It is strongly recommended that you complete BMA506 Foundations of Marketing and BMA604 Consumer Decision Making before undertaking this unit to ensure you have the necessary level of knowledge to successfully complete assessments.
Services dominate the global economy. Australia is a service economy, with the fastest growth rates in job formation, are in service industries. Even in emerging economies services contribute to half of the GDP growth. As a service consumer, you use an array of services, e.g. talking on the phone, social media services, using a credit card or ATM, navigating through University services and more. Services have unique characteristics that they are not as tangible as consumer products. Service marketers are required to sell experiences and value propositions to customers, which makes it difficult to ‘hook’ customers. Often, consumers do not know how to evaluate the value of a service or how it actually works to make their lives easier before buying and using it. This calls for better understanding of the uniqueness of nature of services and development of service-oriented marketing strategies.
The focus of this unit is to provide an overview of key strategic concepts and distinctive issues in modern services management and marketing. The unit will help students to develop knowledge about a specific characteristic of services across various industries and how to manage and market them. The unit will help students to learn how to create and develop relationships with customers by providing meaningful service solutions and plan to recruit and retain qualified service professionals. Students will also acquire knowledge about contemporary service thinking both in scholarly research and practice (e.g. service innovation and design thinking) and its implications for managing new age service firms. Students will develop skills for resolving service-oriented issues faced by service providers.
|Unit name||Services Marketing|
|College/School||College of Business & Economics
Tasmanian School of Business and Economics
|Coordinator||Doctor Gaurangi (Gauri) Laud|
|Available as student elective?||No|
|Delivered By||Delivered wholly by the provider|
|Location||Study period||Attendance options||Available to|
|Hobart||Semester 1||On-Campus||Off-Campus||International International||Domestic Domestic|
- International students
- Domestic students
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|Study Period||Start date||Census date||WW date||End date|
* The Final WW Date is the final date from which you can withdraw from the unit without academic penalty, however you will still incur a financial liability (see withdrawal dates explained for more information).
Unit census dates currently displaying for 2022 are indicative and subject to change. Finalised census dates for 2022 will be available from the 1st October 2021. Note census date cutoff is 11.59pm AEST (AEDT during October to March).
- Explain theories and concepts related to the service sector and how to distinguish the unique characteristics of services.
- Apply specific marketing and management principles and practices to manage service firms
- Develop strategies to build and enhance the service brands
|Field of Education||Commencing Student Contribution 1||Grandfathered Student Contribution 1||Approved Pathway Course Student Contribution 2||Domestic Full Fee|
- Available as a Commonwealth Supported Place
- HECS-HELP is available on this unit, depending on your eligibility3
- FEE-HELP is available on this unit, depending on your eligibility4
1 Please refer here more information on student contribution amounts.
2 Information on eligibility and Approved Pathway courses can be found here
3 Please refer here for eligibility for HECS-HELP
4 Please refer here for eligibility for FEE-HELP
Please note: international students should refer to this page to get an indicative course cost.
|Assessment||Presentation (45%)|Tutorial Participation/Other Participation (30%)|Case Study (25%)|
|Timetable||View the lecture timetable | View the full unit timetable|
Aarikka-Stenroos, L, & Jaakkola, E 2012, ‘Value co-creation in knowledge-intensive business services: a dyadic perspective on the joint problem-solving process’, Industrial Marketing Management, vol. 41, no. 1, pp.15-26.
Amonini, C, McColl-Kennedy, JR, Soutar, GN & Sweeney, JC 2010, ‘How professional service firms compete in the market: an exploratory study’, Journal of Marketing Management, vol. 26, no. 1-2, pp.28-55.
Biedenbach, G, Bengtsson, M & Wincent, J 2011, ‘Brand equity in the professional service context: analyzing the impact of employee role behaviour and customer–employee rapport’, Industrial Marketing Management, vol. 40, no. 7, pp.1093-1102.
Berkovi, J., 2016, ‘Effective client management’ in Professional services: how to build successful client relationships, Routledge.
Chae, B 2012, ‘A framework for new solution development: an adaptive search perspective’, The Service Industries Journal, vol. 32, no. 1, pp.127-149.
Delbufalo, E, Appolloni, A & Cerruti, C 2013, ‘Strategic and organisational determinants of performance in Italian management consulting firms’, International Journal of Globalisation and Small Business, vol. 5, no. 1, pp.78-97.
Greenwood, R, Li, SX, Prakash, R & Deephouse, DL 2005, ‘Reputation, diversification, and organizational explanations of performance in professional service firms’, Organization Science, vol. 16, no. 6, pp.661-673.
Hogan, SJ, Soutar, GN, McColl-Kennedy, JR & Sweeney, JC 2011, ‘Reconceptualizing professional service firm innovation capability: scale development’, Industrial Marketing Management, vol. 40, no. 8, pp.1264-1273.
Jaakkola, E & Hakanen, T 2013, ‘Value co-creation in solution networks’, Industrial Marketing Management, vol. 42, no. 1, pp.47-58.
Jensen, SH, Poulfelt, F & Kraus, S 2010, ‘Managerial routines in professional service firms: transforming knowledge into competitive advantages’, The Service Industries Journal, vol. 30, no. 12, pp.2045-2062.
Kaiser, S & Ringlstetter, MJ 2010, Strategic management of professional service firms: theory and practice, Springer Science & Business Media, Springer Heidelberg.
Kotler, P, Hayes, TJ & Bloom, PN 2002, Marketing professional services: forward-thinking strategies for boosting your business, your image, and your profits, Prentice Hall Press, USA.
Schultz, M, Doerr, JE & Frederiksen, L 2013, Professional services marketing: how the best firms build premier brands, thriving lead generation engines, and cultures of business development success, John Wiley & Sons, Australia.
Sweeney, JC, Soutar, GN & McColl-Kennedy, JR 2011, ‘The marketing practices-performance relationship in professional service firms’, Journal of Service Management, vol. 22, no.3, pp.292-316
Treem, JW 2012, ‘Communicating expertise: knowledge performances in professional-service firms’, Communication Monographs, vol. 79, no. 1, pp.23-47.
Broderick, M 2013, The art of managing professional services: insights from leaders of the world's top firms, Pearson Publication,Australia.
Lovelock, CL, Patterson, PG & Wirtz, R 2014, Services marketing: an Asia-Pacific and Australian perspective, 6th edn, Pearson Australia, NSW.
Maister, DH 2007, Managing the professional service firm, Simon and Schuster, boston, ma, 02116 USA.
McLaughlin, MW 2009, Winning the professional services sale: unconventional strategies to reach more clients, land profitable work, and maintain
|Links||Booktopia textbook finder|
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