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Servicescapes.docxRunning head: DB1: SERVICESCAPE 1
DB1: SERVICESCAPE 5
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Key Concept
Researchers argue that creating value for the customer consuming a service depends on more than just the service rendered; researchers contend that the environment may be just as important, if not more important, than the service itself (Fernandes & Neves, 2014). The physical layout of the space, lighting, equipment, employees, as well as other customers all come together to create what scholars refer to as the servicescape (Fernandes & Neves, 2014). I wanted to research the servicescape concept to become more familiar with the idea. I have an engineering background and have a somewhat limited experience with customer service or marketing.
Comparison
In the reading this week, the authors note that the servicescape includes environmental factors such as the ambient conditions, layout, and artifacts, to name a few (Meredith & Shafer, 2016). This definition of servicescape is consistent with other research regarding this subject, however some scholars suggest that in addition to the physical environment the concept of servicescape should also include other customers and employees of the facility in which the service takes place (Fernandes & Neves, 2014; Hietanen et al., 2016; Jobst & Boerner, 2015). While the text suggests that the servicescape is more important for self-service functions than if there are employees to help the customers this idea seemed to be contrary to other studies that concluded the servicescape played a vital role in operations such as dining facilities (Kim & Magnini, 2016; Meredith & Shafer, 2016). However, Meredith and Shafer’s point that the spatial layout of the servicescape in important to factors such as customer value perceptions and customers’ future purchase intentions seems to be consistent with other researchers in this area (Hietanen et al., 2016; Meredith & Shafer, 2016). One point that Meredith and Shafer (2016) make is that of the servicescape in the physical absence of customers, such as in a call center; the authors point out that this space can be tailored to meet the specific needs of the employees rather than that of the customers such that the employees best situated to provide the best customer service possible. The physical absence of customers in the servicescape is not mentioned in the other literature reviewed, although Meredith and Shafer’s point does seem logical and well supported by their work (Meredith & Shafer, 2016).
Article Summary
Jobst and Boerner (2015) studied how the primary service provided as well as the servicescape each affected the value creation process during consumption of a service. The researchers used data collected from German theater patrons in their research and note that there may be some limitations to their study based on the cultural specifics of the participants in the study. Jobst and Boerner measured several factors of both the primary service and the servicescape to help identify where the majority of the value creation occurred in the service consumption; additionally, the researchers were interested in understanding the importance of the servicescape as compared to the primary service provided (Jobst & Boerner, 2015). Most notably, the research suggest that the primary service provided is more significant in the value creation than the servicescape that the service was provided in (Jobst & Boerner, 2015). The authors do note that the servicescape plays a role in the value creation process, but that this is only secondary to the primary service provided Jobst & Boerner, 2015). It is argued that when both, the primary service and the servicescape, are properly managed that the value created can be increased more than by managing only one factor alone Jobst & Boerner, 2015). Lastly, Jobst and Boerner (2015) suggest that other studies that have investigated the value of the servicescape by itself may have overestimated the servicescape’s value in comparison to the actual service provided (Jobst & Boerner, 2015).
Biblical Integration
While it may be difficult to see a direct correlation between the bible and the servicescape concept the bible does specifically discuss how we, as Christians, are to conduct ourselves in the business environment and this idea can be easily extended to the servicescape we create while conducting business. Many scholars suggested that the servicescape included other customers as well as the employees, which is where we come into play (Hietanen et al., 2016; Jobst & Boerner, 2015; Kim & Magnini, 2016). First, in Joshua 1:9 we learn that God is with us no matter where we go, including work. While this might seem to be an idea we teach children, we would be good to remember this in our business environment where it may be all too easy to forget our faith when surrounded by temptation. Next, we would do good to remember that any success we might enjoy in our business is a gift from God and that 1Thessalonians 5:16-19 teaches us to be give thanks and to be joyful in all circumstances. This may be particularly difficult for some people not experiencing success at the time however, we can take comfort knowing that God’s will is being done in our life as stated in 1 Thessalonians 5:16-19. Lastly, and especially comforting in times of economic uncertainty, 2 Corinthians 9:8 teaches us that we will have all that we need, not necessarily all that we want or desire but all that we need. Our business plans may not produce the desired results at all time, but Christians should have joy in their lives, be grateful to God for what we do have, and have faith that God is working in our lives.
Application
Servicescapes are all around us in almost every place we conduct business although the servicescape may not have been intentionally designed (Hietanen et al., 2016). One area that servicescapes have been proven to be beneficial is in the restaurant industry by creating an environment where customers desires are more in line with that of the management. For example, researchers suggest that when the operators of a restaurant want to sell more hot beverages the operators can reduce the temperature of the seating area or if the operators want to move customers through the seating area at a higher pace they can increase the lighting (Kim & Magnini, 2016). Moreover, some restaurants may want customers to linger by creating a more luxurious dining experience, and therefore charge higher prices, other firms may want to create a more relaxed environment and charge lower prices with a higher table turnover rate. Managers can utilize servicescape information to create congruency between the strategic goals of the firm and the actual operations of the firm.
References
Fernandes, T., & Neves, S. (2014). The role of servicescape as a driver of customer value in experience-centric service organizations: The Dragon Football Stadium case. Journal of Strategic Marketing, 22(6), 548-560.
Hietanen, J., Andéhn, M., Iddon, T., Denny, I., & Ehnhage, A. (2016). Consuming a machinic servicescape. Advances in Consumer Research, 44, 304-308.
Jobst, J., & Boerner, S. (2015). The impact of primary service and servicescape on customer satisfaction in a leisure service setting: An empirical investigation among theatregoers. International Journal of Nonprofit & Voluntary Sector Marketing, 20(3), 238-255.
Kim, S., & Magnini, V. P. (2016). Prompting restaurant diners to eat healthy: Atmospheric and menu-related factors. Journal of Foodservice Business Research, 19(3), 236-254.
Meredith, J. R., & Shafer, S. M. (2016). Operations and supply chain management for MBAs (6th ed.). Hoboken, NJ: John Wiley & Sons, Inc.
