Marketing Performance in Service Industries

This research explores the evaluation and control of marketing performance in service industries. Marketing control is the process of analyzing marketing results and correcting decisions that are presently affecting the organization. Techniques of Marketing Control

Marketing performance may be evaluated within the contexts of internal marketing operations, customer satisfaction, or societal satisfaction. Corrective actions in marketing performance control may address either technical problems or human resource problems. Factors involved in the control of the performance of internal marketing operations include sales volume, market share, growth rate, and advertising recall rates. The control of marketing performance in the customer service area involves perceptions of product or service quality, repurchase rate, brand loyalty, and organizational image. Product quality standards, product safety standards, and advertising truthfulness are involved in the control of marketing performance in the area of societal satisfaction. In the control of marketing performance in services, the organizational socialization of customers is of especial relevance. British Columbia Cellular Telephone Services mounted a major marketing effort to socialize the entire family as a cellular customer. Another factor of particular importance in the control of marketing performance in services in the 1990s is th

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ality in services at Bank of America was the institution's response to an increasingly competitive banking and financial services environment in the United States. The development of a service quality program at Bank of America began with a quest to find out exactly what the bank's customers wanted in the way of service. Bank of America, thus, developed its service quality program around a structure of relationship banking. Within the relationship banking concept, customers are viewed as clients. Where the customary emphasis is on the acquisition of new clients, within the context of Bank of America's service quality program client retention and improvement receives equal attention. Thus, relationship banking in Bank of America's service quality program may be said to be attracting clients, and maintaining and enhancing client relationships. The best way of explaining relationship banking in Bank of America's service quality program is to compare it to the approach to banking that it replaced at Bank of America with the implementation of the service quality program. This more traditional approach is variously called order-taking banking, and transaction banking. There are a number of points of comparison, of which the mos
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Approximate Word count = 1877
Approximate Pages = 8 (250 words per page)

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