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* This text examines why managing the marketing function has become a responsibility for top-level executives; and why the total marketing function is spread throughout the organization and executing marketing has become a responsibility for practically everyone.
List of contents
1 The Service and Relationship Imperative: Managing in Service Competition
2 The Nature of Services and Service Consumption, and its Customer Management Implications
3 The Service Profit Logic and Service Management Principles
4 Service and Relationship Quality
5 Quality Management in Services
6 Return on Service and Relationships
7 Managing the Augmented Service Offering
8 Managing Productivity in Service Organizations
9 Managing Marketing or Customer-Focused Management
10 Managing Integrated Marketing Communication and Relationship Communication
11 Managing Brand Relationships and Image
12 The Role of Social Media in Services Management
13 Customer-focused Organization: Structure, Resources and Service Processes
14 Managing Internal Marketing: A Prerequisite for Successful Customer Management
15 Managing Service Culture: The Internal Service Imperative
16 Transforming a Manufacturing Firm into a Service Business
17 Conclusions: Managing Sevice and Relationships
About the author
Christian Gronroos is Professor of Service and Relationship Marketing at the Hanken Swedish School of Economics and Business Administration, Finland, where he is chair of the research centre CERS (Centre for Relationship Marketing and Service Management). He is also a former visiting Professor at Arizona State University and a research fellow of its Centre for Services Marketing and Management. He has received the American Marketing Association's Award for Lifetime Contribution to the services field and has been involved in executive education in Europe, North America, Latin America, Asia (including mainland China), Australia and New Zealand.
Summary
* This text examines why managing the marketing function has become a responsibility for top-level executives; and why the total marketing function is spread throughout the organization and executing marketing has become a responsibility for practically everyone.
