PowerPoint Presentation Week 7 – Tutorial ONLINE QUIZ 2 IS OPEN! (So far only 6 students have completed!) Chapters 5, 6, 7 & 8 will be covered 20 questions in 25 minutes; each question is worth 0.5...

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PowerPoint Presentation Week 7 – Tutorial ONLINE QUIZ 2 IS OPEN! (So far only 6 students have completed!) Chapters 5, 6, 7 & 8 will be covered 20 questions in 25 minutes; each question is worth 0.5 marks (total of 10 marks!) Quiz closes next Friday Week 8 (Friday 11 Sep. 2020 at 5:00pm AEST.) … Don’t be late!  A2 Tourism marketing portfolio Due: Week 8 Friday (11 Sep. 2020) 11:55 pm AEST MRKT19036 Marketing of Service Products 1 A2 – Task 1 Write a short report (700 words) on the following: 1. Identify and define the differences between a good (any ‘good’) and the service product(s) delivered by TEQ. (ie what does TEQ do? Apply the theory of services.) 2. How are the 7P’s represented by the TEQ website (if at all)? Include at least 5 references in your short report to support your discussion. A2 – The 700-word report “identify and define the differences between a good (any 'good') and the service product(s) delivered by TEQ.” Question 1: Define service products (think about how TEQ is different to any ‘tangible’ consumer good – say a Fridge for example… ) Essentially what I’m interested in is the ‘theory’ on the difference between goods and services (ie intangibility, inseparability, perishability, etc…) Question 2: Consider the 7Ps (define) Then apply that to the services provided by TEQ (ie look at their various services and use these as examples to demonstrate the theory concepts). How does TEQ create and deliver value for its customers? Who are TEQ’s customers anyway? A2 – Task 2 Develop a creative 2-3 page brief targeting Queensland’s tourism industry providers 1. Introductory section/image that provides an overview of your chosen State market segment and HVT target market selection. 2. Hofstede’s four dimensions of cultural value (Table 2.1). How would this concept apply to your chosen target market? 3. Discuss the “important versus determinant attributes” (see pages 76-78) that you believe would apply to consumers with a high or low level of each of the dimensions of cultural value for visitors in your selected HVT target market. Justify your responses with evidence. 4. Competitive positioning - how will you position QLD for your chosen interstate domestic target market? What are Tourism & Events Queensland’s competitive “Points of Difference, Contention, and Parity” with marketing materials developed by the competing state’s tourism organization? Hofstede’s four dimensions of cultural value (Table 2.1) You chose New South Wales as your domestic market and chose to focus on the “Interstate HVT 50+ travelling without children” segment as your specific target market; how would each of the four cultural dimensions influence your development of a marketing campaign for that segment profile? You can reasonably assume that each of these core cultural values describe the ways in which tourism industry providers need to develop their service to be able to best deliver good relational exchanges. So, for providers who would be targeting your chosen market, what would be their key considerations based on this theory? Impact of culture “Culture is the sum of learned beliefs, values and customs that create behavioural norms for a given society.” (p. 35) This Photo by Unknown Author is licensed under CC BY-SA Our behaviours are bound by our culture. Behaviour is only the tip of the iceberg of understanding what happens within the consumer’s black box. So we need to better understand culture to understand consumption. Hofstede’s model of the dimensions of cultural values shows 4 underlying elements that influence the ways in which consumers behave relative to their culture. These are the degrees to which the culture is: Individualist or collectivist More or less likely to accept risk or avoid uncertainty Accept higher or lower levels of power and equality; and More masculine or feminine 6 Hofstede’s Four Dimensions of cultural value (Table 2.1) Power Distance – attitude towards equality or inequality Uncertainty Avoidance – attitude towards risk Masculinity versus Femininity – attitude towards caring for other members of society Individualism versus Collectivism – attitude towards being self reliant or group oriented HVT 50+ for New South Wales tourists visiting Queensland Step 1 – Define the 4 dimensions of cultural value! Step 2 – Discuss how each of the four cultural dimensions will influence development of a marketing campaign for the segment profile? Step 3 – Demonstrate for providers who would be targeting the chosen market, what would be their key considerations based on this theory? Justify with additional information! Impact of culture “Culture is the sum of learned beliefs, values and customs that create behavioural norms for a given society.” (p. 35) Our behaviours are bound by our culture. Behaviour is only the tip of the iceberg of understanding what happens within the consumer’s black box. So we need to better understand culture to understand consumption. Hofstede’s model of the dimensions of cultural values shows 4 underlying elements that influence the ways in which consumers behave relative to their culture. These are the degrees to which the culture is: Individualist or collectivist More or less likely to accept risk or avoid uncertainty Accept higher or lower levels of power and equality; and More masculine or feminine 8 Important versus Determinant attributes Determinant attributes – those that actually determine buyer’s choices between competing alternatives Importance attributes – those that have to be met by all competing service providers in order to satisfy any preconceived perceptions of risk (on their own do not necessarily sway the purchase decision in favour of one service over another) High Importance Low Importance Highly Determinant attributes Low Determinant attributes Discuss for high or low level of each of the dimensions of cultural value for visitors! Competitive positioning How will you position QLD for your chosen interstate domestic target market? What are Tourism & Events Queensland’s competitive “Points of Difference, Contention, and Parity” Step 1 – Define Points of difference, contention & parity Step 2 – Discuss in relation to the target market segment for your destination (HVT 50+ for New South Wales tourists visiting Queensland) Step 3 – Demonstrate what is the competitive positioning strategy So for NSW versus QLD – why should tourists choose to visit QLD and not stay home in NSW??? Points of difference – attributes or benefits that tourists will positively associate with queensland Points of contention – attributes of the service that customers and the business disagree that these are of value or not Points of parity – attributes of services that customers do not necessarily see as being different from one provider to another So for NSW versus QLD – why should tourists choose to visit qld and not stay home in NSW??? 10 PowerPoint Presentation Week 6 Chapter 7 Balancing productive capacity and demand MRKT19036 Marketing of Service Products 1 Defining productive capacity Productive capacity refers to the resources or assets that a firm can employ to create goods and services. https://www.youtube.com/watch?v=hMor-h7lEVQ What kinds of productive capacity are needed by a hospital? 2 Defining productive capacity Productive capacity refers to the resources or assets that a firm can employ to create goods and services. Productive capacity can take several forms in services. Physical facilities designed to contain customers (e.g. medical clinics and hotels). Physical facilities designed for storing or processing goods (e.g. warehouses and parking lots). Physical equipment used to process people, possessions or information (e.g. toll gates and bank ATMs). The number, experience and expertise of personnel (i.e. staff needed to meet anticipated demand). 3 Defining productive capacity (cont.) The two measures of capacity use are: The percentage of total time facilities, staff and equipment in use. The units or percentage of available space (e.g. seats) that are used in revenue operations. 4 Manage capacity Service firms may encounter limitations because of varying demand. Ways in which capacity can be adjusted to reduce the problem include: Stretch or shrink existing capacity levels Adjusting capacity to match demand 5 Manage capacity (cont.) Stretch or shrink existing capacity levels Offer inferior extra capacity at peaks (e.g. bus/train standees). Extend opening hours and use facilities for longer periods (e.g. some banks and post offices are open later during the week and on weekends). Reduce amount of time spent in process by minimising slack time (e.g. restaurant offering a set menu on certain days). 6 Manage capacity (cont.) Adjusting capacity to match demand Schedule downtime during periods of low demand. Cross-train employees. Use part-time employees. Invite customers to perform self-service (co-production). Ask customers to share. Create flexible capacity. Rent or share extra facilities and equipment. 7 Understanding the patterns and determinants of demand Demand management strategies start with understanding what factors influence and shape demand for a specific service at a specific time. 8 Understanding the patterns and determinants of demand (cont.) Figure 7.1 shows how the combination of four time-of-day periods, two day-of-week periods and three seasonal periods can be combined to create 24 different demand periods. 9 Understanding the patterns and determinants of demand (cont.) Understanding demand by market segment Keep good records of all transactions to analyse demand patterns. Sophisticated software can help track customer consumption patterns. Record weather conditions and other special factors that might influence demand. 10 Strategies for managing demand Demand and supply imbalance At any point in time a fixed-capacity service organisation may be faced with one of four conditions below: 11 Strategies for managing demand (cont.) Demand and supply imbalance 12 Basic approaches to managing demand There are five basic approaches to managing demand (see Table 7.2 below). 13 Using marketing mix elements to shape demand patterns Pricing strategies Using price and other nonmonetary costs to manage demand. 14 Using marketing mix elements to shape demand patterns (cont.) Product variations Change product elements (e.g. using a ski lift in summer for mountain biking and hiking). Modifying the timing and location of delivery Modify place and/or time of delivery (e.g. cinema offers matinees at weekends). Communication efforts May be able to smooth demand (e.g. reminding customers of peak periods and encouraging use of service in off -peak times). 15 Could you please share with us your longest waiting experience for any service? 16 Inventorying demand through queuing and reservations Australians spend as much as 8 hours a week waiting. Nobody likes to wait. It's boring, time-wasting, and sometimes physically uncomfortable. Waiting lines occur because the number of arrivals at a facility exceeds capacity of the system to process them. 17 Inventorying demand through queuing and reservations (cont.) Queues are basically a symptom of unresolved capacity management problems. Not all queues take the form of a physical waiting line in a single location (e.g. travellers wait at many different locations for a taxi). Some queues are virtual (e.g. telephone call placed on hold). 18 Inventorying demand through queuing and reservations (cont.) 19 Inventorying demand through queuing and reservations (cont.) Queuing systems can be tailored to market segments Urgency of job Emergencies vs. non-emergencies https://www.youtube.com/watch?v=1KqjhSNtX6o https://www.youtube.com/watch?v=HXKP0NsoM9Q Duration of service transaction Number of items to transact – e.g. express checkout at supermarket. Complexity of task – e.g. courtesy car overnight if