plan to solve some of the problems and to give suggestions of improvement. An analysis of the strategic triangle and marketing mix was developed and some conclusions were reached. Finally I conclude the paper by providing some recommendations.

Sustainability is a topic paying a visit to most industries today and the fashion business is no exception.The development of eco-efficient stores is one of the efforts carried out by Inditex Group with the aim to adopt sustainability into its practices. Such stores distinguish themselves for saving electricity, water and by greatly reducing the amount of CO2 that is yearly produced. The concept was initiated with the Zara brand but it will be introduced to the other six brands that integrate Inditex as well. However, despite the reduction in the carbon footprint it cannot be denied that the fast fashion business model creates a paradox in terms of sustainability.The following is a case study on the Zara Rome eco-efficient store. Being a store benchmark in Europe, it explores how the sustainability concept is communicated through this model and if the identified paradox is addressed. To do so, the study analyzes the external, internal and interactive marketing of the eco-shop based on the service marketing triangle theory and the Mehrabian-Russell stimulus-response model used in visual merchandising. Participant observation on site and a content analysis of relevant documents were carried out as research methods in order to find the messages emitted on each side of the triangle.The analysis shows that the paradox in the Zara eco-shops is not being handled at the customer level, though it is being handled at internal and external levels. As a conclusion, the eco-shops effort is part of a sustainability strategy with long term perspective and it will be addressed at customer level when the company as a whole counts with a more sustainable brand identity. Additionally suggestions are offered to potentialize the communication of sustainability in an eco-shop.
Program: Master in Fashion Management with specialisation in Fashion Marketing and Retailing

Increasing unemployment and low economic growth are of growing concern in the world economy and a recognised intervention to combat these challenges is entrepreneurship. Tourism has been acknowledged as an underexploited sector with considerable potential for addressing these challenges. In order to advance entrepreneurial activity, it is essential for students to possess the necessary entrepreneurial skills. However, the absence of consensus on the content of training courses and curricula is currently a concern in the field of entrepreneurship. South African higher education institutions need to redefine their roles and academics should take heed, and ensure that the curricula that they provide correspond with the requirements of practitioners. Through analysing the development skills of successful entrepreneurs, the focus of training courses and curricula can be established. This study constitutes exploratory research into an important issue facing many higher education institutions today and is supported by a detailed literature review and an empirical study. Higher education institutions have to remain competitive due to the turbulent and changeable environment within which they operate. The literature review, in accordance with the scope and limitations of the study, concentrated on the principles of tourism management, together with the entrepreneurial and marketing development skills essential to tourism entrepreneurs. For the empirical part of the study, a self-administered questionnaire was sent to a sample of tourism enterprise owners, tourism management academics and tourism management students. The objective was to develop a set of guidelines for the content of the entrepreneurship and marketing subjects for tourism management students. The research findings provide a balanced view in that they incorporate the perceptions of tourism enterprise owners, tourism management academics and tourism management students. The skills analysed within this study, together with the suggested implementation method, can be used to guide the structured integration of the development of these skills into tourism management programmes. The intention of the study was to cover a wide range of entrepreneurial and marketing development skills essential for the tourism entrepreneur, so that a clear set of skills could be formulated for the recommended inclusion into the content of tourism entrepreneurship and marketing curricula.
Thesis (Ph.D. (Business Management))--North-West University, Vaal Triangle Campus, 2009.

Purpose: The purpose of this thesis is to increase the understanding of the link between internal marketing and customer relationship management by conducting a case study of one Nordea call center.

Background: Keeping existing customers is less expensive than acquiring new ones. Nowadays, up to sixty percent of marketing budgets are being dedicated towards retaining customers. So forth customer relationship manage-ment is slowly beginning to penetrate the banking industry as sustaina-ble relationships between organizations and their customers are becom-ing more evident.

Theory: The case study is based on an internal marketing model by Bansal et al. (2001) which shows how managers can influence the job satisfaction of their employees through six dimensions. Based on the previously men-tioned model, customer relationship management theory and the service marketing triangle by Kotler et al. (2002), the researchers present their our own model, at the end of the theoretical section, which seeks to en-hance the understanding of the link between internal marketing and cus-tomer relationship management.

Method: Since there was lacking theoretical evidence in how to link internal marketing to customer relationship management, the study was of exploratory nature. Qualitative data was collected by conducting two fo-cus groups (independently of each other) at one Nordea call center. The first focus group was composed of five managers and the second focus group of three frontline employees.

Conclusion: Nordea has been used as an example to illustrate that customer relation-ship management, such as using sales opportunities to strengthen rela-tionships with customers, is dependent on managers‟ ability to “sell” the organization‟s customer relationship management ideas to its front-line employees. Moreover managers have the ability through the six dimensions of internal marketing to affect job satisfaction which in turn will determine how frontline employees make use of the sales opportu-nities provided by Nordea‟s content management system (CMS).

碩士
國立東華大學
觀光暨休閒遊憩學系
103
Today for the prosperity of Hakka tourism industry, Hakka townships one by one promote tourism to attract tourists. And service becomes an important factor in tourism industry to maintain sustainability. This study aims to exam the relationship among internal marketing, interactive marketing, external marketing and behavioral intention after visiting in Fenglin Hakka tourism industry with service marketing triangle. Totally, 15 valid questionnaires from employees in four designated Fenglin attractions and 304 valid questionnaires from tourists visiting the four designated attractions were collected. This study adopts descriptive statistics, independent samples t-test, simple linear regression analysis, hierarchical regression analysis and Structural Equation Modeling (SEM) techniques. The results show that: 1) Internal marketing doesn’t influence interactive marketing significantly; 2) Interactive marketing influences behavioral intention positively and significantly; 3) Internal marketing doesn’t moderate the relationship between interactive marketing and behavioral intention; 4) the product and price dimensions of external marketing moderate the relationship between interactive marketing and behavioral intention significantly. This paper indicates that Fenglin tourism industry needs to regard service marketing as a whole, and meanwhile continues to maintain the advantage of interactive marketing to strengthen the moderating effect of internal marketing and the sub external dimensions: place and price on the relationship between interactive marketing and behavioral intention. The results not only help the industries and the governments identify the current situations and gaps between supply and demand sides, but also understand visitors’ preferences and experience quality.

碩士
國立東華大學
管理學院高階經營管理碩士在職專班
101
As consumer awareness rises, consumers have been much more demanding in terms of service quality. For theme parks that interact frequently with tourists, a satisfactory service quality is the top priority. The present study, taking the hierarchical relationships of the service marketing (i.e., internal marketing, interactive marketing, and external marketing) as the theoretical framework, chose the Farglory Ocean Park in Hualien as the studied site. First, the SERVQUAL of the service quality model proposed by Parasuraman, Zeithmal and Berr (1985) was employed as the basis of scale development to fit the attribute of interactive marketing service of theme parks. Tourists to the ocean park were interviewed to explore the effect of interactive marketing on post-tour behavioral intention. Second, the study investigated the relationship between external marketing and post-tour behavioral intention based on the so-called Marketing 4P (i.e., product, price, promotion, and place). Last, employees in twenty one departments of the Farglory Ocean Park were interviewed to analyze the relationship between internal marketing and post-tour behavioral intention. This study used Hierarchical Linear Modeling (HLM) to analyze the relationship of service marketing triangle between individuals and organizational cross-level to identify relevant service gap. The Contingent Behavior Approach, an econometric analysis, was utilized to investigate the recreation demand and economic benefit of the tourists visiting the Farglory Ocean Park. The results based on the importance-performance analysis have revealed that 12 items fell in the A quadrant (keep up the good work), 1 item fell in the B quadrant (possible overkill), 6 items fell in the C quadrant (low priority), and 2 items fell in the D quadrant (concentrate here). The results from the HLM indicated that: (1) interactive marketing, internal marketing, and external marketing all had significantly positive effects on post-tour behavioral intention, (2) internal marketing significantly and positively affected interactive marketing, and (3) internal marketing moderated the relationship between interactive marketing and post-tour behavioral intention. The analysis of economic benefits of service quality improvement suggested that within the four programs of recreation quality improvement, “improving facilities and planning” contributed the most to recreation benefit, followed by “improving food/beverage and products”, “enhancing the performance contents”, and “adjusting prices or offering a discount”. The results showed that tourists are willing to increase 2.07 visits, and the recreation benefit rises at least 70% under the quality improvement. The study has not only filled in the research gap in service marketing but also verified the economic benefit of service quality improvement. It is hoped that the results could serve to promote the improvement of service quality provided in Farglory Ocean Park, and lead to a suggestive influences and practical implications for the current operation and management.

This chapter deals with the concept and theories of entrepreneurship that can be defined as the type of business strategy focused on the creation of new business ideas, jobs, social wealth, and profit by optimizing the use of productive and commercial resources. Neoclassical and new Keynesian theories are briefly analyzed in the chapter, as well as psychological-based and modern theories, including the jack-of-all trades theory, o-ring theory, resources- and capabilities-based theory, and theory of the optimal triangle. The chapter finishes with the necessity of also including both social and solidarity-based entrepreneurship strategies, alongside the traditional classification made on this concept.