the circle of satisfaction the metaphor of theatre

The metaphor of theatreThe circle of satisfaction

In this module we: Present the metaphor that business is like a

theatrical production As marketing practitioners we are creating a

dramaturgy – a series of interactions where there is a backstage and a front stage

Present tools to analyse the performance and the relationships that form between the actors.

Directions

Doing business is like a theatrical production

Google: Grove & Fisk (1992) ‘Services as theatre’ a classic article

This metaphor draws attention to several important considerations: Most times we are unaware of the back-stage until something goes wrong That for a ‘show’ to achieve long-term success, consistent high quality is required Consistent high quality is essential to build trust & generate positive word-of-mouth. Therefore, it is the consumer who determines whether a product will be a hit

Business is like theatre Exchanges are performances Performances are live Experience is an important component Front & back stage people need to collaborate There are roles scripts & control

Expanding on this metaphor

The metaphor of theatreThere are other similarities Dramaturgy [artistic vision] – the business philosophy Rehearsing – training, role playing, learning lines Debriefing - reflecting & reviewing the performance – feedback Wardrobe – communication through appropriate dress Stagecraft – the aspects of place Communication – what is said & how [non-verbal communication] Reviews – critics will reward or punish based on evaluations Collaboration – performance is based on common goals

Different management techniques long-term planning maintaining consistent quality managing in real time choreographing the production providing audience/actor interactions providing an epistemic experience constant evaluation need for continuous improvement

Managing theatre

The metaphor of theatre

The importance of understanding the audience The importance of a director who provides the artistic vision The need to manage the talents of the actors Provide direction through comprehensive scripts A performance as a series of actions that need to be rehearsed The need to stage manager the performance to ensure a

seamless flow Communicate responsibilities through a running order The importance of managing the backstage Communicate the story through the venue, set design, props, &

ambience Communicate the story & the roles through the wardrobe

helps us to understand the:

Is place carefully crafted to provide an ‘experience’

Can staff uniforms help create the theatre?

Is a restaurant experience like ‘live’ theatre?

Is a retail experience like ‘live’ theatre?

How important is non-verbal communication?

Is theatre part of the brand ?

Are staff & customers part of the production?

Can props be used to create the ambience?

Are retailers competing on theatre ?

What happens back-stage to make this happen front-stage

Are events carefully choreographed ?

Front-stage experience[customer]

Back-stage activities

[organisation]

The total product

2 important parts – front-stage & back-stage



[organisation]

The total product

Blueprints are a worthwhile tool outlines customer/organisation interactions identify & design required processes allocate resources to tasks reduce bottlenecks



[organisation]

The total product

Blueprints identify opportunities to: improve efficiency & effectiveness helps conform to specifications enhance the customer experience improve product delivery process



[organisation]

The total product

Blueprinting must be part of staff training, to ensure each person knows their role and script create a culture of job [role] ownership help/nurture/maximise/manage the talents roll-out new products more efficiently & effectively



[organisation]

The total product

Blueprints must include channel partners

Great example that we couldn’t do without

The product experience cannot be left to chance.

Marketing success is beyond luck

Introduce some tools to evaluate performance & achieve customer satisfaction SERVQUAL 5 Gap Theory Net promoter Score

Directions

Technical QualitiesWhat is delivered*

Functional QualitiesHow it is delivered*

**Parasuraman, Zeithaml & Berry (1985)

Product qualitiesthe what, the how, & the where**

Place Qualities Where it is delivered

*Gronroos (1984)

Product quality [what, how, where]

Dimensions of quality [SERVQUAL]

Adapted from Parasuraman, Zeithaml & Berry (1985); Chen (1998); Lovelock (2001)

Tangibles the presence of physical evidence of quality of qualityReliability consistency of performances and dependabilityResponsiveness willingness/readiness to provide serviceCompetence possession of required skills and knowledge to performCourtesy politeness, respect, consideration, friendlinessCommunications understand, be understood, confirm understandingCredibility trustworthiness, believability, honestyAccessibility approachability, contact abilitySecurity the freedom from danger, risk or doubtUnderstanding a conscious effort to assist

Cumulative dimensions of quality [SERVQUAL]

Collective dimensions of quality [SERVQUAL]

Net Promoter Score [NPS]Hi

ghly

unlik

ely

High

ly lik

ely

0 1 2 3 4 5 6 7 8 9 10

NPS explores the likelihood that a customer would recommend a product/organisation. NPS is often used to indicate whether an organisation is aligned with the marketing concept.

Can be used to compare competitors

Reichheld, (2003)

Marketing is a social exchange; that must be managed

Important product considerations What is delivered, how it is delivered, and where it is deliveredKeep in mind What isn’t measured can’t be managed What isn’t measured and isn’t rewarded will not get done

Closing product quality gaps

Word of mouth communication

Past experience, values

Recognition of a need

Expected product

Received product

Accurate written specifications

Management’s perceptions of customers’ needs

Gap 2

Gap 3

External communication with consumers

Gap 4

Gap 5

Adapted from Parasuraman et al. (1985)The 5 Gap model

cost-benefit-riskanalysis

Product selection

Gap 1

organisationscommunicate internally and externally to close the gaps5

Communication gap

This is the most important slide you

will ever see

Chief FinanceOfficer

The strategic planning group

ChiefInformation

Officer

ChiefMarketing

Officer

Chief Operations

Officer

Articulation of desired market position & basis of competition

Strategic Intent

Chief Executive

Officer

*C-Suite executives

Financeplan

Operationalplan

Informationplan

Marketingplan

The business plan

the circle of satisfaction the metaphor of theatre

Documents