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IntroductionStrategies for services marketing typically attempt to differentiate a service for competitive advantage. The properties that a customer perceives the service to have, become a key to such a differential advantage (Zeithaml, 1981). Even a low cost strategy can be seen as one of differentiation: a service is merely differentiated on price. A service can be differentiated by selection of the properties included in the service offer and by development of the perceived superiority of these properties relative to competitors. The existing competitive situation and the firm's competences naturally direct the options for such a strategy. It is important, however, that there is consistency between the service concept and its differentiation strategy in the customer's mind.We introduce a strategic typology of services -three strategic types of services -corresponding to their respective differentiation strategies. We discuss each type, called generic, specialized and customized service, and link them to international marketing strategy, especially to a mode of international operations. The strategic types of services are presented mainly as tools for strategic thinking. In reality, they rarely occur in the pure form but as combinations (Porter, 1980). Such a typology is, nevertheless, valuable when service firms develop their service concepts and plan the marketing of the service internationally (Lovelock, 1991). Differentiation and Strategic Types of ServicesConceptually, differentiation can be divided into two parts (Abell, 1980). The first is differentiation across competitors. The aim is relative superiority or uniqueness in some service dimension(s) (Day and Wensley, 1988). Secondly, a service may be differentiated across markets (customers), which implies segmentation and association of the service properties to the needs of each target segment (Kotler, 1987). Due to the varying usage of the term "differentiation" in the literature (Dickson and Ginter, 1987), there is some confusion whether a product, market, or strategy is differentiated [1]. There are varying views whether product differentiation is an alternative to market segmentation (Smith, 1956;Lewitt, 1980) or whether it is complementary (Cravens, 1982). In the latter view held here, product/service differentiation provides means of competing in the target segments. By differentiation we mean the process of creating or increasing the

The purpose of this article is to elucidate the concept and measurement of productivity in the service sector. The concept of service productivity is divided into quantity and quality dimensions, and further into output and input elements. Moreover, the issue of measurement is analysed to show the problems related to the elaborated concept of productivity. The content and measurement of the dimensions of service productivity are illustrated through a case study focusing on the second largest insurance group in Finland. The various elements of quantity and quality dimensions were distinguished in the target firm, but especially the quality elements seem to require more serious attention in the future. The article ends with a plea for more interdisciplinary research between scholars on service productivity.

In this paper I generate a number of questions and problematic issues that reveal our state of ignorance regarding relationship marketing. At the same time many suggestions for future research concerning relationship marketing arise. The questions vary from the total contribution of relationship marketing to the detailed practices of relationship marketing. The discussion raises some general issues concerning many of the questions presented. These general issues are conceptualisation, level of analysis, modelling, measurement, time contextuality and contribution to theory and practice.

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