| List of Figures |
|
xvi | |
| List of Tables |
|
xx | |
| List of Case Studies |
|
xxii | |
| Case Matrix |
|
xxiii | |
| About the Authors |
|
xxiv | |
| Preface |
|
xxvi | |
| Acknowledgments |
|
xxviii | |
| Guided Tour |
|
xxix | |
| Part 1 Service Organisations and Their Customers |
|
1 | (150) |
|
Chapter 1 An Overview Of Services Marketing |
|
|
3 | (38) |
|
|
|
|
|
6 | (1) |
|
|
|
7 | (1) |
|
The importance of Australia&;s service industries |
|
|
8 | (9) |
|
Political/regulatory forces |
|
|
9 | (2) |
|
|
|
11 | (4) |
|
|
|
15 | (1) |
|
Developments in technology |
|
|
16 | (1) |
|
The challenges of marketing a service |
|
|
17 | (3) |
|
The marketing mix for services |
|
|
18 | (2) |
|
The characteristics of services |
|
|
20 | (2) |
|
The four defining characteristics of services |
|
|
20 | (2) |
|
|
|
22 | (1) |
|
|
|
22 | (1) |
|
|
|
22 | (1) |
|
Differences between goods and services |
|
|
23 | (2) |
|
Services cannot be stored |
|
|
23 | (1) |
|
Intangible elements create the value proposition |
|
|
24 | (1) |
|
Services are more difficult to evaluate |
|
|
24 | (1) |
|
A traditional view of service value |
|
|
25 | (5) |
|
The service-dominant logic view of value |
|
|
25 | (1) |
|
Customers usually co-produce the service product |
|
|
26 | (1) |
|
Maintaining service quality can be a problem |
|
|
26 | (4) |
|
Time influences customers&; perceptions of value |
|
|
30 | (1) |
|
Distributing a service product tends to use non-physical channels |
|
|
30 | (1) |
|
Customers and the service experience |
|
|
30 | (4) |
|
Types of service interactions |
|
|
31 | (1) |
|
Categorising service interactions |
|
|
31 | (3) |
|
Marketing the four types of service interactions |
|
|
34 | (7) |
|
Chapter 2 Market Segmentation And Service Positioning |
|
|
41 | (34) |
|
|
|
|
|
43 | (1) |
|
Market segmentation stage 1: Profile the target market |
|
|
44 | (9) |
|
|
|
44 | (1) |
|
|
|
45 | (2) |
|
Values and lifestyle segmentation |
|
|
47 | (1) |
|
Roy Morgan Values Segments |
|
|
48 | (3) |
|
|
|
51 | (2) |
|
Market segmentation stage 2: Evaluate each segment |
|
|
53 | (5) |
|
Market segmentation stage 3: Select the targeting strategies for a particular segment |
|
|
58 | (3) |
|
Market segmentation stage 4: Position a service organisation&;s brand |
|
|
61 | (16) |
|
Developing a brand-positioning strategy |
|
|
62 | (1) |
|
|
|
63 | (1) |
|
|
|
64 | (2) |
|
Positioning via service attributes |
|
|
66 | (1) |
|
Positioning via service benefits |
|
|
67 | (1) |
|
|
|
68 | (7) |
|
Chapter 3 Customer Decision-Making |
|
|
75 | (30) |
|
|
|
|
|
77 | (1) |
|
The types of purchase decisions |
|
|
77 | (2) |
|
Routine purchase of services |
|
|
77 | (1) |
|
Unwanted purchases of services |
|
|
78 | (1) |
|
Emergency purchases of services |
|
|
78 | (1) |
|
Limited problem-solving in the purchases of services |
|
|
79 | (1) |
|
Extensive problem-solving in the purchase of services |
|
|
79 | (1) |
|
Customer decision-making: The six-stage model of consumer behaviour of services |
|
|
79 | (27) |
|
|
|
80 | (4) |
|
|
|
84 | (3) |
|
Evaluation of alternatives |
|
|
87 | (5) |
|
The purchase of a service |
|
|
92 | (1) |
|
|
|
93 | (4) |
|
|
|
97 | (8) |
|
Chapter 4 The Service Encounter |
|
|
105 | (35) |
|
|
|
|
|
106 | (1) |
|
The nature of the service encounter |
|
|
106 | (2) |
|
Critical incidents and the service encounter |
|
|
108 | (10) |
|
The zone of tolerance in service encounters |
|
|
112 | (2) |
|
|
|
114 | (1) |
|
Service failure and recovery |
|
|
115 | (2) |
|
|
|
117 | (1) |
|
Benchmarking and blueprinting the service encounter |
|
|
118 | (6) |
|
Core and supplementary services |
|
|
124 | (3) |
|
|
|
127 | (2) |
|
Language and linguistic servicescapes |
|
|
128 | (1) |
|
Internal marketing orientation and service delivery |
|
|
129 | (1) |
|
The customer as co-producer |
|
|
129 | (1) |
|
Consumers in a peer-to-peer service environment |
|
|
130 | (1) |
|
Customers as partial employees |
|
|
131 | (1) |
|
Dysfunctional customer relationships |
|
|
131 | (9) |
|
|
|
|
Case Study A: Nomads: A New Banking Customer Segment |
|
|
140 | (4) |
|
|
|
Case Study B: Tourism Adds $120 Billion To The Australian Economy |
|
|
144 | (9) |
|
|
| Part 2 Marketing Strategies for Services |
|
151 | (184) |
|
Chapter 5 Developing Service Products |
|
|
153 | (36) |
|
|
|
|
|
155 | (1) |
|
|
|
155 | (6) |
|
Service concepts: Core and supplementary elements |
|
|
156 | (2) |
|
Theories of competitive advantage: Services |
|
|
158 | (3) |
|
Developing a service product strategy |
|
|
161 | (2) |
|
Different types of new services |
|
|
163 | (3) |
|
Common strategic approaches in services marketing |
|
|
166 | (11) |
|
|
|
166 | (1) |
|
|
|
166 | (1) |
|
|
|
167 | (1) |
|
|
|
168 | (1) |
|
Corporate social responsibility |
|
|
168 | (1) |
|
|
|
169 | (1) |
|
|
|
170 | (1) |
|
|
|
171 | (1) |
|
|
|
171 | (1) |
|
|
|
172 | (1) |
|
|
|
173 | (4) |
|
New service development processes |
|
|
177 | (13) |
|
|
|
177 | (1) |
|
Service concept and evaluation |
|
|
178 | (1) |
|
Feasibility and business-case analysis |
|
|
179 | (2) |
|
Service development and testing |
|
|
181 | (1) |
|
|
|
182 | (1) |
|
|
|
182 | (7) |
|
Chapter 6 The Service-Delivery Process And Self-Service Technology |
|
|
189 | (36) |
|
|
|
|
|
190 | (1) |
|
Distributing services through channels |
|
|
190 | (6) |
|
Customers visit the service site |
|
|
190 | (1) |
|
Service providers go to their customers |
|
|
191 | (2) |
|
The role of intermediaries |
|
|
193 | (1) |
|
|
|
194 | (1) |
|
|
|
195 | (1) |
|
The sharing economy of Uber and Airbnb |
|
|
196 | (1) |
|
Customer reservation systems, queuing and waiting lines |
|
|
197 | (6) |
|
|
|
198 | (1) |
|
|
|
199 | (3) |
|
Reservation strategies should focus on yield |
|
|
202 | (1) |
|
Create alternatives for otherwise wasted capacity |
|
|
203 | (1) |
|
|
|
203 | (11) |
|
What is self-service technology? |
|
|
203 | (3) |
|
How does self-service technology become accepted by the consumer? |
|
|
206 | (1) |
|
Readiness to adopt new technology |
|
|
206 | (2) |
|
|
|
208 | (1) |
|
|
|
208 | (1) |
|
|
|
209 | (1) |
|
|
|
209 | (1) |
|
The need for human interaction and personal service |
|
|
210 | (1) |
|
|
|
210 | (1) |
|
|
|
210 | (1) |
|
When is it best to use self-service technology? |
|
|
211 | (1) |
|
|
|
211 | (1) |
|
Service can be standardised |
|
|
212 | (1) |
|
|
|
212 | (1) |
|
|
|
213 | (1) |
|
Trust with the organisation |
|
|
213 | (1) |
|
|
|
213 | (1) |
|
|
|
213 | (1) |
|
Other electronic distribution channels |
|
|
214 | (11) |
|
Chapter 7 Pricing Service Products |
|
|
225 | (36) |
|
|
|
|
|
227 | (2) |
|
Factors that influence the pricing of services |
|
|
229 | (12) |
|
The financial costs of producing a service |
|
|
229 | (1) |
|
Customer demand for services |
|
|
230 | (5) |
|
|
|
235 | (1) |
|
Legal and ethical considerations in pricing services |
|
|
236 | (3) |
|
Developing pricing strategies for services |
|
|
239 | (2) |
|
Customer demand and pricing analysis |
|
|
241 | (1) |
|
|
|
241 | (3) |
|
Cost-plus pricing strategies |
|
|
242 | (1) |
|
|
|
242 | (1) |
|
Maximise sales revenues/gross profit |
|
|
242 | (1) |
|
|
|
243 | (1) |
|
Value-based pricing strategy |
|
|
243 | (1) |
|
Dynamic pricing (time-based pricing) |
|
|
243 | (1) |
|
|
|
244 | (1) |
|
Customer demand and pricing a service |
|
|
244 | (4) |
|
The interaction of supply and demand on pricing |
|
|
245 | (2) |
|
Revenue management for service industries |
|
|
247 | (1) |
|
The underlying concepts of revenue management |
|
|
247 | (1) |
|
Revenue management in practice |
|
|
248 | (15) |
|
The role of service characteristics in managing revenue |
|
|
249 | (2) |
|
Using rate fences to manage revenue |
|
|
251 | (10) |
|
Chapter 8 Managing Productive Capacity And Customer Demand |
|
|
261 | (32) |
|
|
|
|
|
263 | (1) |
|
Capacity, constraints and demand |
|
|
264 | (1) |
|
Demand in services marketing |
|
|
264 | (6) |
|
Segmenting the market by customer size and value |
|
|
265 | (4) |
|
Organisation-driven demand |
|
|
269 | (1) |
|
Costs, risks, benefits and value implications |
|
|
270 | (1) |
|
Strategies for matching supply and demand |
|
|
270 | (2) |
|
|
|
270 | (2) |
|
|
|
272 | (1) |
|
Managing capacity: challenges and opportunities |
|
|
272 | (7) |
|
|
|
272 | (6) |
|
|
|
278 | (1) |
|
|
|
279 | (6) |
|
Demand forecasting and risk management |
|
|
279 | (1) |
|
Demand forecasting and functional risks |
|
|
280 | (1) |
|
Building an effective demand forecasting system |
|
|
281 | (4) |
|
Adaptive service capacity and value co-creation |
|
|
285 | (10) |
|
Adaptive service capacity |
|
|
285 | (1) |
|
|
|
285 | (8) |
|
Chapter 9 Marketing Communications For Services |
|
|
293 | (36) |
|
|
|
|
|
295 | (1) |
|
The role of marketing communications in marketing services |
|
|
296 | (1) |
|
How service characteristics influence marketing communication strategies |
|
|
297 | (4) |
|
Positioning a service brand |
|
|
299 | (2) |
|
How marketing communications create meaning |
|
|
301 | (2) |
|
How the major elements of the marketing communications mix apply to services |
|
|
303 | (6) |
|
|
|
303 | (1) |
|
|
|
304 | (1) |
|
|
|
304 | (1) |
|
|
|
304 | (1) |
|
|
|
304 | (1) |
|
|
|
304 | (1) |
|
Online elements of the marketing communications mix |
|
|
305 | (4) |
|
Implementing marketing communications strategies |
|
|
309 | (20) |
|
Profile the identified target market |
|
|
309 | (4) |
|
Develop marketing communications objectives |
|
|
313 | (4) |
|
The media planning process |
|
|
317 | (5) |
|
Influence the target market&;s behaviour |
|
|
322 | (2) |
|
Build customer relationships |
|
|
324 | (5) |
|
|
|
|
Case Study C: Take A Break |
|
|
329 | (3) |
|
|
|
Case Study D: Trick Or Treat: Cyber Security In Australia |
|
|
332 | (5) |
|
|
| Part 3 Delivering Service Value |
|
335 | (155) |
|
Chapter 10 The Service Experience |
|
|
337 | (38) |
|
|
|
|
|
339 | (1) |
|
Elements of customers&; service experiences |
|
|
340 | (5) |
|
|
|
341 | (4) |
|
Why is CX important in marketing services? |
|
|
345 | (2) |
|
Personalising a customer&;s experience |
|
|
346 | (1) |
|
Why is CX important for service organisations? |
|
|
346 | (1) |
|
|
|
346 | (1) |
|
Developing CX strategies for service organisations |
|
|
347 | (2) |
|
Understanding how value influences CX |
|
|
348 | (1) |
|
Emotional aspects of customers&; experiences |
|
|
349 | (1) |
|
Rational aspects of customers&; experiences |
|
|
350 | (2) |
|
|
|
351 | (1) |
|
Customer loyalty and retention |
|
|
351 | (1) |
|
Technological aspects of customers&; experiences |
|
|
352 | (4) |
|
Transforming digital experiences |
|
|
354 | (2) |
|
Evaluating a customer&;s service experiences |
|
|
356 | (10) |
|
Critical incident technique |
|
|
356 | (2) |
|
Cause-and-effect analysis |
|
|
358 | (1) |
|
Blueprinting a service experience |
|
|
359 | (5) |
|
|
|
364 | (2) |
|
Favourable customer experiences |
|
|
366 | (9) |
|
Chapter 11 Customer Satisfaction And Service Quality |
|
|
375 | (38) |
|
|
|
|
|
378 | (2) |
|
|
|
380 | (6) |
|
Sources of desired service expectations |
|
|
381 | (1) |
|
Sources of adequate service expectations |
|
|
382 | (1) |
|
Sources of both desired and predicted service expectations |
|
|
383 | (3) |
|
|
|
386 | (3) |
|
|
|
387 | (2) |
|
|
|
389 | (2) |
|
Satisfaction versus service quality |
|
|
390 | (1) |
|
Transaction versus cumulative perceptions |
|
|
390 | (1) |
|
|
|
391 | (8) |
|
The role of emotion in the satisfaction response process |
|
|
391 | (1) |
|
|
|
392 | (5) |
|
Measuring customer satisfaction |
|
|
397 | (2) |
|
Customer satisfaction and loyalty |
|
|
399 | (1) |
|
|
|
399 | (15) |
|
The different meanings of quality |
|
|
401 | (1) |
|
Service quality dimensions |
|
|
401 | (1) |
|
Identifying gaps in service quality |
|
|
402 | (1) |
|
Customer perceptions of service quality |
|
|
403 | (10) |
|
Chapter 12 Complaint Handling And Service Recovery |
|
|
413 | (32) |
|
|
|
|
|
414 | (1) |
|
|
|
414 | (1) |
|
Theories of service quality |
|
|
415 | (3) |
|
|
|
415 | (3) |
|
Antecedents of service provider switching |
|
|
418 | (2) |
|
Designing quality into a service |
|
|
420 | (3) |
|
|
|
420 | (1) |
|
|
|
421 | (2) |
|
Quality function deployment |
|
|
423 | (1) |
|
Developing customer service performance standards |
|
|
423 | (1) |
|
|
|
424 | (5) |
|
Approaches to service recovery |
|
|
428 | (1) |
|
Complaint-management systems |
|
|
429 | (19) |
|
The benefits of managing complaints |
|
|
430 | (3) |
|
Suggested elements of an effective apology according to AS/NZS 10002:2014 |
|
|
433 | (1) |
|
The complaint-management process |
|
|
434 | (11) |
|
Chapter 13 Customer Relationship Management |
|
|
445 | (36) |
|
|
|
|
|
448 | (2) |
|
The nature of customer relationships |
|
|
450 | (1) |
|
Customer relationships with service organisations |
|
|
450 | (1) |
|
Types of customer relationships |
|
|
450 | (3) |
|
Transactional customer relationships |
|
|
451 | (1) |
|
Behavioural customer relationships |
|
|
451 | (2) |
|
Customer relationships and information technology |
|
|
453 | (2) |
|
How customer relationships add value |
|
|
455 | (2) |
|
The characteristics of services and customer relationships |
|
|
457 | (3) |
|
The purpose of customer relationships |
|
|
458 | (1) |
|
Customer commitment to relationships |
|
|
458 | (1) |
|
The benefits of relationships to customers and organisations |
|
|
459 | (1) |
|
Maximising customer value |
|
|
460 | (3) |
|
|
|
461 | (1) |
|
|
|
461 | (2) |
|
Benefits to service organisations from customer relationships |
|
|
463 | (3) |
|
Enhancing customers&; service experience |
|
|
464 | (1) |
|
|
|
465 | (1) |
|
Customer behaviour benefits |
|
|
465 | (1) |
|
Loyalty and customer-retention strategies |
|
|
466 | (5) |
|
Customer-retention strategies |
|
|
466 | (3) |
|
|
|
469 | (2) |
|
Measuring the value of customer relationships |
|
|
471 | (10) |
|
|
|
471 | (1) |
|
|
|
472 | |
|
|
|
|
Case Study E: Goggle Home: The Smart-Home Service |
|
|
481 | (3) |
|
|
|
Case Study F: Unruly Passengers |
|
|
484 | |
|
|
| Glossary |
|
490 | (5) |
| Index |
|
495 | |
| 9781138388932 |
|
| Preface |
|
iii | |
| Acknowledgements |
|
v | |
| 1 History of Marine Accidents, Accident Investigation and Prevention |
|
1 | (12) |
|
1.1 Prior to the loss of the Titanic |
|
|
1 | (1) |
|
|
|
2 | (1) |
|
|
|
3 | (1) |
|
1.4 Accidents and international efforts |
|
|
3 | (1) |
|
1.5 The Herald Of Free Enterprise and Exxon Valdez disaster |
|
|
4 | (1) |
|
1.6 Shift from hardware to human factors issues |
|
|
5 | (1) |
|
1.7 Implementation of safety management system |
|
|
6 | (1) |
|
1.8 Development of comprehensive accident investigation |
|
|
7 | (1) |
|
1.9 The Costa Concordia disaster |
|
|
8 | (1) |
|
1.10 Similar accidents and insights |
|
|
9 | (1) |
|
1.11 The number of accidents decreased? |
|
|
10 | (2) |
|
|
|
12 | (1) |
| 2 Mechanism of Accident Occurrence |
|
13 | (7) |
|
2.1 Concept of hazard and accident |
|
|
13 | (1) |
|
2.2 Effect of a layer of defense |
|
|
14 | (2) |
|
2.3 Situation of defenses in depth and accidents |
|
|
16 | (1) |
|
2.4 Human factors and accidents |
|
|
17 | (2) |
|
|
|
19 | (1) |
| 3 Accident Model |
|
20 | (17) |
|
3.1 Background surrounding accidents |
|
|
20 | (1) |
|
3.2 Historical background of accident model |
|
|
21 | (4) |
|
3.2.1 Sequential accident model |
|
|
21 | (2) |
|
3.2.2 Epidemiological accident model |
|
|
23 | (1) |
|
3.2.3 Systemic accident model |
|
|
24 | (1) |
|
3.3 Problems on each accident model |
|
|
25 | (8) |
|
3.3.1 Sequential accident model |
|
|
25 | (1) |
|
3.3.2 Epidemiological accident model |
|
|
25 | (7) |
|
3.3.3 Systemic accident model |
|
|
32 | (1) |
|
3.4 Characteristics of each industry |
|
|
33 | (1) |
|
3.5 Accident model applicable to each industry |
|
|
34 | (2) |
|
|
|
36 | (1) |
| 4 Contributing Factors of Accident Occurrence |
|
37 | (73) |
|
|
|
37 | (1) |
|
|
|
37 | (18) |
|
|
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37 | (2) |
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4.2.2 Physiological factors |
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39 | (7) |
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4.2.3 Psychological factors |
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46 | (9) |
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4.2.4 Psychosocial factors |
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55 | (1) |
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55 | (5) |
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4.3.1 ECDIS and human factors |
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56 | (4) |
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60 | (10) |
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4.4.1 Collisions and COLREGs |
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61 | (2) |
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4.4.2 Collision and passage planning |
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63 | (1) |
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4.4.3 Casualties during mooring operations |
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64 | (6) |
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70 | (30) |
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71 | (1) |
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71 | (1) |
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4.5.3 Restricted visibility and collision |
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72 | (2) |
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4.5.4 Bottlenecks and waypoints |
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74 | (9) |
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83 | (1) |
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4.5.6 Atmosphere where people are working in |
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84 | (5) |
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4.5.7 Sea and weather condition |
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89 | (9) |
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4.5.8 Regulatory climate and economic constraints |
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98 | (2) |
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4.6 Liveware-peripheral liveware |
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100 | (9) |
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100 | (1) |
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4.6.2 VHF assisted collision |
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101 | (1) |
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102 | (1) |
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4.6.4 Crew and pilot integration |
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103 | (3) |
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106 | (1) |
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107 | (1) |
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108 | (1) |
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109 | (1) |
| 5 Preparation for Accident Investigation |
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110 | (16) |
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110 | (1) |
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111 | (2) |
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5.2.1 Transition of human error theories |
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111 | (1) |
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5.2.2 Classification of human error |
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112 | (1) |
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113 | (4) |
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5.3.1 Risk management process |
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113 | (1) |
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5.3.2 Methods of risk analysis and evaluation |
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114 | (3) |
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117 | (1) |
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5.4.1 Background of IMS Code |
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117 | (1) |
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5.4.2 History of self-regulation |
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118 | (1) |
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5.5 Core of quality management system |
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118 | (2) |
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120 | (1) |
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5.7 Implication of the PDCA cycle in an accident |
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121 | (3) |
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124 | (2) |
| 6 On-site Investigation |
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126 | (22) |
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126 | (1) |
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126 | (5) |
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6.2.1 General health and safety |
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126 | (1) |
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6.2.2 Hazards to consider |
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127 | (2) |
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6.2.3 PPE and blood contamination |
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129 | (1) |
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6.2.4 Risk assessment sheet |
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130 | (1) |
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131 | (1) |
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131 | (13) |
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6.3.1 Evidence in general |
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131 | (2) |
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6.3.2 Human evidence: Witness interviewing |
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133 | (5) |
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138 | (1) |
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6.3.4 Documentary evidence |
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138 | (2) |
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6.3.5 Electronic evidence |
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140 | (3) |
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6.3.6 Specialist testing and survey |
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143 | (1) |
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6.4 Assessing the evidence |
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144 | (2) |
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146 | (2) |
| 7 Analysis Methods |
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148 | (8) |
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148 | (1) |
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148 | (3) |
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148 | (1) |
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149 | (2) |
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7.3 Event and Contributory Factors Charts |
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151 | (1) |
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7.4 Guidelines to produce ECFC |
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152 | (1) |
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7.5 Construction of a marine accident investigation report |
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153 | (2) |
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155 | (1) |
| 8 Visualization of Weakness in the System |
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156 | (45) |
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156 | (1) |
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156 | (2) |
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158 | (2) |
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8.3.1 Definition of a hole |
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158 | (1) |
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8.3.2 How to identify the movement of a hole |
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159 | (1) |
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160 | (3) |
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8.4.1 Definitions of latent conditions |
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160 | (1) |
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8.4.2 10 latent conditions |
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161 | (2) |
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8.5 How to find a hole at a real accident |
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163 | (20) |
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163 | (8) |
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8.5.2 Enclosed space entry |
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171 | (4) |
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175 | (4) |
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8.5.4 Occupational casualties |
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179 | (4) |
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8.6 Holes and latent conditions |
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183 | (5) |
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8.6.1 Selection of samples |
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183 | (1) |
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8.6.2 Selection of local workplaces and organizations |
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184 | (1) |
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8.6.3 Number of defensive layers in a local workplace (vessel) |
|
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184 | (1) |
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8.6.4 Locations of holes in organizations |
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185 | (1) |
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8.6.5 Locations of holes at local workplaces |
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185 | (3) |
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188 | (1) |
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8.7 Abstract generalizations (general characteristics of accidents) |
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188 | (7) |
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8.7.1 Cases involving collisions |
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192 | (1) |
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8.7.2 Cases involving contact |
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193 | (1) |
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8.7.3 Cases involving grounding |
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194 | (1) |
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8.7.4 Cases involving occupational casualties |
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195 | (1) |
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8.8 Unresolved issues on the SCM |
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195 | (3) |
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8.9 The SCM in maritime industry |
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198 | (2) |
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8.9.1 Application of the SCM to the marine accidents |
|
|
198 | (1) |
|
8.9.2 Shortcomings of the application of the SCM |
|
|
199 | (1) |
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200 | (1) |
| 9 Statistical Science and Characteristics of Each Types of Accidents |
|
201 | (11) |
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201 | (1) |
|
9.2 Quantification of the SHEL element |
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202 | (2) |
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202 | (1) |
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9.2.2 Multiple regression equation |
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|
202 | (1) |
|
9.2.3 Hypothesis testing of multiple regression equation |
|
|
202 | (1) |
|
9.2.4 Influence of latent conditions on accidents |
|
|
203 | (1) |
|
9.3 Relationship between the hole location and the number of hole occurrence |
|
|
204 | (4) |
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204 | (1) |
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9.3.2 Correlation coefficient |
|
|
205 | (3) |
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9.4 Quantification accident model |
|
|
208 | (3) |
|
9.5 Limitations of the study |
|
|
211 | (1) |
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|
211 | (1) |
| 10 Convergence of Accident Models |
|
212 | (15) |
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212 | (1) |
|
10.2 Summary of the sample accident |
|
|
213 | (1) |
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|
|
214 | (2) |
|
10.4 Limitations of analysis |
|
|
216 | (1) |
|
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216 | (9) |
|
10.5.1 Analysis using the RMQMP model |
|
|
216 | (5) |
|
10.5.2 Analysis using the STAMP model |
|
|
221 | (3) |
|
10.5.3 Differences and similarities among the two models |
|
|
224 | (1) |
|
10.6 Convergence of different type of model |
|
|
225 | (1) |
|
|
|
225 | (2) |
| 11 Rectification of the Weakness and Improvement of the System |
|
227 | (23) |
|
|
|
227 | (1) |
|
11.2 Principles of the systematic accident prevention |
|
|
227 | (2) |
|
11.3 Process of systematic accident prevention |
|
|
229 | (5) |
|
11.3.1 Recurrence prevention |
|
|
229 | (4) |
|
11.3.2 Proactive measures |
|
|
233 | (1) |
|
11.4 An accident and an incident |
|
|
234 | (12) |
|
11.5 Difference between an accident and an incident |
|
|
246 | (3) |
|
|
|
246 | (1) |
|
11.5.2 Occupational casualties |
|
|
247 | (1) |
|
11.5.3 New model showing accident and incident mechanism |
|
|
248 | (1) |
|
|
|
249 | (1) |
| References |
|
250 | (7) |
| Index |
|
257 | (8) |
| Color Figures Section |
|
265 | |
