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The services sector treats services as intangible products, service as a customer experience and service as a package of facilitating goods and services. Significant aspects of service as a product are a basis for guiding decisions made by service operations managers. [4]
An intangible good is claimed to be a type of good that does not have a physical nature, as opposed to a physical good (an object). Digital goods such as downloadable music , mobile apps or virtual goods used in virtual economies are proposed to be examples of intangible goods.
A tangible good like an apple differs from an intangible good like information due to the impossibility of a person to physically hold the latter, whereas the former occupies physical space. Intangible goods differ from services in that final (intangible) goods are transferable and can be traded, whereas a service cannot.
Goods can be returned while a service, once delivered cannot. [4] Goods are not always tangible and may be virtual e.g. a book may be paper or electronic. Marketing theory makes use of the service-goods continuum as an important concept [5] which "enables marketers to see the relative goods/services composition of total products". [6]
When combining the activities with the concepts of the product structure model it will result in a process-data diagram. This diagram displays the steps which need to be taken within the process of product structure modeling together with the deliverables, at the right side, which are outcomes of these activities.
Price is only a part of the total cost to satisfy a want or a need. The total cost will consider for example the cost of time in acquiring a good or a service, a cost of conscience by consuming that or even a cost of guilt "for not treating the kids". [34] It reflects the total cost of ownership.
A combination of a primary product with additional goods and services defines the total product to the customer. [1] In other words, a CBP is a combination of services and goods that adds value to the primary product acquired by the customer. The primary product is the "core" offering that attracts customers and satisfies their basic needs ...
The razor and blades business model [1] is a business model in which one item is sold at a low price (or given away) in order to increase sales of a complementary good, such as consumable supplies. It is different from loss leader marketing and product sample marketing , which do not depend on complementary products or services.