Revaluasi Aset Tetap

Pertemuan 9
Pertemuan 8:
Sesi 17. Designing and Managing Service Processes
Sesi 15: Kinerja Pemasaran
Sesi 18. Managing People for Service Advantage
Sesi 16: Pemasaran Internasional
Diskripsi dan Pokok LO Sesi Pokok Bahasan LO Sesi Pokok Bahasan Pusataka Daftar Daftar Pustaka Biodata Model
17 Sesi
Learning Bahasan Sesi 18 Managing Utama dan Video Artikel Penunjan 7P
Designing 18 Managing
Outcome Semua and 17 Designing and
Managing Service
People for
Service People for Service Daftar Isi 1 g
Pertemuan Managing Advantage
Service Processes Advantage
Processes
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 1
Sesi 17 Designing and Managing Service Processes Diskripsi
dan
Sesi 18 18 Managing People for Service Advantage Learning
Outcome
Pokok
Bahasan
Manajemen Pemasaran SBI541 (1-3) Semua

Pertemuan
LO Sesi
17 Designing
Diskripsi Mata Kuliah Leaning Outcome and Managing

Service
Processes
 This course will discuss concepts

and theories of marketing and how  Students are able Pokok
Bahasan
Sesi
they are used to formulate to explain 17 Designing
and Managing
marketing strategy for a certain Service
company to market their products. concepts of Processes
LO Sesi
Student will learn some core 18 Managing
concepts of marketing: marketing People for
Service
Segmentation, Positioning and Advantage
Targeting, the elements of Pokok
marketing mix: products, price,  Students are able to Bahasan

Sesi
place, promotion, people, process design marketing 18 Managing
People for
and proof. After the students are Service
able to explain the concepts and strategy for good or Advantage
Pusataka
theories of marketing, students will services or other Utama dan
Daftar Isi
be taught how to design marketing
plan types of product Daftar Artikel
Daftar Video
Pustaka
Penunjang
Diskripsi dan Pokok LO Sesi Pokok Bahasan LO Sesi Pokok Bahasan Pusataka Daftar Daftar Pustaka Biodata Model Model 7 P
17 Sesi
2
Outcome Semua and 17 Designing and People for Daftar Isi g Biodata
Managing Service People for Service
Pertemuan Managing Service
Processes Advantage
Service Advantage
Processes
Diskripsi
dan
Pokok Bahasan Setiap Pertemuan Learning
Outcome
Pokok
1. Konsep Pemasaran dan Strategi 11. Perencanaan Pemasaran

Bahasan
Semua
Pertemuan
12 Perencanaan Pemasaran
Pemasaran Bersaing LO Sesi
17 Designing
13. Komunikasi Terpadu: Iklan dan and Managing
2. Analisis Pasar Konsumen Service

Processes
Promosi Penjualan Pokok
Bahasan
3. Analisis Pasar Bisnis 14. Komunikasi Terpadu: Hubungan Sesi
17 Designing
4. Segmentasi, Diferensiasi dan Masyarakat and Managing

Service
Processes
15. Kinerja Pemasaran
Positioning LO Sesi
18 Managing
16. Pemasaran Internasional People for
5. Pemasaran Jasa Service
17. Chapter 8. Designing and Managing Advantage
6. Nilai Pelanggan Service Processes

Pokok
Bahasan
Sesi
7 Mengembangkan Produk Jasa 18. Chapter 11. Managing People for
18 Managing
People for
Service
8. Strategi Produk Service Advantage

Advantage
Pusataka
Utama dan
9. Strategi Harga 19. Chapter 12. Managing Relationships Daftar Isi
Daftar Artikel
10. Strategi Distribusi and Building Loyalty Daftar Video
20. Chapter 13. Complaint Handling and Pustaka

Penunjang
Service Recovery Model 7 P
3 21. Presentasi Marketing Plan Biodata
Pustaka Utama
Ujang
Sumarwan.
Editor. 2015
Pemasaran
Strategik:
Perspektif
Perilaku
Konsumen
dan
Marketing
Plan. Bogor,
IPB Press.
17 Sesi
4
Managing Service
People for
Service People for Service Daftar Isi g
Processes
Daftar Isi Pustaka Utama
Bab 1. Konsep Pemasaran dan Strategi Bersaing Strategi Pemasaran Bersaing 12

1
Ancaman Pendatang Baru 14
Oleh: Kirbrandoko 1
Posisi-Tawar Pemasok 14
Konsep Pemasaran 1
Posisi-Tawar Pembeli 15
Jenis-Jenis Permintaan 2
Produk Substitusi 15
Kategori Produk
2 Persaingan Antar Anggota Industri 17
Pasar Target Dan Segmentasi Strategi Pemimpin Pasar 19
5
Strategi Penantang Pasar 22
Kerangka Dasar Pemasaran
6 Strategi Pengikut Pasar 23
Kebutuhan, Keinginan, Dan Permintaan 6 Strategi Perelung Pasar 24
Produk, Jasa Atau Lainnya Kesimpulan 25
7
Nilai, Kualitas Dan Kepuasan 7
Pasar, Pertukaran Dan Transaksi 7
Orientasi Terhadap Pasar 8
Bauran Pemasaran 11
Kesimpulan 12
17 Sesi
5
Managing Service
People for
Processes
Bab 2. Segmentasi Pasar, Positioning dan Diferensiasi dan Positioning 33

Diferensiasi 27
Memori Yang Terbatas 34
Oleh: Kirbrandoko 27
Diawali Dengan Diferensiasi 35
Segmentasi 27
Variabel Diferensiasi 36
Tingkat Segmentasi Pasar 28
Strategi Positioning 37
Pemasaran Segmen 29
Kesimpulan 40
Pemasaran Ceruk 29
Pemasaran Lokal 30
Pemasaran Individual 30
Pola Segmentasi Pasar 30
Prosedur Segmentasi Pasar 31
Dasar Segmentasi Pasar Konsumsi
31
Kesimpulan 33
17 Sesi
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Managing Service
People for
Processes
 Bab 3 Strategi Produk 41 Bab 4. Strategi Harga 63

 Oleh: Ujang Sumarwan 41 Oleh: Ujang Sumarwan 63
 Bentuk Produk 41 Pengertian Harga 63
 Klasifikasi Produk 42 Tahapan Penetapan Harga 65
 Barang Habis Pakai Dan Tahan Lama Tahap 1. Memilih tujuan penetapan harga
42 65
 Barang-Barang Kebutuhan Konsumen Berorientasi laba 66
43
Berorientasi Penjualan 66
 Produk Industri atau Produk Bisnis
48 Berorientasi Persaingan 67
 Strategi Bauran Produk 52 Tahap 2. Menentukan Permintaan 68
 Strategi Perluasan Lini Produk 55 Bagaimana Memperkirakan Kurva Permintaan?
69
 Strategi Merek 56
Tahap 3. Menentukan Biaya 70
 Keputusan Pemberian Nama merek
57 Jenis-jenis Biaya 70
 Kasus: Merek Populer di Pengecer (toko Tahap 4. Menganalisa Biaya, Harga, dan
tradisional dan toko Modern) 60 Penawaran Pesaing (Kompetitor) 71
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Managing Service
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Tahap 5. Memilih Metode Penetapan Harga 71 Bab 5. Strategi Distribusi 97

1. Strategi Harga Berdasarkan Biaya 72 Oleh: Ujang Sumarwan 97
2. Strategi Harga Berdasarkan Permintaan. 73 Pendahuluan 97
3. Strategi berdasarkan kebutuhan Manfaat dan Fungsi Distribusi 98
dan Persepsi konsumen
75 Distribusi dan Pelayanan Konsumen 100
4. Strategi Harga Berdasarkan Persaingan 76 Saluran Pemasaran 101
5. Strategi Harga untuk Produk Baru 77 Tingkat Saluran Pemasaran 101
Penyesuaian atau Taktik Harga 78 Fungsi Utama Saluran Pemasaran 106
Penetapan Harga Geografis 79 Strategi Membangun Sistem Saluran Pemasaran
107
Diskon dan Potongan Harga 82
Perusahaan Distributor 110
Penetapan Harga Promosi (Promotional Pricing)
85 Penetapan Saluran Pemasaran 113
Harga Diskriminasi 86 Perdagangan Eceran (Retailing) 114
Harga Bauran Produk 90 Pasar dan Perdagangan Eceran 115
1. Penetapan Harga Untuk sebuah Produk 90 Struktur Pengecer di Indonesia 117
2. Penetapan Harga untuk Banyak Produk 91 Beberapa Toko Modern Ternama di Indonesia 118
Strategi Perdagangan Eceran 120
Diskripsi dan Pokok LO Sesi Pokok LO Sesi Pokok Pusataka Daftar Daftar Pustaka Biodata Model
Learning Bahasan 15 Kinrja Bahasan 16 Pemasaran Bahasan Utama dan Video Artikel Penunjan 7P
8 Outcome Semua Pemasar Sesi Internasional Sesi Daftar Isi g
Pertemuan an 15 Kinrja 16 Pemasaran
Pemasaran Internasional
Bab 6. Komunikasi Terpadu: Iklan dan Promosi Penjualan
129 Bab 7. Komunikasi Terpadu: Hubungan Masyarakat
157
Oleh: Ujang Sumarwan 129
Oleh: Mukhammad Najib 157
Bauran Komunikasi 129
Pengertian Hubungan Masyarakat (Public Relation atau PR)
Model Proses Komunikasi 132 157
Menyusun Komunikasi Effektif 135 Tujuan Public Relations159
Identifikasilah pendengar sasaran 135 Fungsi Public Relations161
Tentukanlah tujuan-tujuannya 136 Kegiatan Public Relations 163
Merancang Komunikasi 137 Strategi Public Relations

169
Memilih Saluran Komunikasi 139
Bab 8. Studi Kasus Analisis Konsumen dan Implikasinya
Menetapkan Anggaran Komunikasi 141 Pada Strategi Pemasaran 153
Menentukan Bauran Komunikasi Pemasaran 142 Dimensi Kepuasan Terhadap Layanan Purna Jual Produk
Telepon Genggam. 153
Faktor-faktor Penentu Bauran Komunikasi yang dipilih
144 Oleh: Bagus Zulfikhal Muthi, Hartoyo, Ujang Sumarwan
153
Iklan 146
Pendahuluan 153
Promosi Penjualan 153
Metode Penelitian 155
Hasil Dan Pembahasan 156
Kesimpulan Dan Saran 169
Daftar Pustaka 171
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Managing Service
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 Bab 8. Studi Kasus Analisis Konsumen dan  Hubungan Budaya Perusahaan Dengan Motivasi Dan
Implikasinya Pada Strategi Pemasaran 153 Kepuasan Kerja Karyawan 219
 Dimensi Kepuasan Terhadap Layanan Purna Jual Oleh: Indra Harimurti Sartono Prabowo, Ujang Sumarwan,
Produk Telepon Genggam. 153 Retnaningsih 219
Oleh: Bagus Zulfikhal Muthi, Hartoyo, Ujang Sumarwan  Pengaruh Persepsi Ayah Tentang Pendidikan
153 Menengah Dan Kesejahteraan Keluarga Terhadap
Investasi Pendidikan Anak Pada Keluarga Tkw
 Faktor Bauran Pemasaran yang Mempengaruhi 231
Loyalitas Terhadap Pupuk Majemuk 174
Oleh: Swara Asa Pratiwi¹*, Istiqlaliyah Muflikhati
Oleh: Rosy Indra Saputra, Ujang Sumarwan, Lilik Noor 231
Yuliati 174
 Perilaku Konsumsi dan Ekuitas Merek Obat Flu
 Hubungan antara Kelompok Acuan dan Gaya Hidup 245
dengan Sikap Terhadap Pembelian Makanan
Kemasan 186 Oleh: Hada Syaairillah dan Arif Imam Suroso 245
Oleh: Dewi Intan Permatahati, Ujang Sumarwan dan  Analisis Kepuasan Rumah Tangga Dan Efektivitas
Megawati Simanjuntak 186 Program Raskin Di Dki Jakarta 266
 Pengaruh Kepribadian, Konsep Diri, dan Gaya Hidup Oleh: Rini Andrida, Idqan Fahmi, Setiadi Djohar 266
Terhadap Preferensi Pakaian Batik 201
 Perdagangan Dan Pemasaran Produk Kelapa Sawit
Oleh: Karnila Sari, Ujang Sumarwan, Irni Rahmayani Johan Indonesia Ke Kawasan Eropa (Eu,Turki Dan Rusia)
201 289
 Persepsi Dan Preferensi Konsumen Terhadap Oleh: E. Gumbira-Sa’id dan Dwi Aryanthi 289
Kawasan Taman Nasional Kepulauan Seribu
213 Bab 9. Menyusun Rencana Pemasaran 393
Oleh: Yuri S Hadi, Ujang Sumarwan, MD Djamaluddin  Oleh: Ujang Sumarwan 393
213
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Managing Service
People for
Processes
 Bab 10. Marketing Plan Minuman Herbal

PT. Sari Rempah Alami (SRA) 321
 Bab 12. Marketing Plan PT. Green To
Oleh: Dodi Supriatna, Ika Novi Indriyati, Juniar GrinPermen Pohcan® 391
Prayogi, Muhammad Riza, Ade Zulhendry, Sri
Murtiyanti, Tri Maryono, Tri Wulandari, Winarni Oleh: Aisa Rurkinantia, Arlinda, Bimo Andono,
S.T.Gultom 321 Indana Saramita R, Isyana Rahayu, Kuntoaji,
Ignatius Leonardus Lubis, Sali Subakti, Siti
 Bab 11. Marketing Plan PT. Tammara Nurlaela 391
Bisco Internasional (Industri Biskuit)
357
Oleh: Agung Dwi Nanda, Ahmad Mukti

Almansur, Anriza Julianry, Basyir Ahmad,  Bab 13. Marketing Plan Thematic Travel
Maria Tri Rahayu, Mastika Wardhani, Argo Industri 413
Mochamad Bagus Syahrial, Rano
Hendranata Suhendi 357 Oleh: Cosmas Wardojo, E. Batara Manurung,
Febby Novita, Tujuan S. Silaen, Ketut Purna,
Sulastri, Maharshi Dwi Anggono, Taofiq
Rachmat, K Nurcholish Thoriq 413
17 Sesi
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Managing Service
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Processes
Pustaka Penunjang
Ujang Sumarwan. 2011. Consumer Behavior: Theory and Marketing Application. Perilaku Konsumen:
Teori dan Penerapannya dalam Pemasaran. Edisi kedua (2nd Edition, 3rd Printing). 2011. Jakarta: PT
Ghalia Indonesia
Sumarwan Ujang; Agus Djunaedi; Aviliani; H.C Royke; Jusuf Agus Sayono; Rico R Budidarmo; Sofyan
Rambe. (Strategic Marketing: Strategy for Corporate Growth and Share Holder Value).-Pemasaran
Strategik: Strategi Untuk Pertumbuhan Perusahaan dalam Penciptaan Nilai bagi Pemegang Saham .
Published by Inti Prima, Februari 2009, ISBN 979-450-451-3
Sumarwan, U., Achmad Fachrodji., Adman Nursal., Arissetyanto Nugroho., Erry Ricardo Nurzal., Ign
Anung Setiadi., Suharyono., Zeffry Alamsyah. 1st Printing. 2011. Marketing Strategic: Value Based
Marketing and Marketing Metrics. Pemasaran Strategik: Persfektif Value-Based Marketing dan
Pengukuran Kinerja. Bogor, IPB Press
Christopher Lovelock., Jochen Wirtz. 2011. Services Marketing: People, Technology, Strategy. 7th
Edition. Pearson: Global Edition.
Philip Kotler., Kevin Keller. 2006. Marketing Management. 12 Ed. Pearson International Edition
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Managing Service
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Pustaka Penunjang
http://sumarwan.staff.ipb.ac.id/files/2014/11/2011-Perilaku-Konsumen.pdf
Diskripsi
dan
Learning
Outcome
Pokok
Bahasan
Semua
Pertemuan
LO Sesi
17 Designing
and Managing
Service
Processes
Pokok
Bahasan
Sesi
17 Designing
and Managing
Service
Processes
LO Sesi
18 Managing
People for
Service
Advantage
Pokok
Bahasan
Sesi
18 Managing
People for
Service
Advantage
Pusataka
Utama dan
Daftar Isi
Daftar Artikel
Daftar Video
Pustaka
Penunjang
Model 7 P
Biodata
13
Pustaka Penunjang
Diskripsi
dan
Learning http://ujangsumarwan.blog.mb.ipb.ac.id/2010/12/19/strategic-
Outcome marketing-course-materials/
Pokok
Bahasan
Semua
Pertemuan
LO Sesi
17 Designing
and Managing
Service
http://ujangsumarwan.blog.mb.ipb.ac.id/files/2010/12/2009-UJANG-
Processes SUMARWAN-PEMASARAN-STRATEGIK-STRATEGI-UNTUK-
Pokok PERTUMBUHAN-PERUSAHAAN.pdf
Bahasan
Sesi
17 Designing
and Managing
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Processes
LO Sesi
18 Managing
People for
Service
Advantage
http://ujangsumarwan.blog.mb.ipb.ac.id/files/2010/12/2009-UJANG-
SUMARWAN-PEMASARAN-STRATEGIK-STRATEGI-UNTUK-
Pokok
Bahasan PERTUMBUHAN-PERUSAHAAN.pdf
Sesi
18 Managing
People for
Service
Advantage
Pusataka
Utama dan
Daftar Isi
Daftar Artikel
Daftar Video
Pustaka
Penunjang
14
Model 7 P
Slide
Biodata© 2010 by Lovelock & Wirtz
Services Marketing 7/e Chapter 8– Page 14
http://ujangsumarwan.blog.mb.ipb.ac.id/2010/07/13/books/
Diskripsi
http://ujangsumarwan.blog.mb.ipb.ac.id/files/2010/12/2010-UJANG-SUMARWAN-PEMASARAN-STRATEGIK-PERSPEKTIF- dan
VALUE-BASED-MARKETING.pdf Learning
Outcome
Home - Dropbox Pokok

Bahasan
https://www.dropbox.com/s/jbpj23qht4pxlkj/2010%20PEMASARAN%20STRATEGIK%20-%20PERSPEKTIF%20VALUE- Semua
BASED%20MARKETING.pdf?dl=0 Pertemuan
LO Sesi
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and Managing
Service
Processes
Pokok
Bahasan
Sesi
17 Designing
and Managing
Service
Processes
LO Sesi
18 Managing
People for
Service
Advantage
Pokok
Bahasan
Sesi
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Service
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Pusataka
Utama dan
Daftar Isi
Daftar Artikel
Daftar Video
Pustaka
Penunjang
Model 7 P
15 Biodata
Prof Dr Ir Ujang Sumarwan, MSc
Ujang Sumarwan is a professor in Consumer Behavior in the Department of Family

and Consumer Sciences-College of Human Ecology and in the Graduate Program of
Management and Business School of Business at Institut Pertanian Bogor (Bogor
Agricultural University), Bogor Indonesia. He was Born on September 16, 1960. He
earned Sarjana Degree in Socio Economic from Institut Pertanian Bogor in 1985. He
earned master degree in the area of family economics in 1990 and doctoral degree in
the area of consumer studies in 1993 from the College of Family and Consumer
Sciences Iowa State University, Ames, Iowa. Since the beginning of his career as a
faculty member and a researcher in Bogor Agricultural University, Ujang
Sumarwan has done an intensive research in the areas of food consumption and food
security in relation with the household social and economic welfare.
His research results have been published in the national and International journal,
also have been presented to the decision makers as important recommendations for
formulating and implementing the family welfare program. After the year 2000 until
now, Dr Ujang Sumarwan spend most of his time working with his master and
doctoral student to do the research as part of the students’ theses and dissertation in
the areas of consumer studies such as consumption and buying behavior, consumer
credit, credit card and plastic card usage, brand equity and consumer loyalty,
consumer satisfaction, consumer attitudes and perceptions, and consumer decision
making. In 2003, In 2003, Dr Ujang Sumarwan published his first text book title
‘Consumer Behavior: Theory and Applications. The book was published by the
national publisher and distributed nationally in Indonesia. The book is one of the
reference books in Indonesia used as a teaching material in many universities. Many
graduate students who are doing research in the consumer studies cite Dr
Sumarwan’s book for their literature review.
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Managing Service
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Dr Ir Hartoyo, MSc
Hartoyo, PhD. Lahir di Indramayu, 14 Juli 1963. Lulus program

sarjana (S1) dari IPB bidang Agribisnis (1986), program magister (S2)
dari Virginia Tech, USA bidang consumer sciences (1991) dan program
doktor (S3) dari Virginia Tech, USA bidang family economics (1998).
Sejak tahun 1987, menjadi staf pengajar (dosen) IPB dengan mengasuh
beberapa mata kuliah, di antaranya: Ekonomi Keluarga (S1 dan S2),
Manajemen Keuangan Konsumen (S1), Perilaku Konsumen (S2), dan
Riset Pemasaran dan Konsumen (S3). Telah meluluskan banyak
mahasiswa dari berbagai jenjang pendidikan, di antaranya telah
meluluskan lebih dari 15 mahasiswa program S3. Berpengalaman
dalam melakukan penelitian dalam bidang perilaku konsumen dan
marketing, manajemen keuangan dan kesejahteraan, serta investasi
keluarga dalam sumberdaya manusia. Pernah menjadi konsultan dan
tenaga ahli dalam berbagai proyek di FAO, WFP, Kementerian
Perdagangan, dan Kementerian Dalam Negeri. Pengalaman kerja
pernah menjabat sebagai Sekretaris Departemen GMSK (1998-2001),
Ketua Departemen IKK (2005-2013), dan Wakil Ketua LPPM bidang
Pengabdian Kepada Masyarakat (2013-sekarang). Sekarang menjabat
sebagai Ketua Umum Asosiasi Ilmu Keluarga dan Konsumen
(ASIKKI) periode 2014-2018.
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Managing Service
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Dr Ir Kirbrandoko, MSM
Kirbrandoko dilahirkan di Madiun, 16

Oktober 1950, yang setelah lulus dari
Fakultas Teknologi dan Mekanisasi
Pertanian (Fatemeta) IPB tahun 1975
mengawali karir di perkebunan sawit, dan
kemudian terjun di dunia perbankan
selama lima tahun. Sejak tahun 1981 ia
mulai berkarir di bidang management
training and consulting, dan saat ini
membantu mengasuh mata kuliah
Strategic Management dan Marketing
Management di MB-IPB (Manajemen dan
Bisnis IPB) dan di Universitas Mercu
Buana. Gelar Master of Science in
Manegement (MSM) diperoleh dari Arthur
D’Little Management Education Institute,
Massachussetts USA pada tahun 1984,
sedang gelar doktor diperoleh dari Institut
Pertanian Bogor pada tahun 2007, untuk
bidang Teknologi Industri Pertanian.
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Managing Service
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Dr Mukhamad Najib
Mukhamad Najib Sehari-hari aktif sebagai dosen di Departemen Manajemen

Institut Pertanian Bogor. Gelar sarjana diperoleh dari Jurusan Teknologi Industri
Pertanian IPB dan menyelesaikan program master dalam ilmu manajemen dengan
konsentrasi marketing di Universitas Indonesia. Penulis meraih PhD dari The
University of Tokyo dalam bidang Farm Business Management. Selain mengajar di
IPB, penulis juga pernah mengajar di beberapa universitas, antara lain Universitas
Indonesia, Program MM Universitas Mercu Buana, Program MM IBM Asmi,
Universitas Indusa Esa Unggul, STIAMI dan STEI Tazkia. Pengalaman dalam
mengelola perguruan tinggi antara lain pernah menjabat sebagai Ketua Program
Studi Manajemen Bisnis Islam STEI Tazkia, Wakil Ketua STEI Tazkia, Ketua
Komisi Riset dan Publikasi Departemen Manajemen IPB, Sekretaris Program Pasca
Sarjana Ilmu Manajemen IPB, dan Ketua Departemen Manajemen IPB. Selain
mengajar, penulis juga aktif menjadi pembicara dan trainer dalam berbagai
seminar dan pelatihan serta melakukan penelitian dan menulis publikasi di jurnal
nasional maupun internasional. Penulis juga aktif menyampaikan pikirannya
melalui tulisan populer di beberapa media massa seperti di Harian Republika, The
Jakarta Post, Suara Pembaruan, Harian Terbit, Radar Bogor dan lain-lain. Buku
yang pernah ditulis antara lain berjudul Manajemen Strategik untuk
Pengembangan Daya Saing Organisasi dan Manajemen Pemasaran Internasional.
Najib dapat dihubungi melalui email: mnajib23@yahoo.com atau najib@ipb.ac.id
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Managing Service
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Dr Ir. DODIK RIDHO NURROCHMAT
DODIK RIDHO NURROCHMAT lahir di Ponorogo, Jawa Timur. Setelah menyelesaikan
pendidikan S1 di Jurusan Manajemen Hutan IPB (1989-1994), ia bekerja di sebuah group
perusahaan kehutanan di Jakarta (1994-1995), 1995-1996 menjadi konsultan sistem
manajemen mutu ISO-9000 dan kembali ke almamater IPB menjadi staf pengajar (1996).
Tahun 1999 berhasil menyelesaikan studi master bidang Ekonomi Kehutanan di Universitas
Goettingen, Jerman dan tahun 2005 meraih gelar Doktor Politik Kehutanan di universitas
yang sama dengan pujian tertinggi (summa cum laude). Selain mengajar di almamater,
alumnus DAAD scholar ini juga diberi amanah sebagai Direktur Pengembangan Karir &
Hubungan Alumni IPB (2008-2013), Direktur Kajian Strategis & Kebijakan Pertanian IPB
(2013-sekarang), Ketua Dewan Pakar Persatuan Sarjana Kehutanan Indonesia (PERSAKI)
(2015-2018), serta anggota International Council (IC) of the International Union of Forest
Research Organizations (IUFRO) yang berpusat di Vienna, Austria (2005-sekarang).
Pemikiran mantan Ketua Umum Senat Mahasiswa Fakultas Kehutanan IPB (1991-1993)
dan Ketua Umum Perhimpunan Pelajar Indonesia di Goettingen Jerman (2001-2002) ini
telah dituangkan dalam puluhan artikel di media masa, jurnal ilmiah, maupun buku yang
diterbitkan di Indonesia maupun di luar negeri serta dipercaya menjadi Editorial Advisory
Board Journal of Forest Policy & Economics, Elsevier (2013-sekarang), Ketua Dewan Editor
Jurnal Risalah Kebijakan Pertanian dan Lingkungan (2014-sekarang), Anggota Dewan
Editor the Indonesian Journal of Forestry Research (2013-sekarang), Jurnal Info Sosial
Ekonomi Kehutanan (2006-2012), dan Jurnal Analisis Kebijakan Kehutanan (2012-
sekarang), serta reviewer di berbagai jurnal internasional bereputasi, diantaranya Journal of
Forest Research (Springer); Journal Forest Policy and Economics (Elsevier); Journal of
Land Use Policy (Elsevier); International Forestry Review (Bio-One Publisher); NRF Journal
of UN Sustainable Development (Wiley-Blackwell Publisher). Selain mengajar dan
membimbing mahasiswa S1, S2, S3 di IPB (Dep. Manajemen Hutan; Ekonomi Sumberdaya
& Lingkungan, Pengelolaan Sumberdaya Alam & Lingkungan; dan Sekolah Bisnis), ia juga
pernah menjadi dosen tamu di Universiti Malaysia Sabah, Leeds University, UK dan
Goettingen University, Jerman, serta menjadi pembimbing/penilai/joint supervisory thesis
dan disertasi mahasiswa Oxford University, IDHEAP Swiss, Copenhagen University,
Goettingen University; dan Michigan University. Email: dnurrochmat@gmail.com;
dnurrochmat@ipb.ac.id
17 Sesi
Managing Service
People for
Service People for Service Daftar Isi 20g
Processes
Pertemuan 9 Sesi 17
Designing and Managing Service Processes
Capaian Pembelajaran
Mampu menjelaskan bagaimaa
merancang dan mengelola Proses Jasa
Christopher Lovelock., Jochen Wirtz. 2011. Services Marketing:

People, Technology, Strategy. 7th Edition. Pearson: Global Edition
Chapter 8. Designing and Managing Service Processes.
17 Sesi
21
Outcome Semua and 17 Designing and People for Daftar Isi g
Processes Advantage
Service Advantage
Processes
Pokok Bahasan Pertemuan 8 Sesis 15
Flowcharting Customer Service Processes

Blueprinting Services to Create Valued Experiences and
Productive Operations
Service Process Redesign
The Customer as Co-Producer
Self-Service Technologies
17 Sesi
22
Managing Service
People for
Processes
Pertemuan 9 Sesi 18
Managing People for Service Advantage
Capaian Pembelajaran
Mampu menjelaskan bagaimana mengelola staf
untuk keunggulan Jasa
Christopher Lovelock., Jochen Wirtz. 2011. Services Marketing:

People, Technology, Strategy. 7th Edition. Pearson: Global Edition
Chapter 11. Managing People for Service Advantage
17 Sesi
23
Processes Advantage
Service Advantage
Processes
Pokok Bahasan Pertemuan 9 Sesi 18
Service Employees Are Crucially Important

Factors Contributing to the Difficulty of Frontline Work
Cycles of Failure, Mediocrity, and Success
Human Resources Management – How To Get It Right?
Service Leadership and Culture
17 Sesi
Advantage
Service Processes Advantage 24
Processes
Daftar Artikel
17 Sesi
People for Service
25 Pertemuan Managing Managing Service
Processes
Service
Advantage
Service Advantage
Processes
Daftar Video
17 Sesi
26 Service Processes Advantage
Advantage
Processes
17 Sesi
Processes Advantage
Service Advantage
Processes
The Four Ps
Pokok Bahasan Sesi
5 Pemasaran Jasa
Marketing
Mix
Product Place
Customer Conven-
Solution Price Promotion ience
Customer Communication
27
Cost
17 Sesi
Processes Advantage
Service Advantage
Processes
Extended Marketing Mix for Services: The 3 Ps

Pokok Bahasan
Sesi
5 Pemasaran Jasa Extended
Marketing
Mix
People
Customer Physical
Contact Process
Evidence
How Customer gets How to convince

services Consumer
Matari Advertising - the Indonesia Ad Agency2.htm
14-28
17 Sesi
Managing Service
People for
Service People for Service Daftar Isi 29g
Processes
17 Sesi
Processes Advantage
Service Advantage
Processes
30
Services Marketing 7e, Global Edition
Chapter 8:
Designing and Managing
Service Processes
17 Sesi
Processes Advantage
Service Advantage
Processes
Overview of Chapter 8
 Flowcharting Customer Service Processes
 Blueprinting Services to Create Valued Experiences and

Productive Operations
 Service Process Redesign
 The Customer as Co-Producer
 Self-Service Technologies
17 Sesi
Processes Advantage
Service Advantage
Processes
Flowcharting Customer
Service Processes
17 Sesi
Processes Advantage
Service Advantage
Processes
Flowcharting Service Delivery
Helps to Clarify Product Elements
 Technique for displaying the nature and sequence of the different

steps in delivery service to customers
 Offers way to understand total customer service experience
 Shows how nature of customer involvement with service

organizations varies by type of service:
 People processing
 Possession processing
 MentalStimulusprocessing
 Information processing
17 Sesi
Processes Advantage
Service Advantage
Processes
Flowcharts for People and
PossessionProcessing Services
Flowcharts for Mental Stimulus and
Information Processing Services
Blueprinting Services to
Create Valued Experiences
and Productive Operations
17 Sesi
Processes Advantage
Service Advantage
Processes
Diskripsi dan Learning Outcome
Developing a Blueprint
 Developing a Blueprint
 Identify key activities in creating and delivering service
 Define ―big picture‖ before ―drilling down‖ to obtain a higher level
of detail
 Advantages of Blueprinting
 Distinguish between ―frontstage‖ and ―backstage‖
 Clarify interactions and support by backstage activities and
systems
 Identify potential fail points; take preventive measures; prepare
contingency
 Pinpoint stages where customerscommonly have to wait
Key Components of a Service Diskripsi dan Learning Outcome
Blueprint
Define standards
Specify physical Identify principal
for frontstage
evidence customer actions
activities
Objectives:
Identify fail
points & risks
of excessive Frontstage
actions by
waits Line of visibility Line of interaction
frontline
personnel
Set service
standards
Fail-proof
process
Backstage Support
Support
actions by processes
processes
customer contact involving other
involving IT
personnel personnel
Blueprinting the Restaurant

Experience: Act 1
17 Sesi
Processes Advantage
Service Advantage
Processes
Blueprintingthe Restaurant
Experience: AThree-Act
Performance
 Act 1: Prologue and Introductory Scenes
 Act 2: Delivery of Core Product

 Cocktails, seating, order food and wine, wine service
 Potential fail points: Menu information complete? Menu intelligible?
Everything on the menu actually available?
 Mistakes in transmitting information a common cause of quality failure
 Customers may not only evaluate quality of food and drink, but how
promptly it is served or serving staff attitudes
 Act 3: The Drama Concludes

 Remaining actions should move quickly and smoothly, with no surprises
at the end
 Customer expectations: accurate, intelligible and prompt bill, payment
handled politely, guest are thanked for their patronage
Improving Reliability of Processes
Through Fail-Proofing
 Identify fail points
 Analysis of reasons for failure reveals opportunities for

failure-proofing to reduce/eliminate future errors
 Need fail-safe methods for both employees and customers
17 Sesi
Processes Advantage
Service Advantage
Processes
Setting Service Standards and
Targets
 Service providers set standards for each step sufficiently

high to satisfy and even delight customers
 Include time parameters, script and prescriptions for appropriate
style and demeanor
 Must be expressed in ways that permit objective measurement
 Performance targets – specific process and team

performance targets for which staff are responsible for
 Evaluated based on distinction between standards and

targets
17 Sesi
Processes Advantage
Service Advantage
Processes
Setting Service Standards and Diskripsi dan Learning Outcome
Targets
 First impression is important

 Affects customer’s
evaluations of quality during
later stages of service
delivery as customer
perceptions of service
experiences tend to be
cumulative
 For low-contact service, a

single failure committed front
stage is relatively more
serious than in a high-
contact service
Setting Standards and Targets for
Customer Service Processes
Service Service
Service Performance
Process Process
Attributes Targets
Indicators Standards
• Responsiveness
• Reliability Processing time to
24 hours 80% of all applications
• Competence approve
in 24 hours
• Accessibility applications
• Courtesy
• Communication
• Credibility Creates a Base to Define/Process
Define Service Quality
• Confidentiality Measure Customer Departmental Service
Goals for Staff
• Listening to the Satisfaction Goals
customer
17 Sesi
Processes Advantage
Service Advantage
Processes
Redesigning Service
Processes
17 Sesi
Processes Advantage
Service Advantage
Processes
Why Redesign?
 Revitalizes process that has become outdated
 Changes in external environment make existing practices

obsolete and require redesign of underlying processes
 Rusting occurs internally

 Natural deterioration of internal processes; creeping bureaucracy;
evolution of spurious, unofficial standards
 Symptoms:
- Extensive information exchange
- Data that is not useful
- High ratio of checking control activities to value-adding activities
17 Sesi
Processes Advantage
Service Advantage
Processes
Why Redesign?
“Institutions are like steel beams—they tend to rust. What

was once smooth and shiny and nice
tends to become rusty.”
Mitchell T. Rabkin, MD,

former president of Boston’s Beth Israel Hospital
17 Sesi
Processes Advantage
Service Advantage
Processes
Why Redesign?
 Redesign aims to achieve these performance measures:

 Reduced number of service failures
 Reduced cycle time from customer initiation of a service process
to its completion
 Enhanced productivity
 Increased customer satisfaction
17 Sesi
Processes Advantage
Service Advantage
Processes
Process Redesign: Approaches and
Potential Benefits
• Streamline front-end and back-end processes of

Eliminating non- services
value-adding steps • Improve productivity and customer satisfaction
• Increase in productivity and service quality

Shifting to self- • Lower costs and perhaps prices
service • Enhance technology reputation
• Differentiates company
• Improve convenience for customers

Delivering direct • Productivity can be improved by eliminating
service expensive retail locations
• Increase customer base
17 Sesi
Processes Advantage
Service Advantage
Processes
Process Redesign: Approaches and
Potential Benefits
• Involves grouping multiple services into one

offer, focusing on a well-defined customer
Bundling group
services • A better fit to the needs of target segment
• Increase productivity with customized service
• Increase per capita service use
• Focus on tangible elements of service

process (facilities and equipment)
Redesigning
• Increase convenience
physical aspects • Enhance satisfaction and productivity of
of service process frontline staff
• Cultivate interest in customers
17 Sesi
Processes Advantage
Service Advantage
Processes
The Customer as Co-Producer
17 Sesi
Processes Advantage
Service Advantage
Processes
Levels of Customer Participation
High – Customer works actively with provider to co-produce

the service
• Service cannot be created without customer’s active participation
• Customer can jeopardize quality of service outcome
Medium – Customer inputs required to assist provider

• Provide needed information and instructions
• Make some personal effort; share physical possessions
Low – Employees and systems do all the work

• Involves standardized work
17 Sesi
Processes Advantage
Service Advantage
Processes
Customers as Partial Employees
 Customers can influence productivity and quality of service

processes and outputs
 Customers not only bring expectations and needs but also

need to have relevant service production competencies
 For the relationship to last, both parties need to cooperate

with each other
17 Sesi
Processes Advantage
Service Advantage
Processes
Managing Customers
• Recruit customers that possess the competency to

Recruitment and Selection perform the necessary tasks
• Are customers aware of their roles and equipped

Job Analysis with the required skills?
• Information required for them to perform their roles

Education and Training via instructions or video demonstration
• Ensure that they will be rewarded for good

Motivate performance
• For sub-par performances, improve customer

Appraise training or change the role or process
• Last resort: if customer is non compliant consider

Ending termination of the relationship
Self-Service Technologies
17 Sesi
Processes Advantage
Service Advantage
Processes
Self-Service Technologies (SSTs)
 SSTs are the ultimate form of customer involvement where

customers undertake specific activities using facilities or
systems provided by service supplier
 Customer’s time and effort replace those of employees
 Information-based services lend selves particularly well to

SSTs
 Used in both supplementary services and delivery of core product
17 Sesi
Processes Advantage
Service Advantage
Processes
Self-Service Technologies (SSTs)
Many companies and government organizations seek to divert

customers from employee contact to Internet-based self-
service
Advantages: Disadvantages:
 Time and Cost savings  Anxiety and stress
experienced by customers
 Flexibility
who are uncomfortable with
 Convenience of location using them
 Greater control over service  Some see service

delivery encounters as social
experiences and prefer to
 High perceived level of deal with people
customization
17 Sesi
Processes Advantage
Service Advantage
Processes
What Aspects Of SSTs Please Or
Annoy Customers?
People love SSTs when… People hate SSTs when…

• SST machines are conveniently • SSTs fail – system is down, PIN
located and accessible 24/7– often as numbers not accepted, etc.
close as the nearest computer!
• Customers themselves mess up–
•Obtaining detailed information and forgetting passwords; failing to provide
completing transactions can be done information as requested; simply hitting
faster than through face-to-face or wrong buttons
telephone contact
Key weakness:Few firms incorporate service recovery systems such that

customers are still forced to make telephone calls or personal visits
17 Sesi
Processes Advantage
Service Advantage
Processes
Putting SSTs to Test by
Asking a Few Simple Questions
 Does the SST work reliably?

 Firms must ensure that SSTs are dependable and user-friendly
 Is the SST better than interpersonal alternatives?

 Customers will stick to conventional methods if SST doesn’t create
benefits for them
 If it fails, what systems are in place to recover?

 Always provide systems, structures, and technologies that will
enable prompt service recovery when things fail
17 Sesi
Processes Advantage
Service Advantage
Processes
Managing Customer’s Reluctance to
Change
 Increasing customer’s participation level in a service can be

difficult
 Marketing communications to be used to:

 Prepare customer for change
 Explain the rationale and benefits
 What customers need to do differently in the future
17 Sesi
Processes Advantage
Service Advantage
Processes
Summary
 Service blueprinting can be used to design a service and

create a satisfying experience for customers. Key
components of the blueprint include:
 Blueprinting a restaurant (or other service) can be a three-

act performance
 Prologue and introductory scenes
 Delivery of the core product
 Conclusion of the drama
17 Sesi
Processes Advantage
Service Advantage
Processes
Summary
 Service standards and targets are different and can be used

to evaluate performance
 Service process redesign reducesservice failure and

enhancesproductivity
 When the customer is a co-producer, issues to consider are

 Levels of customer participation
 Self-service technologies (SST)
 Psychological factors in customer co-production
 Aspects of SST that please or annoy customers
17 Sesi
Processes Advantage
Service Advantage
Processes
Services Marketing 7e, Global Edition
Chapter 11:
Managing People for
Service Advantage
17 Sesi
Processes Advantage
Service Advantage
Processes
Overview of Chapter 11
 Service Employees Are Crucially Important
 Factors Contributing to the Difficulty of Frontline Work
 Cycles of Failure, Mediocrity, and Success
 Human Resources Management – How To Get It Right?
 Service Leadership and Culture
17 Sesi
Processes Advantage
Service Advantage
Processes
Service Employees Are
Crucially Important
17 Sesi
Processes Advantage
Service Advantage
Processes
Service Personnel: Source of Customer
Loyalty & Competitive Advantage
 Customer’s perspective: encounter with service staff is

most important aspect of a service
 Firm’s perspective: frontline is an important source of

differentiation and competitive advantage
 Frontline is an important driver of customer loyalty

 anticipating customer needs
 customizing service delivery
 building personalized relationships
17 Sesi
Processes Advantage
Service Advantage
Processes
Frontline in Low-Contact Services
 Many routine transactions are now

conducted without involving frontline
staff, e.g.,
 ATMs (Automated Teller Machines)
 IVR (Interactive Voice Response) systems
 Websites for reservations/ordering, payment,
etc.
 However, frontline employees remain

crucially important
 ―Moments of truths‖ drive customer’s

perception of the service firm
Factors Contributing to the
Difficulty of Frontline Work
17 Sesi
Processes Advantage
Service Advantage
Processes
Boundary Spanning Roles
 Boundary spanners link the organization to outside world
 Multiplicity of roles often results in service staff having to

pursue both operational and marketing goals
 Consider management expectations of service staff:

 delight customers
 be fast and efficient in executing operational tasks
 do selling, cross selling, and up-selling
 enforce pricing schedules and rate integrity
17 Sesi
Processes Advantage
Service Advantage
Processes
Role Stress in Frontline Employees
 Organization vs. Client: Dilemma whether to follow

company rules or to satisfy customer demands
 This conflict is especially acute in organizations that are not customer-
oriented
 Person vs. Role: Conflicts between what jobs require and

employee’s own personality and beliefs
 Organizations must instill ‘professionalism’ in frontline staff
 Client vs. Client: Conflicts between customers that demand

service staff intervention
17 Sesi
Processes Advantage
Service Advantage
Processes
Emotional Labor
 ―The act of expressing socially desired emotions during

service transactions‖ (Hochschild, The Managed Heart)
 Performing emotional labor in response to society’s or
management’s display rules can be stressful
 Good HR practice emphasizes selective recruitment, training,
counseling, strategies to alleviate stress
Cycles of Failure, Mediocrity,
and Success
17 Sesi
Processes Advantage
Service Advantage
Processes
Cycle of Failure Diskripsi dan Learning Outcome
Cycle of Failure
 The employee cycle of failure

 Narrow job design for low skill levels
 Emphasis on rules rather than service
 Use of technology to control quality
 Bored employees who lack ability to respond to customer
problems
 Customers are dissatisfied with poor service attitude
 Low service quality
 High employee turnover
17 Sesi
Processes Advantage
Service Advantage
Processes
Cycle of Failure
 The customer cycle of failure

 Repeated emphasis on
attracting new customers
 Customers dissatisfied with
employee performance
 Customers always served by
new faces
 Fast customer turnover
 Ongoing search for new
customers to maintain sales
volume
17 Sesi
Processes Advantage
Service Advantage
Processes
Cycle of Failure
 Costs of short-sighted policies are ignored:

 Constant expense of recruiting, hiring, and training
 Lower productivity of inexperienced new workers
 Higher costs of winning new customers to replace those lost—
more need for advertising and promotional discounts
 Loss of revenue stream from dissatisfied customers who turn to
alternatives
 Loss of potential customers who are turned off by negative word-
of-mouth
17 Sesi
Processes Advantage
Service Advantage
Processes
Service Sabotage
―Openness‖ of Service Sabotage Behaviors

Covert Overt
Routine
Customer-Private Service Sabotage Customer-Public Service Sabotage
e.g., Waiters serving smaller e.g., Talking to guests like

servings, bad beer, or sour young kids and putting them
―Normality‖ of Service
Sabotage Behaviors wine down
Sporadic-Private Service Sabotage Sporadic-Public Service Sabotage
e.g., Chef occasionally e.g., Waiters spilling soup onto

purposefully slowing down laps, gravy onto sleeves, or hot
orders plates into someone‟s hands
Intermittent
Cycle Of Mediocrity Diskripsi dan Learning Outcome
Cycle Of Mediocrity
 Most commonly found in large, bureaucratic organizations that

are frustrating to deal with
 Service delivery is oriented towards

 Standardized service  Successful performance
 Operational efficiencies measured by absence of
 Promotions with long service mistakes
 Rule-based training
 Narrow and repetitive jobs
 Little incentive for customers to cooperate with organizations to

achieve better service
 Complaints are often made to already unhappy employees
 Customers often stay because of lack of choice

Cycle of Success
Cycle of Success Diskripsi dan Learning Outcome
 Longer-term view of financial performance; firm seeks to

prosper by investing in people
 Attractive pay and benefits attract better job applicants
 More focused recruitment, intensive training, and higher

wages make it more likely that employees are:
 Happier in their work
 Provide higher quality, customer-pleasing service
17 Sesi
Processes Advantage
Service Advantage
Processes
Cycle of Success
 Broadened job descriptions with empowerment practices

enable frontline staff to control quality, facilitate service
recovery
 Regular customers more likely to remain loyal because

they:
 Appreciate continuity in service relationships
 Have higher satisfaction due to higher quality
17 Sesi
Processes Advantage
Service Advantage
Processes
Human Resources
Management –
How to Get it Right?
17 Sesi
Processes Advantage
Service Advantage
Processes
The Service Talent Cycle Diskripsi dan Learning Outcome
Hire the Right People
The old saying „People are your most important asset‟ is wrong.
The RIGHT people are your most important asset.
Jim Collins
17 Sesi
Processes Advantage
Service Advantage
Processes
Be the Preferred Employer
 Create a large pool: ―Compete for Talent Market Share‖
 Select the right people:

 Different jobs are best filled by people with different skills, styles,
or personalities
 Hire candidates that fit firm’s core values and culture
 Focus on recruiting naturally warm personalities for customer-
contact jobs
17 Sesi
Processes Advantage
Service Advantage
Processes
Tools to Identify Best Candidates
 Employ multiple, structured interviews

 Use structured interviews built around job requirements
 Use more than one interviewer to reduce ―similar to me‖ biases
 Observe behavior
 Hire based on observed behavior, not words you hear
 Best predictor of future behavior is past behavior
 Consider group hiring sessions where candidates are given group
tasks
17 Sesi
Processes Advantage
Service Advantage
Processes
Tools to Identify Best Candidates
 Conduct personality tests

 Willingness to treat co-workers and customers with courtesy,
consideration, and tact
 Perceptiveness regarding customer needs
 Ability to communicate accurately and pleasantly
 Give applicants a realistic preview of the job

 Chance for candidates to ―try on the job‖
 Assess how candidates respond to job realities
 Allow candidates to self select themselves out of the job
 Manage new employees’ expectation of job
Train Service Employees Diskripsi dan Learning Outcome
Service employees need to learn:
 Organizational culture, purpose, and strategy

 Promote core values, get emotional commitment to strategy
 Get managers to teach ―why,‖ ―what,‖ and ―how‖ of job
 Interpersonal and technical skills
 Product/service knowledge
 Staff’s product knowledge is a key aspect of service quality
 Staff must explain product features and position products
correctly
Is Empowerment Always Diskripsi dan Learning Outcome
Appropriate?
 Empowerment is most appropriate when:

 Firm’s business strategy is based on personalized, customized service,
and competitive differentiation
 Emphasis on extended relationships rather than short-term transactions
 Use of complex and non-routine technologies
 Service failures are non-routine
 Business environment is unpredictable
 Managers are comfortable letting employees work independently for
benefit of firm and customers
 Employees seek to deepen skills and have good interpersonal and group
process skills
17 Sesi
Processes Advantage
Service Advantage
Processes
Control vs. Involvement Diskripsi dan Learning Outcome
 Empowerment systematically redistributes the following:

 Information about operating results and measures of competitive
performance
 Knowledge/skills that enable employees to understand and contribute to
organizational performance
 Power to influence work procedures and organizational direction (e.g.,
quality circles, self-managing teams)
 Rewards based on organizational performance (e.g., bonuses, profit
sharing, stock ownership)
 The Control model concentrates these elements at the top of the

organization whereas the Involvement model pushes these
features throughout the organization
Levels of Employee Involvement
Suggestion involvement
• Employee makes recommendation through formalized program
Job involvement
• Employees retrained, supervisors reoriented to facilitate
performance
High involvement
• Information is shared for participation in management
decisions
• Employees skilled in teamwork, problem solving, etc.
• Profit sharing and stock ownership
Build High-Performance Service Diskripsi dan Learning Outcome
Delivery Teams
 The Power of Teamwork in Services

 Facilitate communication among team members and knowledge
sharing
 Higher performance targets
 Pressure to perform is high
 Creating Successful Service Delivery Teams

 Emphasis on cooperation, listening, coaching, and encouraging
one another
 Understand how to air differences, tell hard truths, ask tough
questions
 Management needs to set up a structure to steer teams toward
success
Motivate and Energize the Frontline
 Use full range of available rewards effectively, including:
 Job content
 People are motivated knowing they are doing a good job
 Feedback and recognition

 People derive a sense of identity and belonging to an organization
from feedback and recognition
 Goal accomplishment
 Specific, difficult but attainable, and accepted goals are strong
motivators
Role of Labor Unions
 Challenge is to work jointly with unions, reduce conflicts,

and create a service climate
 Labor unions and service excellence are sometimes seen

as incompatible, yet many of the world’s most successful
service businesses are highly unionized (e.g., Southwest
Airlines)
 Management consultation and negotiation with union

representatives are essential if employees are to accept
new ideas
17 Sesi
Processes Advantage
Service Advantage
Processes
Service Leadership
and Culture
17 Sesi
Processes Advantage
Service Advantage
Processes
Service Leadership and Culture
 Charismatic/transformational leadership:
 Change frontline personnel’s values and goals to be consistent
with the firm
 Motivate staff to perform at their best
 Service culture can be defined as:

 Shared perceptions of what is important
 Shared values and beliefs of why they are important
A strong service culture focuses the entire organization on

the frontline, with the top management informed and
actively involved
The Inverted Organizational Pyramid Diskripsi dan Learning Outcome
Internal Marketing
 Necessary in large service businesses that operate in

widely dispersed sites
 Effective internal marketing helps to:

 Ensure efficient and satisfactory service delivery
 Achieve harmonious and productive working relationships
 Build employee trust, respect, and loyalty
17 Sesi
Processes Advantage
Service Advantage
Processes
Summary Diskripsi dan Learning Outcome
 Service employees are crucially

important to firm’s success
 Source of customer loyalty and
competitive advantage
 Frontline work is difficult and

stressful; employees are
boundary spanners, undergo
emotional labor, face a variety of
conflicts
 Understand cycles of failure,

mediocrity, and success
Summary Diskripsi dan Learning Outcome
 Know how to get HRM aspect right

 Hire the right people
 Identify the best candidate
 Train service employees actively
 Empower the frontline
 Build high-performance service delivery teams
 Motivate and energize people
 Unions have a role to play
 Understand role of service culture and service leadership in

sustaining service excellence

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Pertemuan 9

Manajemen Pemasaran SBI541 (1-3) Semua

Diskripsi Mata Kuliah Leaning Outcome and Managing

 This course will discuss concepts

company to market their products. concepts of Processes

Targeting, the elements of Pokok

marketing mix: products, price,  Students are able to Bahasan

able to explain the concepts and strategy for good or Advantage

1. Konsep Pemasaran dan Strategi 11. Perencanaan Pemasaran

2. Analisis Pasar Konsumen Service

4. Segmentasi, Diferensiasi dan Masyarakat and Managing

17. Chapter 8. Designing and Managing Advantage

6. Nilai Pelanggan Service Processes

8. Strategi Produk Service Advantage

20. Chapter 13. Complaint Handling and Pustaka

3 21. Presentasi Marketing Plan Biodata

Bab 1. Konsep Pemasaran dan Strategi Bersaing Strategi Pemasaran Bersaing 12

Bab 2. Segmentasi Pasar, Positioning dan Diferensiasi dan Positioning 33

 Bab 3 Strategi Produk 41 Bab 4. Strategi Harga 63

Tahap 5. Memilih Metode Penetapan Harga 71 Bab 5. Strategi Distribusi 97

Menyusun Komunikasi Effektif 135 Tujuan Public Relations159

Identifikasilah pendengar sasaran 135 Fungsi Public Relations161

Tentukanlah tujuan-tujuannya 136 Kegiatan Public Relations 163

Merancang Komunikasi 137 Strategi Public Relations

 Bab 10. Marketing Plan Minuman Herbal

Oleh: Agung Dwi Nanda, Ahmad Mukti

Home - Dropbox Pokok

Ujang Sumarwan is a professor in Consumer Behavior in the Department of Family

Hartoyo, PhD. Lahir di Indramayu, 14 Juli 1963. Lulus program

Kirbrandoko dilahirkan di Madiun, 16

Mukhamad Najib Sehari-hari aktif sebagai dosen di Departemen Manajemen

Christopher Lovelock., Jochen Wirtz. 2011. Services Marketing:

Chapter 8. Designing and Managing Service Processes.

Flowcharting Customer Service Processes

Christopher Lovelock., Jochen Wirtz. 2011. Services Marketing:

Chapter 11. Managing People for Service Advantage

Service Employees Are Crucially Important

Extended Marketing Mix for Services: The 3 Ps

How Customer gets How to convince

 Flowcharting Customer Service Processes

 Blueprinting Services to Create Valued Experiences and

 Service Process Redesign

 The Customer as Co-Producer

 Technique for displaying the nature and sequence of the different

 Offers way to understand total customer service experience

 Shows how nature of customer involvement with service

Blueprinting the Restaurant

 Act 2: Delivery of Core Product

 Act 3: The Drama Concludes

 Identify fail points

 Analysis of reasons for failure reveals opportunities for

 Need fail-safe methods for both employees and customers

 Service providers set standards for each step sufficiently

 Performance targets – specific process and team

 Evaluated based on distinction between standards and

 First impression is important

 For low-contact service, a

 Revitalizes process that has become outdated

 Changes in external environment make existing practices

 Rusting occurs internally

“Institutions are like steel beams—they tend to rust. What

Mitchell T. Rabkin, MD,

 Redesign aims to achieve these performance measures: