Professional Documents
Culture Documents
1, 2011
ABSTRACT
The purposes of this research are: (a) to investigate the generalisability of Boom and Bitner's (1981) services
Marketing Mix Paradigm (SMM), 7Ps, and (b) to examine the effect of SMM on business performance in
Jordan's services organisations. A quantitative methodology was adopted in which a structured questionnaire was
developed and distributed to a sample of 164 marketing managers in Jordan's services organisations. With a
response rate of 91.2%, 146 questionnaires were returned and were valid for data analysis. Structural equation
modeling was used to test the research model and hypotheses. The empirical findings of exploratory and
confirmatory factor analyses indicate that the 7Ps of the SMM are found to be only 5Ps in the Jordanian context.
Structural paths analyses findings indicate that the 5Ps of SMM have a positive and significant influence on
Jordan's service organisations performance. The findings also indicate that the strongest predictors of the 5Ps
model on performance are people (the service providers), service price and service distribution, respectively. A
major finding is that the expanded 3Ps (people, process, physical evidence) of SMM have loaded on only one
factor named as "people", meanwhile the 4Ps of traditional marketing mix loaded on four factors as theoretically
proposed. Managers should adopt the 5Ps of SMM but the fifth P (people) should include the expanded 3Ps
(people, process, physical evidence) as an integrated approach to achieve intended performance levels. However,
the research model is developed and tested in Jordan's services organisations which may limit its generalisability
to other service industries without further examination. The major contribution of this study is that it is the first
quantitative empirical study that has examined the SMM model elements and their effect on business
performance in the Jordanian context.
Keywords: Services Marketing Mix, 7Ps, 4Ps, People, Services, Business Performance, Jordan.
INTRODUCTION
positioning
and,
fully-integrated
marketing
scholars.
traditional
marketing
framework
should
the
be
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3.
marketing
measures?
4.
mix
elements
and
services
business
performance?
Research Objectives
1.
2.
operating in Jordan.
3.
measures.
4.
performance.
Literature Review
relevant
business
literature
of
the
SMM
and
1.
in Jordan?
2.
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Mamoun N. Akroush
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Scandinavian
approach
scholars
(product),
who
joined
interaction
this
with
debate.
customers
Perspectives
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Mamoun N. Akroush
targeting,
and
channels,
differentiation,
selling
management.
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advantage.
recently,
some
McDonald
(2002)
argued
that
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Mamoun N. Akroush
researchers
Companys
relationship
applying
marketing
marketing.
He
found
that
have
generally
performance
strategy
research
agreed
should
that
be
business
assessed
(Venkatraman,
1990;
proposed model.
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Independent Variables
Dependent Variables
Service Product
Service Price
Service Promotion
Business Performance
Service Distribution
Financial Measures
Customer Measures
People
Service Process
Service Physical Evidence
Hypotheses Development
1999;
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Zeithaml
and
Bitner
2000).
The
unique
Mamoun N. Akroush
construct.
this construct.
Service Distribution is defined as the extent to
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this construct.
customer
friendly
atmosphere
in
their
working
Research Methodology
Company Performance
Business
assessed
Norton,
performance
performance
1992).
should
Organisational
be
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Mamoun N. Akroush
Data
self-completion
response
the
were
collected
alternative
using
questions
that
required
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were not met and were far below the recommended cut-
GFI=0.667,
AGFI=0.621,
SRMR=0.078,
and
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Mamoun N. Akroush
because
iterative
businesses.
the
fitting
algorithm
involves
Second,
the
findings
provide
strong
important, respectively.
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all factor loadings are significant and that the scales exhibit
fit were met. The results emerged from CFA support the
model is fit.
Convergent validity is examined by using the BentlerTable 1: Exploratory Factor Analysis (EFA) Results for the Services Marketing Mix Components
Code
EFA Results
Five Factors
Eigen
Loadings
value
Deleted
2.284
SP1
SP2
Our company employees play a crucial role in building our brand reputation
0.640
SP3
Our company introduces new services as a strategic tool for growth and
0.712
continuation
SP4
Our company has a well established strategy for developing new services
0.601
SP5
0.680
strategy
SP6
Our company leverages customer services staff abilities, knowledge and quality
0.612
0.451
SPRI2
0.688
SPRI3
0.786
SPRI4
We have different price levels according to the market segments which we serve
0.513
SPRI5
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Deleted
1.569
Code
Mamoun N. Akroush
EFA Results
SPRO1
0.842
SPRO2
0.687
SPRO3
0.631
SPRO4
0.556
SPRO5
0.842
SPRO6
Deleted
1.799
0.770
SDIS2
0.631
SDIS3
0.703
SDIS4
SDIS5
3.135
Deleted
0.644
groups
SDIS6
0.765
0.743
13.540
0.613
CO2
0.700
CO3
0.740
CO4
0.650
CO5
0.663
CO6
0.623
CO7
0.673
SDP1
0.717
work processes
SDP2
Well qualified and trained people to interact with customers during service
0.717
delivery process
SDP3
0.733
SDP4
0.645
Using standard procedures in our company and its branches for delivering
services to customers
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0.661
Code
EFA Results
SPE1
0.711
atmosphere
SPE2
0.722
atmosphere
SPE3
0.752
0.731
achieve our company image e.g. using uniform colours, firms logo
Sampling adequacy (Kaiser-Meyer-Olkin measure greater than
0.853
0.5):
Items deleted in EFA due to weak
CFA Results
Factor
Composite
Average
Loadings
Reliability
Variance
Extracted
SP2
0.70
0.88
0.62
0.83
0.62
0.69*
0.72*
0.73*
0.71*
0.75
return
SPRI2
Deleted
willing to pay
SPRI3
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0.79*
Mamoun N. Akroush
CFA Results
marketplace
SPRI4
0.76*
Deleted
0.84
0.57
0.86
0.56
0.93
0.60
magazines
SPRO2
0.69
contact points
SPRO3
0.72*
SPRO4
0.74*
SPRO5
0.78*
0.70*
services
SDIS2
Deleted
SDIS3
0.69*
SDIS5
0.74*
0.80*
0.74*
0.72
and requirements
CO2
0.78*
Marketing
chief
executive
participates
in
top
Deleted
Deleted
management decisions
CO4
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CFA Results
0.75*
satisfaction
CO6
0.72*
frequently
CO7
0.77*
our services
SDP1
0.72*
0.72*
0.77*
Deleted
0.71*
0.71*
0.70*
0.73*
Having
customer
contact
employees
dressed
Deleted
GFI
AGFI
NFI
CFI
NNFI
SRMR
RMSEA
goodness of fit
P 0.05
0.90
0.80
0.90
0.08
< 0.10
0.90
0.90
0.949
0.932
0.061
0.080
indices:
Desired Level
Model indices
593.0, P=0.000
0.937
0.926
results
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0.931
Mamoun N. Akroush
Table 3: Exploratory Factor Analysis (EFA) Results for Business Performance Dimensions
EFA Results
Five Factors
Eigen
Loadings
value
5.383
0.705
FP2
0.818
FP3
0.836
FP4
0.787
FP5
0.772
FP6
0.752
1.689
CP1
0.784
CP2
0.873
CP3
0.894
CP4
0.823
competitors
Sampling adequacy (Kaiser-Meyer-Olkin measure greater than 0.5):
0.885
Table 4: Confirmatory Factor Analysis (CFA) Results for Business Performance Dimensions
Business Performance Dimensions
CFA Results
Factor Loadings
Composite
Average
Reliability
Variance
Extracted
FP1
0.70
competitors
FP2
0.80*
competitors
FP3
0.76*
close competitors
FP4
0.78*
competitors
FP5
0.77*
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0.83*
0.92
0.60
CFA Results
0.77
0.92
0.74
competitors
CP2
0.87*
CP3
0.89*
period of time
CP4
0.80*
of fit indices:
GFI
AGFI
NFI
CFI
NNFI
SRMR
RMSEA
P 0.05
0.90
0.80
0.90
0.90
0.90
0.08
< 0.10
Model indices
7.6,
0.923
0.884
0.946
0.963
0.948
0.054
0.085
results
P=0.08
Desired Level
Service
Service
Service
Service
Service
Financial
Customer
Constructs
Product
Price
Promotion
Distribution
People
Performance
Performance
Service
Product
(M = 4.35, std
= 0.59)
Service Price
0.313**
0.453**
0.394**
0.416**
0.350**
0.560**
(M = 3.65, std
= 0.70)
Service
Promotion
(M = 3.96, std
= 0.78)
Service
Distribution
(M = 3.77, std
= 0.79)
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Mamoun N. Akroush
The Research
Service
Service
Service
Service
Service
Financial
Customer
Constructs
Product
Price
Promotion
Distribution
People
Performance
Performance
Service People
0.629**
0.405**
0.546**
0.468**
0.324**
0.350**
0.235**
0.377**
0.426**
0.320**
0.332**
0.283**
0.306**
0.500**
0.521**
(M = 4.14, std
= 0.67)
Financial
Performance
(M = 3.90, std
= 0.70)
Customer
Performance
(M = 4.13, std
= 0.77)
**Correlation is significant at the 0.01 level
and service promotion failed to show significant
Findings
The analysis is performed by running direct
variations
service
predictors
of
variations
in
companies
financial
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in
companies
distribution
failed
customer
to
show
performance.
significant
Financial
0.05
0.19*
0.16
Service
Price
Performance
0.24*
0.26*
Service
Promotion
0.04
0.18*
0.06
0.10
0.44*
Service
Distribution
Service
People
Customer
Performance
Figure 2 The Empirical Research Model: Services Marketing Mix and Performance
Table 6: Structural Path Models Results: Services Marketing Mix and Business Performance
Dependent Variables in the Regression Path are Financial and Customer Business Performance
Financial Performance
2
Independent Variables
Customer Performance
R2
0.261
0.275
T Value
Sig. T
T Value
Sig. T
Service Product
0.05
0.540
0.116
0.04
0.119
0.126
Service Price
0.19
2.290
0.026
0.18
2.208
0.032
Service Promotion
0.16
1.565
0.090
0.06
0.594
0.098
Service Distribution
0.24
2.540
0.014
0.10
0.924
0.090
People
0.26
2.681
0.010
0.44
4.127
0.000
2 =8.24,
GFI=
AGFI=
NFI=
CFI=
NNFI=
SRMR=
RMSEA=
goodness of fit
p=0.10
0.972
0.989
0.983
0.980
0.982
0.048
0.060
indices:
Results Discussion
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Mamoun N. Akroush
prevailing
services
finding.
in
the
marketing
practice
of
Another
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decisive
factor
that
affected
financial
that the customer has to receive value for the paid price
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Mamoun N. Akroush
Conclusions
The aim of this research was to examine the
integrated
of the SMM are not separate 3Ps, rather they are actually
marketing
offer.
Managers
of
service
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empirical
of this work.
attempts
devoted
to
make
such
an
markets at large.
one
of
highly
controversial
marketing
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Mamoun N. Akroush
customers
performance.
in
order
to
have
improved
business
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2009/12/19 .2010/9/6
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