Service marketing content of UPS express company

The traditional marketing mix theory is based on manufacturing industry. Because intangible service products have different characteristics from tangible products, the traditional 4p has its limitations in service marketing, so marketing scholars add three P's to the traditional 4p (product, price, distribution and promotion): people, material evidence and process. In this way, the original 4P and the newly added 3P constitute the 7Ps combination of service marketing.

1. service product strategy

Although many people defend the strategy of standardized service products, so far, the most successful service enterprises are those that adjust their supply according to the needs of the target market. This is the case in the financial services industry. For example, bank branches in Spain are usually larger and fewer than those in other European countries. Spaniards like to use and hold cash. They hate checks and credit cards because both financial instruments will leave audited transaction records to the tax authorities. Therefore, in Spain, the most critical attribute of banking services is the convenience of banking services. Another example is that Mexicans rarely buy things with credit cards, and customers need to withdraw cash easily. Compared with Wal-Mart, K-Mart can achieve greater success in Mexico. It is said that one of the reasons is that K-Mart has set up a bank in its store to facilitate customers to withdraw cash. Mortgage conditions are another interesting example of cultural differences in financial services. In the United States, the typical bank mortgage loan is 30 years. In China, it is a matter of recent years that banks provide mortgages for residents to buy houses. The most common thing is to provide mortgages for 5 to 20 years. In Mexico, people usually buy houses in cash, because there people can't get bank loans to buy houses. In Japan, 100 bank mortgage is very common.

Tourism services usually need differentiation. With the increase of the number of Japanese tourists abroad and the increase of tourism expenditure, the tourism industry in many countries has responded positively to the preference of Japanese tourists. For example, Japanese people are used to short holidays of 7 to 10 days, and generally do not arrange many activities during the holidays. Geneva, Rome, Paris and London have become ideal holiday destinations. In order to attract Japanese tourists, "Four Seasons Hotel" specially provides pillows, slippers and tea that Japanese people are used to.

2. Distribution and promotion strategies

In view of the special needs and preferences of the target market for services, service enterprises often need to adopt different distribution and promotion strategies. According to research, there are great differences between Germans and Japanese in their evaluation of airline services. German passengers are most interested in whether the plane can arrive at the scheduled place on time; Japanese passengers believe that comfort in flight is the most important. Therefore, airline services and advertisements need to reflect this difference.

A difficult problem in developing the catalog sales market in the emerging Brazilian market is that Brazilians have very high requirements for on-time delivery. Even if it is a day late, customers who accept catalog sales will be unhappy. They want to receive the goods before or at the same time as the amount in the credit card account is reduced. This special demand of Brazilians requires retail companies to add extra personnel to deal with frequent post-purchase calls.

3. Communication strategy

The invisibility of services also brings great difficulties to communication. Researchers have found four levels of potential problems in communication, namely, language differences, nonverbal behaviors, values and thinking processes. Among these four differences, the problems caused by language differences are the most obvious and therefore the easiest to overcome. If the clerk in the retail store only speaks Chinese and the customer speaks English, then the problem is obviously very obvious. However, if there is a difference between two people's "view of time", then when one party is late, the other party's psychological reaction will not be obvious.

However, in international service marketing, language skills are sometimes the key. Many American multinational companies, such as McKinsey & Company, specialize in recruiting foreigners with American MBA degrees to open up markets for McKinsey in their own countries. These companies do this not only because sending Americans to these countries requires paying them higher remuneration, but more importantly, in order to provide more effective services to foreign customers. Moreover, the significance of doing so lies not only in overcoming language barriers, but also in the fact that these recruited foreigners have received training from two cultures, and they can build a bridge between the two cultures.

Non-verbal behavior will affect the quality of service. Each of us can feel the existence of various nonverbal clues, which mainly provide signals of our feelings. In the service transaction, the customer's feeling is the key information. Under cross-cultural conditions, these nonverbal clues are usually difficult to understand and easily misunderstood. Laughter, frown, silence time, interruption, intonation, handing out business cards with both hands and so on, all these nonverbal behaviors can predict the relationship between service providers and customers. However, the meanings of these clues vary greatly in different cultures. In consulting services, when Japanese clients become silent, it does not mean that consultants should speak. The Japanese may just need some "thinking space", not more information. Brazilians interrupt flight attendants' conversation during air travel as a sign of their enthusiasm, rather than being nosy or pushy.

Training service personnel to understand customers' nonverbal behavior is the key to ensure service efficiency and customer satisfaction. Obviously, service personnel cannot be trained as a "dictionary" of customers' nonverbal behavior. The key is to find out those recurring problems and make appropriate management strategies and training plans.

4. Price strategy

Compared with tangible products, service characteristics may have a more important impact on service pricing. For example, due to the non-storability of service, when the demand of service products fluctuates greatly, service enterprises often need to make full use of the surplus production capacity by using preferential prices or lowering prices, so marginal pricing strategy has been widely used in service enterprises. For example, airlines often adopt this pricing strategy. As far as the basic pricing strategy is concerned, the pricing of service products can also adopt demand-oriented pricing, competition-oriented pricing and cost-oriented pricing.

Service enterprises may need to consider whether they should adopt different price strategies in different geographical market segments besides adopting different prices in different periods of demand fluctuation. Generally speaking, it is unrealistic to implement a unified service price strategy in the global market. In the management consulting service industry, even if the same service items and contents create the same service value for customers and pay the same fees, the fees may need to be greatly adjusted in different countries. Millions of dollars in the United States may cost only tens of thousands of dollars in China. A big reason is that the consulting service industry in China is immature, and the consulting service industry itself is still very naive. For example, in the fast food industry, McDonald's implements different prices in the global market, because the purchasing power and consumption habits of consumers around the world are very different.

5. Personnel management strategy

In the concept of service profit chain, customer satisfaction and customer loyalty depend on the value created by service enterprises for customers, and whether the value created by service enterprises for customers can satisfy customers depends on the satisfaction and loyalty of employees. Only satisfied and loyal employees can improve service efficiency and quality. In addition, due to the inseparability of service, the process of service production and consumption is often closely intertwined, and the interaction between service personnel and customers in the process of service production and delivery directly affects customers' perception of the quality of service process. Therefore, the personnel management of service enterprises should be the basic tool of service marketing. The key to personnel management in service enterprises is to continuously improve internal services and improve the quality of internal services in the company. The company's internal service is the company's service to its internal employees, and its service quality includes two aspects: first, the external service quality, that is, the tangible service quality, such as financial income; The second is the internal service quality, that is, the intangible service quality. The employee's satisfaction with the company mainly comes from the employee's satisfaction with the internal service quality of the company, which includes not only the employee's attitude towards the work itself, but also the employee's feelings about the relationship with colleagues.

6. Physical display strategy

Because the service is subtle, it can't be shown. It must rely on a series of tangible evidence to convey relevant information to customers, and customers can evaluate and judge the effectiveness and quality of services accordingly. Generally speaking, the tangible display that service enterprises can use can be divided into three types:

(1) Environmental factors. Air quality, noise, atmosphere and cleanliness are all environmental factors. These factors usually do not attract customers' immediate attention, nor do they feel particularly excited and surprised. However, if service enterprises ignore these factors and make the environment fail to meet customers' expectations and requirements, it will cause customers' disappointment and reduce customers' perception and evaluation of service quality.

(2) Design elements. These factors are the most easily perceived stimulating factors for customers, including aesthetic factors (architectural style, color, etc. ) and functional factors (furnishings, comfort, logo, etc.). They are used to improve the packaging of service products, make the function and utility of services more obvious and prominent, and establish a tangible and pleasant image of service products.

(3) Social factors. Social elements refer to all personnel involved in the service process, including service personnel and customers. Their attitude and behavior will affect customers' expectation and evaluation of service quality. Service enterprises will help realize the materialization and concretization of their service products through the combined application of environment, design and social elements, so as to help customers perceive the benefits of service products and improve their satisfaction with services. All these factors, in international service marketing, may need to be properly adjusted according to the special culture of the target group, such as differences in aesthetics, customs and preferences.

1 By studying the analysis reports and expert works of international and domestic logistics express delivery industry in recent years, combined with enterprise management practice, we found the key success factors and profit model of logistics express delivery industry, that is, concentrating superior resources on service and management, strengthening the investment in information systems and e-commerce, subdividing the marginal profits of each product, and selectively realizing product diversification.

The world's top 10 logistics enterprises can provide a variety of services in express logistics and combine or merge in some logistics-related industries or new fields to consolidate or occupy new markets, thereby increasing profits and winning customers. UPS is the world's largest parcel delivery company and the world's major professional transportation and logistics service provider. FedEx, formerly known as FDX, is a global service provider for transportation, logistics, e-commerce and supply chain management. Its subsidiaries include FedEx (operating express delivery services), FedEx Ground (operating packaging and ground delivery services), FedEx Custom Key (operating high-speed transportation delivery services), FedEx Global (operating integrated logistics, technology and transportation services) and Viking Freight (a small transportation company in the western United States). DHL's business involves many fields related to logistics, such as e-commerce, finance, agency, transportation, warehousing and so on. DHL has set up three world-class logistics centers in China, which are responsible for providing goods storage, fast customs declaration, guarantee and other services for major global customers who have signed contracts with DHL. The logistics center not only provides front-end and back-end support for the express delivery business, but also promotes the overall strength of the company to a new level.

China's international freight forwarding industry started late and has a short history, but it has developed very rapidly. By the end of February 2002, there were 3,775 international freight forwarding enterprises (including branches) in China, with nearly 300,000 employees. Among them, state-owned international freight forwarding enterprises account for nearly 70%, and foreign-invested international freight forwarding enterprises account for nearly 30%. However, due to the short development history of China's international freight forwarding industry, most international freight forwarding enterprises have been established for less than ten years, and their service functions are few, so they cannot provide all the services allowed by relevant laws and regulations. From the perspective of asset scale and business scale, the number of large and group international freight forwarding enterprises is small, and small and medium-sized international freight forwarding enterprises account for more than 70%. Most international freight forwarding companies lack professionals who are proficient in related businesses.

Broad profit prospects

At present, two-thirds of the world's top 50 multinational purchasing groups have entered China, and the purchase amount in China has reached more than 20 billion US dollars. According to experts' prediction, by 20 10, the scale of China's logistics market will reach1197.2 billion yuan, with an annual growth rate of 20%; At present, the express delivery market is 20 billion yuan, with an annual growth rate of over 30%; According to China's commitment to join the WTO, by the end of 2005, China's logistics industry will be fully open to foreign investment. Such broad market prospects and attractive macro policies have created good opportunities for the development of China logistics express market.

Fierce competition in the industry

Four international express giants, DHL DHL International, FedEx FedEx, UPS United Parcel and TNT, entered the China market one after another, quickly accumulating strength and developing their own distribution and transportation networks. DHL not only secured the title of the number one international express delivery market in China, but also invaded the domestic express delivery market in China, added service outlets and took the lead in attacking EMS in China. FedEx and UPS immediately issued additional flights to China Airlines after the signing of the China-US Aviation Agreement; TNT has taken a different approach and carried out chain operation, mainly capturing the express delivery market of auto parts.

The Swiss Davos Forum proposed that enterprises with international competitiveness in the 2 1 century should have three standards: externalization of internal organization, global famous brands and collaborative e-commerce. International express delivery giants have strengthened the construction of these three aspects, tapped the key success factors in the industry, and put them in a favorable competitive position. DHL is an internationally competitive express delivery giant. Its business operation and product innovation lead the development of express delivery market, showing the profit trend and key success factors of express delivery companies.

1: Strengthen network construction and expand brand awareness.

The competition in the express delivery industry finally falls in three aspects: outlets, services and brands. China express industry is led by China Post, ZJS and Tiandi Express. It is still limited to a single point-to-point and door-to-door express delivery mode, especially many private individual express delivery companies, whose service scope is narrower and they still play a "walk-on" role to a large extent. Although this phenomenon is related to the small scale of express delivery enterprises in China, the crux of the problem mainly lies in the gap in understanding. The outlets opened by international express companies in China are not only distributed in areas with large business volume or strong profitability, but also in recent years, branches and agents such as DHL, TNT, UPS and FedEx have begun to extend from coastal areas to inland areas and from first-class cities to second-class cities, which is very important for their brand and service marketing. As the first international express delivery giant to enter China, DHL and China partner Sinotrans * * jointly established Sinotrans -DHL International Air Express Co., Ltd., and opened 56 branches in major cities across the country, covering 3 18 cities, becoming the largest international express delivery company in China. Such a broad service network has become an insurmountable barrier for other competitors. At the same time, DHL also set up a Hong Kong transshipment center this year to further improve the quality and speed of express service in China. Since the beginning of 2004, DHL's investment in the Asia-Pacific region accounts for nearly one-third of its global investment, and its investment in China exceeds that of any country or region in the Asia-Pacific region. International express giants not only attach importance to the construction of China express network, but also are good at bringing China express network into their global network management scope through global communication technology. For international express delivery giants, China's domestic network construction is the key for them to win the China market.

2. Apply advanced information technology to improve the operational capacity of enterprises.

Applying advanced information technology and systems to express delivery business operation and service is another factor for the success of international express delivery companies. The United Express Center built in DHL Shanghai adopts the most advanced operating system in the world, and all goods can be automatically sorted, loaded and boarded on site, greatly reducing the waiting time of cargo planes and shortening the freight cycle by nearly one time. DHL also connects with customs through EDI technology system, so that imported parcels and documents can be cleared before the flight lands, and exported goods can be cleared within 2 hours before the plane takes off, which greatly shortens the time for customs clearance and transshipment. In addition, in the field of express mail service, DHL launched the global express tracking system for the first time to provide customers with inquiry services. Through this system, no matter where the express mail goes, all major stages of the express mail can be tracked in time; Customers can completely control international shipments through 24-hour tracking and inquiry. The four express delivery giants have also used DIAD, which is an advanced high-tech express delivery tool. As long as the receiving driver scans the barcode on the parcel, the delivery record is completed, thus replacing the traditional paper delivery record and realizing the digitalization of the consignee's signature.

3. Provide supply chain solutions according to the business characteristics of multinational companies.

With the intensification of economic globalization, the business environment of enterprises is undergoing unprecedented changes. Supply chain management (SCM) makes every link of buying and selling transactions just right in timeliness, that is, realizing the so-called "just-in-time system", which is the essence of SCM.

China is becoming a global processing factory, and many high-growth industries have their manufacturing headquarters in China. They are the most potential customers in the market, accounting for 80% of the international express delivery market. They won the market by targeting these important customers. Taking DHL as an example, it has designed effective supply chain solutions for these large customers, such as accurate transportation time, high value and high safety requirements of delivered goods, and successfully managed the implementation and operation of the supply chain. For example, in March, 2004, DHL launched a "scheduled task" in Shanghai, and delivered the express mail to major Asian cities before 9: 00 or noon 12 the next day according to customer demand. In April, DHL launched the "Express Value Insurance" service in response to the accidental loss or loss of express mail in transit, becoming the only express delivery company providing such value-added services; In May, after summing up many years' experience in the operation of international express mail, the senior management of Deutsche Post, the parent company, visited China, which opened the prelude to entering the restricted business area in China. This move is intended to provide multinational customers with a "one-stop express service solution" in China express market, that is, to meet the global express service needs of multinational customers in China through an account, a bill and a customer service hotline.

Integrating business processes, optimizing resource allocation and providing high-quality personalized service are becoming the main trends of the express delivery industry to win customers and earn excess profits.

4. Adopt the management mode of the branch company.

With more than 30 years' management experience in multinational companies, international express delivery giants have formed a mature enterprise management system and a perfect system, which has created favorable conditions for doing business in China. DHL adopts the corporate governance structure of branch companies. These branches are not agents or franchisees, but business entities directly managed by the company, with all business departments such as marketing, sales, customer service, operation and finance. They make full use of international management methods, implement strict global uniform service standards, and regularly accept strict audit and assessment from global headquarters to improve the quality of express delivery service in China. This ensures a unified service standard, and also makes the company closer to customers and markets, so as to accurately grasp the market situation and respond in time. By the end of 2004, DHL has reached 56 branches, and the return on assets has remained above 20% for three consecutive years, which can be described as value for money.

5. Pay attention to the improvement of personnel quality.

The competition in 2 1 century is finally reflected in the competition for talents, which can be reflected in any industry. For a long time, EMS in China has been in a monopoly position in the express delivery market, thus forming the idea of "taking me as the main" in EMS. Instead of expanding the scope of logistics services from the customer's needs, we rely on the traditional postal service to rest on its laurels and stagnate. The gap in business philosophy is not only reflected in the understanding of the business scope of express delivery business, but also in the emphasis on the quality of express delivery personnel. International courier companies have long recognized that as a terminal logistics service, couriers should directly deal with customers face to face, and the comprehensive quality of couriers is undoubtedly crucial for enterprises to explore new customers and consolidate old customers. They have always attached great importance to improving the quality of express delivery personnel. Every year, the investment in employee training increases exponentially. The training of employees, from morality and appearance to the tone of speaking to customers, and even the speed of walking, has formed a complete set of norms. However, domestic express delivery enterprises pay insufficient attention to improving the quality of employees and invest less. As a result, the quality of express delivery personnel is generally low and uneven, which seriously affects the corporate image and weakens the loyalty of customers to the enterprise.

Constantly subdividing the market, concentrating internal resources on the core competitiveness, that is, knowledge, information and service capabilities, and providing customers with a set of comprehensive logistics and express delivery solutions through a single channel, from document express delivery to managing complex supply chains for customers, which is the value of express delivery companies. After the express delivery market reaches full competition, it will become the trend of sustained growth and profit in the future. Post it on the news web page, and know the MP3 picture video encyclopedia.

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What is service marketing?

Reward score: 0- Solution time: September 29th, 2007 1 1: 09.

Questioner: Shihaity-the best answer during the probation period

The new concept of service marketing

First, what is the concept of service marketing?

When it comes to the concept of service marketing, we can't help but mention service marketing. As early as the 1970s, in the decades after the end of World War II, the global economy developed rapidly, people's living standards continued to improve, and the service industry also developed rapidly. Marketing theorists began to pay more and more attention to the characteristics of service marketing. 198 1 year, Booms and Bitner suggested adding three "service P's" on the basis of traditional marketing theory, namely people, process and material evidence. The core of 7Ps is:

1 reveals the importance of employees' participation in the whole marketing activities. Enterprise employees are the main body of the enterprise organization, and everything that each employee does will become a part of customers' feelings about enterprise service and have a certain impact on the image of the enterprise. Every employee should actively participate in the business management decision-making of the enterprise, and truly play the role of employees as masters.

2. Enterprises should pay attention to the whole process of providing services to users, understand customers' feelings in this process through interactive communication, and make customers become participants in the service marketing process, so as to improve services in time and meet customers' expectations. Enterprise marketing should also pay attention to the management of division of labor and cooperation among internal departments, because marketing is an activity in which all departments cooperate and all employees participate, and effective division of labor and cooperation between departments is the fundamental guarantee to realize marketing activities.

So is 7Ps only suitable for the service industry? As Wang, Ph.D. in Enterprise Management, Zhongnan University of Economics and Law, said, "Although the service marketing 7Ps is put forward for the particularity of the service industry, its theoretical value and practical guiding significance are not limited to the scope of service marketing, but are instructive to the development of the whole marketing theory and even the enterprise theory." The last three P's of 7p are the embodiment of the emerging service marketing concept.

Let's look at the essential difference between service industry and product manufacturing industry. On the surface, the service industry (such as hotels, tourism, transportation, education, telecommunications, etc. ) to provide customers with services rather than fashionable products. Therefore, batson, shostak and Berry are the representatives. They summarized and summarized the characteristics of the service industry, such as intangibility, inseparability, difference and non-storability. But on closer inspection, hotel facilities, transportation and telecommunication network equipment all seem to have some product features. Therefore, according to the different proportions of tangible goods and intangible services contained in products, shostak put forward the theory of "continuous pedigree from perceivable to imperceptible", pointing out that pure tangible goods or intangible services are rare in real economic life. This links the service industry with the product manufacturing industry. On the other hand, if the products produced or provided by enterprises are regarded as the media for enterprises to provide certain services to users, it seems that ordinary industries can also be regarded as service industries. In other words, there is no essential difference between service industry and general industry. The only difference is that the medium used by the service industry to provide services to users is intangible or tangible but used by others. Therefore, any profit-making enterprise can be classified as a service-oriented enterprise, and any product (whether tangible or intangible) can be regarded as a medium for enterprises to provide services to users. This is the basic principle of service marketing concept.

As a concept that is generally applicable to all industries, service marketing has not been published in the marketing theory circle, but many scholars and entrepreneurs have realized that service is very important for the long-term development of enterprises and the formation of competitive advantages, and have also put forward many new service concepts. The concept of service marketing is also included in the core of theories such as relationship marketing, integrated marketing, and customer relationship management (CRM). It is not uncommon for a company to succeed in service-oriented marketing practice. In the Dialogue program of CCTV from June 5438 to February 2003, Zhang Ruimin, the head of Haier, once again emphasized that "I believe that users are always right" ("users are always right" is an idea, not a logical judgment, so don't ask: How can users always be right? ), "Helping users succeed is the success of the enterprise", "Haier sells not products, but comprehensive solutions to provide users with some services", which is the simplest concept of service marketing. That's what he said and did. From 65438 to 2009, under the influence of his concept of sincere service to users, Haier changed from a small state-owned enterprise on the verge of bankruptcy to an internationally renowned multinational company today. In the United States, in order to produce a small refrigerator for the student market, Haier visited the campus many times to consult students and understand their needs, and launched a desktop refrigerator and a computer desk refrigerator, which were well received by students and occupied half of the small refrigerator market in the United States. Hilton Hotel is a world-famous multinational company, and Hilton himself is also known as the "king of hotels" in the United States. When someone asked about Hilton's management know-how, Hilton replied: "When you leave my Hilton Hotel, please leave your suggestions for improvement. When you come to my hotel again, you won't have the same opinion-this is my management know-how". There are many factors for success, but a good sense of service is an indispensable condition for the success of an enterprise.

Second, the difference between service marketing concept and marketing concept

The concept of service marketing is qualitatively different from marketing. The marketing concept is market-oriented, and the marketing activities of enterprises are carried out around the market demand. Although we also attach importance to the after-sales service of products, we think that after-sales service is to solve the after-sales maintenance of products, and the after-sales service department is the cost center rather than the profit center, and doing a good job of after-sales service is to sell more products.

The concept of service marketing is service-oriented, and the marketing of enterprises is service, which is the business of enterprises from product design, production, advertising, sales and installation, after-sales service and other departments, even the business of every employee. After-sales service is not a cost-consuming department, and the products of enterprises have been given new added value after passing through various departments. Under the concept of service marketing, enterprises not only pay attention to whether the products are sold successfully, but also pay more attention to the whole process of users enjoying the services provided by enterprises through tangible or intangible products. Therefore, enterprises will pay more attention to after-sales maintenance, collect users' opinions and suggestions on products and feed them back to product design and development departments in time, so as to continuously introduce new products that can meet or even exceed users' expectations. At the same time, if possible, improve or upgrade the products already sold.

From the concept of service marketing, users buy your products, and your marketing work is only the beginning, not the end. For users, the value of the product is reflected in whether it can meet the needs of users during the service period. For example, a mobile communication user chooses your network and buys your mobile phone and SIM card. Obviously, the transaction between the buyer and the seller is not over. The real transaction will be that users will use your network communication service for a long time and pay the communication fee on time in the future. Mobile phones and SIM cards are just the media for you to provide telecommunications services to users. Similarly, enterprises that produce air-conditioning products can also be regarded as the beginning of marketing when users buy your air-conditioner, because users buy the indoor temperature automatic control service provided by you, rather than the ultimate goal, but users prepay the service fee for this service in the future. Here, air conditioning is just a medium for you to provide users with indoor temperature automatic control service. Obviously, this concept is qualitatively different from the traditional marketing concept. You will no longer think that after-sales service is a cost center and does not generate profits. In fact, the experience left by this concept to users is completely different, which will enable enterprises to establish long-term good customer relations with users and accumulate valuable user resources for enterprises.