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SERVICES2022.pptx

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Kiranmai Nedunuri
Kiranmai Nedunuri

The document discusses key concepts regarding services. It defines a service as an intangible act or performance offered by one party to another. Services have characteristics of intangibility, inseparability, variability, and perishability. The quality of a service depends on factors such as reliability, assurance, tangibles, empathy, and responsiveness. Internal marketing and interactive marketing are important strategies for service firms to effectively manage customer interactions. Companies must also focus on service differentiation, quality management, and productivity.

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SERVICE A service is any act or performance that one party can offer to another that is essentially intangible and does not result in the ownership of anything. Its production may or may not be tied to a physical product. ≒Services can be bought & sold, but which cannot be dropped on your foot
CHARACTERISTICS INTANGIBILITY INSEPARABILITY VARIABILITY PERISHABILITY
INTANGIBILITY A service has no physical attributes as a result, it is impossible to taste, feel , hear or smell before they are bought. Customers for many services have to buy them on trust since they cannot be inspected before use UNCERTAINITY IS REDUCEDTHROUGH SERVICE- QUALITY
INSEPARABILITY THEY ARE PRODUCED AND CONSUMED ATTHE SAMETIME BOTHTHE PROVIDER ANDTHE CLIENT AFFECTTHE SERVICE OUTCOME Simultaneous production & consumption E.g..: Dental service
INSEPARABILITY IN CASE OF ENTERTAINMENT AND PROFESSIONAL SERVICES BUYERS ARE HIGHLY INTERESTED INWHOTHE PROVIDER IS PRICE IS USEDTO RATIONTHE SUPPLY WHEN CLIENTS HAVE STRONG PROVIDER PREFERENCES
INCONSISTENCY The service performed by an individual provider may vary/differ over time Interaction between customer and provider may vary by customer Standardization is not possible.
VARIABILITY GOOD PERSONNEL SELECTION &TRAINING STANDARDIZINGTHE PERFORMANCE PROCESS MONITORING CUSTOMER SATISFACTIONTHRU SUGGESTIONS, COMPLAINT SYSTEMS, COMPARISON SHOPPING ETC.,
PERISHABILITY/INVENTORY SERVICES CANNOT BE STORED DEMAND FLUCTUATES CONSIDERABLY BY SEASON, BY DAY OFTHE WEEK AND EVEN HOUR OFTHE DAY ESPECIALLY WHEN DEMAND FLUCTUATESTHE SERVICE FIRMS HAVE A DIFFICULTY UNLIKEWHEN DEMAND IS STEADY
PERISHABILITY DIFFERENTIAL PRICING WILL SHIFT SOSME DEMAND FROM PEAKTO OFF-PEAK PERIODS NON PEAK DEMAND CAN BE CULTIVATED COMPLEMENTARY SERVICES CAN BE DEVELOPED DURING PEAKTIME TO PROVIDE ALTERNATIVESTOWAITINGTIME
SERVICE QUALITY DIMENSIONS Reliability: dependable and accurate performance (Japanese trains) Assurance: competence, courtesy, credibility and security (credit cards) Tangibles: appearance of physical elements ( warehouse) Empathy: easy access, good communication and customer understanding Responsiveness: Promptness and helpfulness
Types of services Services can be categorized into four groups, based on the service process- or operations carried out to deliver the service. People processing Possession processing Mental stimulus processing Information processing
People processing People seek services directed at themselves, being transported, fed, lodged etc., It is important for managers to think about process and output in terms of what happens to the customer. Non financial costs such as time, and mental and physical effort are to be considered .
Possession processing Often customers ask a service organization to provide treatment to a physical possession, house repair, computer repair, car repair etc. Customers are less physically involved, limited to dropping off the item or in case of heavy equipment, the service factory comes to the customer
Mental stimulus processing Services that interact with peoples minds include education, news and information, professional advice, psychotherapy Anything touching peoples minds has the power to shape attitudes and influence behavior Recipient need not be present physically in the service factory There is potential for manipulation, and hence strong ethical standards and careful monitoring are required.
Information processing Information is the most intangible form of service output, but it may be transformed into the more enduring tangible forms , represented by letters, reports, books, tapes or disks. These things can be done at arms length.
Comparison b/w product and service marketing Customers do not obtain ownership of service Service products cannot be stored Intangible elements dominate value creation Customers may be involved in the production process
Comparison b/w product and service marketing There is greater variability in operational inputs and outputs Many services are difficult for customers to evaluate Time factor assumes greater significance Distribution channels take different forms
SERVICES STRATEGIES INTERNAL MARKETING ISTO BE PRACTISED TRAIN AND MOTIVATE ITS CUSTOMER CONTACT AND SUPPORT SERVICE PERSONNEL
INTERNAL MARKETING Internal marketing is the promotion of a companys vision, mission, and culture to its employees with the objective of gaining their support. The companies that are the best at internal marketing treat employees as internal customers who need to be convinced of the company mission. They dont take their employees support of the company as a given, and instead make a deliberate effort to earn it.
INTERNAL MARKETING Because these top companies know how powerful it is when their (often large) employee base buys-in to what the company is doing, then spreads the word outside of the company via interactions with customers, friends, family, and social media. These businesses understand that their corporate voice isnt enough, and that customers develop opinions about the company well before using their product or service. Unsurprisingly, the benefits of internal marketing are numerous: Increased employee satisfaction and engagement Greater brand reach More trusted marketing Better customer service Improved recruiting and employer brand
SERVICES STRATEGIES INTERACTIVE MARKETING DESCRIBESTHE EMPLOYEES SKILL IN HANDLING CUSTOMER CONTACT
INTERACTIVE MARKETING SERVICE QUALITY IS ENMESHED WITHTHE SERVICE DELIVERER TECHNICAL QUALITY: What the customer receives as a result of interactions with the service firm (e.g. a meal in a restaurant, a bed in a hotel) FUNCTIONAL QUALITY.:How the customer receives the service; the expressive nature of the service delivery (e.g. courtesy, attentiveness, promptness)
INTERACTIVE MARKETING Interactive marketing is a shift toward a more customized and responsive way to reach consumers. Instead of running a print ad that consumers can only view, interactive marketing takes it a step further by asking them to vote, log on, take a quiz, or explore virtual reality (to name a few). Interactive marketing facilitates a two-way street of communication between a brand and its audience, records their responses and preferences, and then uses that information to develop even more customized marketing campaigns.
interactive marketing has numerous benefits Increased consumer engagement Greater brand awareness Better access to leads More consumer information and preferences Increased sales Greater consumer loyalty
MANAGING DIFFERENTIATION THE SERVICE COMPANY CAN DIFFERENTIATE ITS SERVICE DELIVERY THROUGH PEOPLE, PHYSICAL ENVIRONMENT ANDTHROUGH PROCESS
MANAGING SERVICE QUALITY ACCESS: CONVENIENT LOCATION,TIME COMMUNICATION:THE SERVICE IS DESCRIBED ACCURATELY INTHE CONSUMERS LANGUAGE COMPETENCE: EMPLOYEES POSSESS REQUIRED SKILL AND KNOWLEDGE
MANAGING SERVICE QUALITY COURTESY: ARE FRIENDLY, RESPECTFUL AND CONSIDERATE CREDIBILITY:TRUSTWORTHY RELIABILITY: CONISTENT & ACCURATE RESPONSIVENESS SECURITY: SERVICE IS FREE FROM DANGER
MANAGING SERVICE QUALITY TANGIBLES:THE SERVICETANGIBLES CORRECTLY PROJECTTHE SERVICE QUALITY UNDERSTANDING THE CUSTOMER
MANAGAING PRODUCTIVITY BETTER SELECTION ANDTRAINING PROCEDURES. INCREASETHE QUANTITY OF SERVICE BY SURRENDERING SOME QUALITY INDUSTRIALIZETHE SERVICE BY ADDING EQUIPMENT AND STANDARDIZINGTHE PRODUCTION
MANAGAING PRODUCTIVITY REDUCE OR MAKE OBSOLETETHE NEED FOR A SERVICE BY INVENTING A PRODUCT SOLUTION DESIGN A MORE EFFECTIVE SERVICE PRESENT CUSTOMERS WITH INCENTIVESTO SUBSTITUTETHEIR OWN LABOR FOR COMPANY LABOR
STAGES INTHE ADOPTION PROCESS THE ADOPTION PROCESS DESCRIBES HOW POTENTIAL CONSUMERS LEARN ABOUT NEW PRODUCTS,TRYTHEM AND ADOPT OR REJECT THEM
STAGES INTHE ADOPTION PROCESS MANAGEMENT SHOULD UNDERSTAND THIS PROCESS IN ORDERTO BUILD AN EFFECTIVE STRATEGY FOR EARLY MARKET PENETRATION
STAGES INTHE ADOPTION PROCESS THE CONSUMER ADOPTION PROCESS IS FOLLOWED BYTHE CONSUMER-LOYALTY PROCESS
STAGES INTHE ADOPTION PROCESS ADOPTERS OF NEW PRODUCTS HAVE BEEN OBSERVEDTO MOVE THROUGHTHE FOLLOWING FIVE STAGES
STAGES INTHE ADOPTION PROCESS AWARENESS INTEREST BECOMES AWARE OFTHE INNOVATION BUT LACKS INFORMATION ABOUT IT THE CONSUMER IS STIMULATEDTO SEEK INFO ABOUTTHE INNOVATION
STAGES INTHE ADOPTION PROCESS EVALUATION TRIAL THE CONSUMER CONSIDERS WHETHERTOTRYTHE INNOVATION THE CONSUMERTRIESTHE INNOVATIONTO IMPROVE HIS OR HER ESTIMATE OF ITSVALUE
STAGES INTHE ADOPTION PROCESS ADOPTION: THE CONSUMER DECIDESTO MAKE FULL AND REGULAR USE OFTHE INNOVATION
INDIVIDUA DIFFERENCES IN INNOVATIVENESS PEOPLE DIFFER MARKEDLY INTHEIR READINESSTOTRY NEW PRODUCTS AN INNOVATOR IS ONEWHO ADOPTS NEW IDEAS RELATIVELY EARLY THANTHE OTHER MEMBERS OF HIS SOCIAL SYSTEM
INDIVIDUA DIFFERENCES IN INNOVATIVENESS THE ADOPTION PROCESS IS REPRESENTEDAS A NORMAL DISTRIBUTION WHEN PLOTTED OVERTIME
CLASSIFICATION INTO ADOPTER CATEGORIES INNOVATORS: ARETHE FIRST 2 遜 PERCENT OFTHE BUYERSTO ADOPT A NEW IDEA. AREVENTURESOME, RASH, DARING AND RISKY. THE INNOVATOR PLAYS AN IMPORTANT ROLE INTHE DIFFUSION PROCESSTHAT OF LAUNCHINGTHE NEW IDEA INTHE SYSTEM
EARLY ADOPTERS ARETHE NEXT 13 遜 PERCENT WHOADOPTTHE NEW IDEA. THEY ARE GUIDED BY RESPECT. ADOPT NEW IDEAS EARLY BUT CAREFULLY.THEY ARE OPINION LEADERS. PEOPLE LOOK UPTOTHEM FOR INFORMATION
EARLY MAJORITY ARETHE NEXT 34 % OFTHYE POPULATION.THEY ARE NEITHERTOO EARLY NORTOO LATETO ADOPT A NEW IDEA.THEY DELIBERATE FOR SOMETIME BEFORETHEYTRY OUT A NEW IDEA
LATE MAJORITY THE NEXT 34% OFTHE POPULATION. ADOPTION MAY BE BOTH AN ECONOMIC PRESSURE AND ALSO PEER PRESSURE.THEY ARE SKEPTICAL, UNCERTAIN ,NEED A LOT OF CONVINCING
LAGGARDS THE LAST 16% OFTHE POPULATION. LASTTO ADOPT NEW IDEAS. PAST ISTHE POINT OF REFERENCE, ARETRADITION BOUND, INTERACT ONLY WITH PEOPLE WHO ARETRADITION BOUND , SUSPICIOUS OF INNOVATIONS
QUALITY a subjective term for which each person has his or her own definition. In technical usage, quality can have two meanings: the characteristics of a product or service that bear on its ability to satisfy stated or implied needs. a product or service free of deficiencies." The quality of a product or service refers to the perception of the degree to which the product or service meets the customer's expectations. Quality has no specific meaning unless related to a specific function and/or object. Quality is a perceptual, conditional and somewhat subjective attribute.
QUALITY The dimensions of quality refer to the attributes that quality achieves in Operations Management Quality supports dependability Dependability supports Speed Speed supports Flexibility Flexibility supports Cost.

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SERVICES2022.pptx

  • 1. SERVICE A service is any act or performance that one party can offer to another that is essentially intangible and does not result in the ownership of anything. Its production may or may not be tied to a physical product. ≒Services can be bought & sold, but which cannot be dropped on your foot
  • 3. INTANGIBILITY A service has no physical attributes as a result, it is impossible to taste, feel , hear or smell before they are bought. Customers for many services have to buy them on trust since they cannot be inspected before use UNCERTAINITY IS REDUCEDTHROUGH SERVICE- QUALITY
  • 4. INSEPARABILITY THEY ARE PRODUCED AND CONSUMED ATTHE SAMETIME BOTHTHE PROVIDER ANDTHE CLIENT AFFECTTHE SERVICE OUTCOME Simultaneous production & consumption E.g..: Dental service
  • 5. INSEPARABILITY IN CASE OF ENTERTAINMENT AND PROFESSIONAL SERVICES BUYERS ARE HIGHLY INTERESTED INWHOTHE PROVIDER IS PRICE IS USEDTO RATIONTHE SUPPLY WHEN CLIENTS HAVE STRONG PROVIDER PREFERENCES
  • 6. INCONSISTENCY The service performed by an individual provider may vary/differ over time Interaction between customer and provider may vary by customer Standardization is not possible.
  • 7. VARIABILITY GOOD PERSONNEL SELECTION &TRAINING STANDARDIZINGTHE PERFORMANCE PROCESS MONITORING CUSTOMER SATISFACTIONTHRU SUGGESTIONS, COMPLAINT SYSTEMS, COMPARISON SHOPPING ETC.,
  • 8. PERISHABILITY/INVENTORY SERVICES CANNOT BE STORED DEMAND FLUCTUATES CONSIDERABLY BY SEASON, BY DAY OFTHE WEEK AND EVEN HOUR OFTHE DAY ESPECIALLY WHEN DEMAND FLUCTUATESTHE SERVICE FIRMS HAVE A DIFFICULTY UNLIKEWHEN DEMAND IS STEADY
  • 9. PERISHABILITY DIFFERENTIAL PRICING WILL SHIFT SOSME DEMAND FROM PEAKTO OFF-PEAK PERIODS NON PEAK DEMAND CAN BE CULTIVATED COMPLEMENTARY SERVICES CAN BE DEVELOPED DURING PEAKTIME TO PROVIDE ALTERNATIVESTOWAITINGTIME
  • 10. SERVICE QUALITY DIMENSIONS Reliability: dependable and accurate performance (Japanese trains) Assurance: competence, courtesy, credibility and security (credit cards) Tangibles: appearance of physical elements ( warehouse) Empathy: easy access, good communication and customer understanding Responsiveness: Promptness and helpfulness
  • 11. Types of services Services can be categorized into four groups, based on the service process- or operations carried out to deliver the service. People processing Possession processing Mental stimulus processing Information processing
  • 12. People processing People seek services directed at themselves, being transported, fed, lodged etc., It is important for managers to think about process and output in terms of what happens to the customer. Non financial costs such as time, and mental and physical effort are to be considered .
  • 13. Possession processing Often customers ask a service organization to provide treatment to a physical possession, house repair, computer repair, car repair etc. Customers are less physically involved, limited to dropping off the item or in case of heavy equipment, the service factory comes to the customer
  • 14. Mental stimulus processing Services that interact with peoples minds include education, news and information, professional advice, psychotherapy Anything touching peoples minds has the power to shape attitudes and influence behavior Recipient need not be present physically in the service factory There is potential for manipulation, and hence strong ethical standards and careful monitoring are required.
  • 15. Information processing Information is the most intangible form of service output, but it may be transformed into the more enduring tangible forms , represented by letters, reports, books, tapes or disks. These things can be done at arms length.
  • 16. Comparison b/w product and service marketing Customers do not obtain ownership of service Service products cannot be stored Intangible elements dominate value creation Customers may be involved in the production process
  • 17. Comparison b/w product and service marketing There is greater variability in operational inputs and outputs Many services are difficult for customers to evaluate Time factor assumes greater significance Distribution channels take different forms
  • 18. SERVICES STRATEGIES INTERNAL MARKETING ISTO BE PRACTISED TRAIN AND MOTIVATE ITS CUSTOMER CONTACT AND SUPPORT SERVICE PERSONNEL
  • 19. INTERNAL MARKETING Internal marketing is the promotion of a companys vision, mission, and culture to its employees with the objective of gaining their support. The companies that are the best at internal marketing treat employees as internal customers who need to be convinced of the company mission. They dont take their employees support of the company as a given, and instead make a deliberate effort to earn it.
  • 20. INTERNAL MARKETING Because these top companies know how powerful it is when their (often large) employee base buys-in to what the company is doing, then spreads the word outside of the company via interactions with customers, friends, family, and social media. These businesses understand that their corporate voice isnt enough, and that customers develop opinions about the company well before using their product or service. Unsurprisingly, the benefits of internal marketing are numerous: Increased employee satisfaction and engagement Greater brand reach More trusted marketing Better customer service Improved recruiting and employer brand
  • 21. SERVICES STRATEGIES INTERACTIVE MARKETING DESCRIBESTHE EMPLOYEES SKILL IN HANDLING CUSTOMER CONTACT
  • 22. INTERACTIVE MARKETING SERVICE QUALITY IS ENMESHED WITHTHE SERVICE DELIVERER TECHNICAL QUALITY: What the customer receives as a result of interactions with the service firm (e.g. a meal in a restaurant, a bed in a hotel) FUNCTIONAL QUALITY.:How the customer receives the service; the expressive nature of the service delivery (e.g. courtesy, attentiveness, promptness)
  • 23. INTERACTIVE MARKETING Interactive marketing is a shift toward a more customized and responsive way to reach consumers. Instead of running a print ad that consumers can only view, interactive marketing takes it a step further by asking them to vote, log on, take a quiz, or explore virtual reality (to name a few). Interactive marketing facilitates a two-way street of communication between a brand and its audience, records their responses and preferences, and then uses that information to develop even more customized marketing campaigns.
  • 24. interactive marketing has numerous benefits Increased consumer engagement Greater brand awareness Better access to leads More consumer information and preferences Increased sales Greater consumer loyalty
  • 25. MANAGING DIFFERENTIATION THE SERVICE COMPANY CAN DIFFERENTIATE ITS SERVICE DELIVERY THROUGH PEOPLE, PHYSICAL ENVIRONMENT ANDTHROUGH PROCESS
  • 26. MANAGING SERVICE QUALITY ACCESS: CONVENIENT LOCATION,TIME COMMUNICATION:THE SERVICE IS DESCRIBED ACCURATELY INTHE CONSUMERS LANGUAGE COMPETENCE: EMPLOYEES POSSESS REQUIRED SKILL AND KNOWLEDGE
  • 27. MANAGING SERVICE QUALITY COURTESY: ARE FRIENDLY, RESPECTFUL AND CONSIDERATE CREDIBILITY:TRUSTWORTHY RELIABILITY: CONISTENT & ACCURATE RESPONSIVENESS SECURITY: SERVICE IS FREE FROM DANGER
  • 28. MANAGING SERVICE QUALITY TANGIBLES:THE SERVICETANGIBLES CORRECTLY PROJECTTHE SERVICE QUALITY UNDERSTANDING THE CUSTOMER
  • 29. MANAGAING PRODUCTIVITY BETTER SELECTION ANDTRAINING PROCEDURES. INCREASETHE QUANTITY OF SERVICE BY SURRENDERING SOME QUALITY INDUSTRIALIZETHE SERVICE BY ADDING EQUIPMENT AND STANDARDIZINGTHE PRODUCTION
  • 30. MANAGAING PRODUCTIVITY REDUCE OR MAKE OBSOLETETHE NEED FOR A SERVICE BY INVENTING A PRODUCT SOLUTION DESIGN A MORE EFFECTIVE SERVICE PRESENT CUSTOMERS WITH INCENTIVESTO SUBSTITUTETHEIR OWN LABOR FOR COMPANY LABOR
  • 31. STAGES INTHE ADOPTION PROCESS THE ADOPTION PROCESS DESCRIBES HOW POTENTIAL CONSUMERS LEARN ABOUT NEW PRODUCTS,TRYTHEM AND ADOPT OR REJECT THEM
  • 32. STAGES INTHE ADOPTION PROCESS MANAGEMENT SHOULD UNDERSTAND THIS PROCESS IN ORDERTO BUILD AN EFFECTIVE STRATEGY FOR EARLY MARKET PENETRATION
  • 33. STAGES INTHE ADOPTION PROCESS THE CONSUMER ADOPTION PROCESS IS FOLLOWED BYTHE CONSUMER-LOYALTY PROCESS
  • 34. STAGES INTHE ADOPTION PROCESS ADOPTERS OF NEW PRODUCTS HAVE BEEN OBSERVEDTO MOVE THROUGHTHE FOLLOWING FIVE STAGES
  • 35. STAGES INTHE ADOPTION PROCESS AWARENESS INTEREST BECOMES AWARE OFTHE INNOVATION BUT LACKS INFORMATION ABOUT IT THE CONSUMER IS STIMULATEDTO SEEK INFO ABOUTTHE INNOVATION
  • 36. STAGES INTHE ADOPTION PROCESS EVALUATION TRIAL THE CONSUMER CONSIDERS WHETHERTOTRYTHE INNOVATION THE CONSUMERTRIESTHE INNOVATIONTO IMPROVE HIS OR HER ESTIMATE OF ITSVALUE
  • 37. STAGES INTHE ADOPTION PROCESS ADOPTION: THE CONSUMER DECIDESTO MAKE FULL AND REGULAR USE OFTHE INNOVATION
  • 38. INDIVIDUA DIFFERENCES IN INNOVATIVENESS PEOPLE DIFFER MARKEDLY INTHEIR READINESSTOTRY NEW PRODUCTS AN INNOVATOR IS ONEWHO ADOPTS NEW IDEAS RELATIVELY EARLY THANTHE OTHER MEMBERS OF HIS SOCIAL SYSTEM
  • 39. INDIVIDUA DIFFERENCES IN INNOVATIVENESS THE ADOPTION PROCESS IS REPRESENTEDAS A NORMAL DISTRIBUTION WHEN PLOTTED OVERTIME
  • 40. CLASSIFICATION INTO ADOPTER CATEGORIES INNOVATORS: ARETHE FIRST 2 遜 PERCENT OFTHE BUYERSTO ADOPT A NEW IDEA. AREVENTURESOME, RASH, DARING AND RISKY. THE INNOVATOR PLAYS AN IMPORTANT ROLE INTHE DIFFUSION PROCESSTHAT OF LAUNCHINGTHE NEW IDEA INTHE SYSTEM
  • 41. EARLY ADOPTERS ARETHE NEXT 13 遜 PERCENT WHOADOPTTHE NEW IDEA. THEY ARE GUIDED BY RESPECT. ADOPT NEW IDEAS EARLY BUT CAREFULLY.THEY ARE OPINION LEADERS. PEOPLE LOOK UPTOTHEM FOR INFORMATION
  • 42. EARLY MAJORITY ARETHE NEXT 34 % OFTHYE POPULATION.THEY ARE NEITHERTOO EARLY NORTOO LATETO ADOPT A NEW IDEA.THEY DELIBERATE FOR SOMETIME BEFORETHEYTRY OUT A NEW IDEA
  • 43. LATE MAJORITY THE NEXT 34% OFTHE POPULATION. ADOPTION MAY BE BOTH AN ECONOMIC PRESSURE AND ALSO PEER PRESSURE.THEY ARE SKEPTICAL, UNCERTAIN ,NEED A LOT OF CONVINCING
  • 44. LAGGARDS THE LAST 16% OFTHE POPULATION. LASTTO ADOPT NEW IDEAS. PAST ISTHE POINT OF REFERENCE, ARETRADITION BOUND, INTERACT ONLY WITH PEOPLE WHO ARETRADITION BOUND , SUSPICIOUS OF INNOVATIONS
  • 45. QUALITY a subjective term for which each person has his or her own definition. In technical usage, quality can have two meanings: the characteristics of a product or service that bear on its ability to satisfy stated or implied needs. a product or service free of deficiencies." The quality of a product or service refers to the perception of the degree to which the product or service meets the customer's expectations. Quality has no specific meaning unless related to a specific function and/or object. Quality is a perceptual, conditional and somewhat subjective attribute.
  • 46. QUALITY The dimensions of quality refer to the attributes that quality achieves in Operations Management Quality supports dependability Dependability supports Speed Speed supports Flexibility Flexibility supports Cost.