Notes 213
(such as facilitating services and value-augmenting services) and postsale services (cus-
tomer service departments, repair and maintenance services).
NOTES
- Ronald Henkoff, “Service Is Everybody’s Business,”Fortune,June 27, 1994, pp. 48–60.
- See G. Lynn Shostack, “Breaking Free from Product Marketing,”Journal of Marketing,
April 1977, pp. 73–80; Leonard L. Berry, “Services Marketing Is Different,”Business,
May-June 1980, pp. 24–30; Eric Langeard, John E. G. Bateson, Christopher H. Lovelock,
and Pierre Eiglier, Services Marketing: New Insights from Consumers and Managers
(Cambridge, MA: Marketing Science Institute, 1981); Karl Albrecht and Ron Zemke,
Service America! Doing Business in the New Economy(Homewood, IL: Dow Jones-Irwin,
1986); Karl Albrecht, At America’s Service(Homewood, IL: Dow Jones-Irwin, 1988);
Benjamin Scheider and David E. Bowen, Winning the Service Game(Boston: Harvard
Business School Press, 1995); and Leonard L. Berry, Discovering the Soul of Service(New
York: Free Press, 1999). - Sam Zuckerman, “E-Trade Loses $5.2 Million Despite Late Business Surge,”San Francisco
Chronicle,January 20, 2000, http://www.sfgate.com. - John R. Johnson, “Service at a Price,”Industrial Distribution,May 1998, pp. 91–94.
- Reed Abelson, “Hints of Change at GE Capital as Financial Companies Lose Favor,”New
York Times,October 2, 1998, p. D1; Laura Covill, “Siemens the Financial Engineer,”
Euromoney,August 1998, pp. 65–66. - See Theodore Levitt, “Marketing Intangible Products and Product Intangibles,”Harvard
Business Review,May-June 1981, pp. 94–102; and Berry, “Services Marketing Is Different.” - Geoffrey Brewer, “Selling an Intangible,”Sales & Marketing Management,January 1998,
pp. 52–58. - Ibid.
- See W. Earl Sasser, “Match Supply and Demand in Service Industries,”Harvard Business
Review,November-December 1976, pp. 133–40. - See B. H. Booms and M. J. Bitner, “Marketing Strategies and Organizational Structures for
Service Firms,” in Marketing of Services,eds. J. Donnelly and W. R. George (Chicago:
American Marketing Association, 1981), pp. 47–51. - Keaveney has identified more than 800 critical behaviors of service firms that cause
customers to switch services. These behaviors fit into eight categories ranging from price,
inconvenience, and core service failure to service encounter failure, failed employee
response to service failures, and ethical problems. See Susan M. Keaveney, “Customer
Switching Behavior in Service Industries: An Exploratory Study,”Journal of Marketing,April
1995, pp. 71–82. See also Michael D. Hartline and O. C. Ferrell, “The Management of
Customer-Contact Service Employees: An Empirical Investigation,”Journal of Marketing,
October 1996, pp. 52–70; Lois A. Mohr, Mary Jo Bitner, and Bernard H. Booms, “Critical
Service Encounters: The Employee’s Viewpoint,”Journal of Marketing,October 1994,
pp. 95–106; Linda L. Price, Eric J. Arnould, and Patrick Tierney, “Going to Extremes:
Managing Service Encounters and Assessing Provider Performance,”Journal of Marketing,
April 1995, pp. 83–97. - Christian Gronroos, “A Service Quality Model and Its Marketing Implications,”European
Journal of Marketing18, no. 4 (1984): 36–44. Gronroos’s model is one of the most
thoughtful contributions to service-marketing strategy. - Leonard Berry, “Big Ideas in Services Marketing,”Journal of Consumer Marketing,Spring
1986, pp. 47–51. See also Walter E. Greene, Gary D. Walls, and Larry J. Schrest, “Internal
Marketing: The Key to External Marketing Success,”Journal of Services Marketing8, no. 4