Beruflich Dokumente
Kultur Dokumente
O p e r a t i o n s M a r k e t in g
M a n a g e m e n t M a n a g e m e n t
C u s t o m e r s
H u
a n m
R e s o u r c e
M a n a g e m e n t
MANAGEMENT OF SERVICES
• Three important components Marketing, Service
Operations, Human Resource Management
• Operational systems should run smoothly and
efficiently to deliver good service
• HR in coordination with Operations assumes
greater importance
• Success depends upon integration of marketing
or human resources
• If there are problems in any one of these three
areas, then it may signal financial problems
ahead
MANAGEMENT OF SERVICES
• Strategies to market manufactured goods
• Four basic strategic elements: product, price,
place (or distribution), and promotion (or
communication). Collectively referred to as the 4
Ps of the marketing mix
• Distinctive nature of service performances,
customer involvement in production
importance of the time factor
needs other strategic elements
• 8 Ps model of integrated service management,
highlights the strategic decision variables facing
managers of service organizations
MANAGEMENT OF SERVICES
• Synergy and integration between each of
the 8 Ps is required for success
P r o d u c t P r o c e s s
E le m e n ts
P r o d u c tiv it y
P la c e a n d T im e a n d Q u a lit y
P r o m o t io n a n d P e o p le
E d u c a t io n
P r ic e a n d O th e r P h y s ic a l
U s e r C o s ts E v id e n c e
MANAGEMENT OF SERVICES
Product Elements
• Combination of features of both the core product
(either a good or service) and the bundle of
supplementary service elements surrounding it
• Reference to the benefits desired by customers
with reference to the competition
• Attention to all aspects of the service
performance that have the potential to create
value for customers
MANAGEMENT OF SERVICES
L o w
psychotherapy)I n t a n g i b l e E l e m e n t s H i g h
FOUR CATEGORIES OF SERVICE PROCESS
People processing
involves tangible
actions to people's
bodies
Possession
processing includes
tangible actions to
goods and other
physical possessions
belonging to the
customer
FOUR CATEGORIES OF SERVICE PROCESS
Mental stimulus
processing refers to
intangible actions
directed at people's
minds
Information
processing describes
intangible actions
directed at a
customer's assets
STRATEGIC MANAGEMENT OF
SERVICES
Design of the Service Factory
• Every service has customers but not every
service interacts with them in the same way
• Customer involvement in the core activity may
vary sharply for each of the four categories of
service process
• Nothing can alter the fact that people-
processing services require the customer to be
physically present within the service factory
STRATEGIC MANAGEMENT OF
SERVICES
Design of the Service Factory
• When customers visit a service factory, their
satisfaction will be influenced by such factors
as:
• Encounters with service personnel
• Appearance and features of service
facilities - both exterior and interior
• Interactions with self-service equipment
• Characteristics and behavior of other
customers
STRATEGIC MANAGEMENT OF
SERVICES
Design of the Service Factory
• Where customers are required to be
physically present throughout service
delivery, the process must be designed
around them from the moment they arrive
at the service factory
• Customers may initially need parking (or
other assistance in travelling to and from
the service facility)
STRATEGIC MANAGEMENT OF
SERVICES
Design of the Service Factory
• The longer they remain on site, the more
they are likely to need other services,
including hospitality basics such as food,
beverages and toilets
• In many instances, they will have to play
active roles in creation and delivery of the
service. Well-managed service firms
teach their customers how to participate
effectively in service operations
STRATEGIC MANAGEMENT OF
SERVICES
Design of the Service Factory
• Service delivery sites that customers need
to visit must be located and designed with
their convenience in mind. If the service
factory is noisy, smelly, confusingly laid
out and situated in an inconvenient
location, then customers are likely to be
turned off
• Marketing needs to work closely with their
counterparts in operations to design
facilities that are both pleasing to
customers and efficient to operate
STRATEGIC MANAGEMENT OF
SERVICES
Design of the Service Factory
• The exterior of a building creates
important first impressions, whereas the
interior can be thought of as the stage on
which the service performance is
delivered. The longer customers remain
in the factory and the more they expect to
spend, the more important it is to offer
facilities that are comfortable and
attractive
STRATEGIC MANAGEMENT OF
SERVICES
Design of the Service Factory
• Marketers need to work with human
resource managers
• The task is to ensure that those
employees who are in contact with
customers present an acceptable
appearance and have both the personal
and technical skills needed to perform
well
STRATEGIC MANAGEMENT OF
SERVICES
AVOIDING OVERGENERALIZATION
• All the characteristics cannot be applied to
all services
P h y s i c a l S u p p o r t
T e c h n i c a l O t h e r
C u s t o m e r
C o r e C u s t o m e
C o n t a c t P e r s o n n e l
B a c k s t F a rg o e n t S t a g e
( I n v i s ( iV b i l s e i ) b l e t o C u s t o m e r )
MANAGEMENT OF SERVICES
SERVICE OPERATIONS SYSTEM
Like a play in a theater, the visible
components of service operations can be
divided into
• Those relating to the actors (or service
personnel)
• Those relating to the stage set (or physical
facilities, equipment and other tangibles)
MANAGEMENT OF SERVICES
SERVICE OPERATIONS SYSTEM
• Backstage is of little interest to audience
(customers)
• Evaluation on actually experience during
service delivery and on the perceived
service outcome
• If the back-stage personnel and systems
fail to perform their support tasks properly
in ways that affect the quality of front-
stage activities, results in dissatisfaction
MANAGEMENT OF SERVICES
SERVICE OPERATIONS SYSTEM
• The proportion of the overall service operation
that is visible to customers varies according to
the level of customer contact
• High-contact services directly involve the
physical person of the customer, either
customers must enter the service factory
(although there may still be many backstage
activities that they don't see) or service workers
and their tools must leave their backstage and
come to the customer's chosen location
MANAGEMENT OF SERVICES
SERVICE OPERATIONS SYSTEM
• Medium-contact services, by contrast, require a
less substantial involvement of the customer in
service delivery. Consequently, the visible
component of the service operations system is
smaller
• Low-contact services usually have a strategy of
minimizing customer contact with the service
provider, so most of the service operations
system is confined to a remotely located
backstage; front-stage elements are normally
limited to post and telecommunications contacts
MANAGEMENT OF SERVICES
SERVICE DELIVERY SYSTEM
• Service delivery is concerned with where, when,
and how the service product is delivered to the
customer
• Subsystem embraces not only the visible
elements of the service operating system -
buildings, equipment and personnel - but may
also entail exposure to other customers
• The visible component of the service operations
system is shrinking in many industries as
electronic technology or redesigned physical
flows are used to drive service delivery from
higher to lower levels of contact
MANAGEMENT OF SERVICES
SERVICE DELIVERY SYSTEM
• Self-service delivery often offers customers
greater convenience than face-to-face contact
• Machines such as automated gasoline pumps,
ATMs, or vending machines can be installed at
numerous locations and are open 24X7X365
• Potential disadvantages - shift from personal
service to self-service can disturbs customers
• Strategy of replacing employees by machines or
self-service procedures needs campaign to
educate customers and promote the benefits of
the new approach
MANAGEMENT OF SERVICES
SERVICE DELIVERY SYSTEM
• Distinction between high contact and low contact
is like the differences between live theater
theatre performance and a drama on radio
• Customers of low-contact services normally
never see the factory they may talk with a
service provider by telephone. They make
judgments about service quality based on ease
of telephone access, the voice and
responsiveness of telephone based customer
service representative
• For service delivered through impersonal
electronic channels, self-service machines,
automated telephone calls, there is very little
traditional theater left to the performance
MANAGEMENT OF SERVICES
The Dramaturgy of Service Delivery
• Theater is a good metaphor for services
• Service delivery consists of a series of
processes that customers experience as a
performance
• Useful approach for high-contact service
providers (such as physicians, educators,
restaurants and hotels) and for businesses
that serve many people simultaneously
rather than providing individualized service
(hospitals, sports)
MANAGEMENT OF SERVICES
L o w H ig h
( 1 ) ( 2 )
C a r R e p a ir P h y s ic ia n
L o w W a t c h R e p a ir B a r b e r
S h o e R e p a ir L a w y e r
( 3 ) ( 4 )
U t ilit y A ir lin e s
H ig h I n s u r a n c e S p e c t a t o r S p o r t s
D i s c o u n t R e t a i l Re re s t a u r a n t s
A u d ie n c e S iz e = N u m b e r o f p e o p le r e c e
C o n t a c t = A m o u n t o f t im e f r o n t s t a g e / a
MANAGEMENT OF SERVICES
The Dramaturgy of Service Delivery
Role and Script Theories
• Role and script theories offer some
interesting insights for service providers
• If we view service delivery as a theatrical
experience, then both employees and
customers act out their parts in the
performance according to predetermined
roles
MANAGEMENT OF SERVICES
S e r v i c e D e liv e r y S y s Ot e t mh e r C o n t a c t P o i n
S e r v ic e O p e r a t io n s S y s t e m A d v e r t is in g
O t h e r
C u s t o m e r s S a le s C a lls
I n t e r io r &
M a r k e t R e s e a r c h
E x t e r i o r
S u r v e y s
F a c ilit ie s
B il lin g / S t a t e m e n t s
T e c h n ic a l T h e M is c e lla n e o u s M a il
C o r e E q u ip m e n t
C u s t o m e r P h o n e C a ll s , F a x e s ,
R a n d o m E x p o s u r e s
S e r v i c e F a c i lit ie s / V e h ic le s
P e o p le
C h a n c e E n c o u n t e r s
t h e r O w i t h S e r v ic e P e r s o n n
B a c k s t a g e F r o n t S t a g Ce u s t o m e r s W o r d - f o - M o n t h
( I n v is i b le ) ( v i s ib l e )
MANAGEMENT OF SERVICES
Service Marketing System
• The scope and structure of the service marketing system
often vary sharply from one type of organization to another
The Service Marketing System for a Low-Contact Service
S e r v i c e O p e r a t i o n s
S y s t e m S e r v i c e D e l i v e r y S y s t eO m t h e r C o n t a c t P
A d v e r t is i n g
M a i l S a l e s C a ll s
M a r k e t R e s e a r c
S u r v e y s
T e c h n ic a l
S e l f S e r v i c eT h e B i l li n g / S t a t e m e
C o r e E q u i p m e nC t u s t o m e r s
R a n d o
m Ex p o s
F a c i li t ie s / V e h i c
P h o n e F , a x ,
W e b s i t e , e t c .
W o r d - f o - M o n t
B a c k s t a g e
( I n v i s i b l e )
F r o n t S t a g e
( v i s ib le )
STRATEGIC MANAGEMENT OF SERVICES
Tangible Elements and Communication
Components in the Service Marketing System
1. Service personnel. Contacts with customers may
be face-to-face, by telecommunications or by mail
These personnel may include
• Sales representatives
• Customer service staff
• Accounting/billing staff
• Operations staff who do not normally provide direct
service to customers (e.g., engineers, janitors)
• Designated intermediaries whom customers
perceive as directly representing the service firm
STRATEGIC MANAGEMENT OF SERVICES
Tangible Elements and Communication
Components in the Service Marketing System
C o g n i t i v eE m o t i o n a P l h y s i o l o g i c a I nl d i v i d u a l B e h a
B e l i e f s M o o d P a i n A f f i l i a t i o n
C a t e g o r -A t t i t u d e C o m f o r t E x p l o r a t i o n
i z a t i o n M o v e m e n t S t a y l o n g e r
S y m b o l i c P h y s i c a l C o m m i t m e n t
m e a n i n g f i t C a r r y o u t p l a n
A m b i e n t C o n d i t i o n s
T e m p e r a t u r e
A i r q u a l i t y
N o i s e
E m p l o y e e
M u s i c
R e s p o n s e s
O d o r
E t c .
S o c i a l I n t e r a c t
S p a c e / F u n c t i o n
P e r c e i v e d B e t w e e n a n d
L a y o u t S e r v i c e s c a p e a m o n g c u s t o m
W q u i p m e n t
a n d e m p l o y e e s
F u r n i s h i n g s
E t c .
C u s t o m e r
I n d i v i d u a l B e h a
R e s p o n s e s
S i g n s , S y m b o l s , A t t r a c t i o n
a n d A r t i f a c t s S t a y / e x p l o r e
S i g n a g e S p e n d m o n e y
P e r s o n a l a r t i f a c t s R e t u r n
S t y l e o f d e c o r C o g n i t i v eE m o t i o n a P l h y s i o l o g i c a lC a r r y o u t p l a n
E t c . M o o d P a i n
B e l i e f s
C a t e g o r -A t t i t u d e C o m f o r t
z a t i o n M o v e m e n t
S y m b o l i c P h y s i c a l
m e a n i n g f i t
STRATEGIC MANAGEMENT OF SERVICES
The Services Marketing Triangle
C o m p a n y
I n t e r n a l M a r k e t i n g E x t e r n a l M a r k
E n a b l i n g M a k i n g
p r o m i s e s p r o m i s e s
P r o v i d e r s C u s t o m e r
I n t e r a c t i v e M a r k e t i n g
K e e p i n g p r o m i s e s
STRATEGIC MANAGEMENT OF SERVICES
Levels of Customer Contact with Service Organizations
E m p h a s i z e s
H ig h E n c o u n t e r s
N u r s i n g H o m e w it h S e r v ic e P e r s
H a ir c u t
F o u r - S t a r H o t e l
G o o d R e s t a u r a n t
M a n a g e m e n t C o n s u l t i n g
A ir l i n e T r a v e l
R e t a il B a n k in g
T e l e p h o n e B a n k in g
M o t e l
C a r R e p a ir
D r y C l e a n i n g
F a s t F o o d
I n s u r a n c e
M o v i e T h e a t e r
C it y B u s
C a b le T V
H o m e B a n k in g
E m p h a s i z e s M a i l- B a s e d R e p a i r s
E n c o u n t e r s
w it h E q u i p m e n t I n t e r n e t - B a s e d S e r v i c e s
L o w
STRATEGIC MANAGEMENT OF SERVICES
CUSTOMER – AS COPRODUCER Levels of Customer Contact
Low (Customer Presence Moderate (Customer Inputs High (Customer Co-produces
Required during Service Delivery) Required for Service Creation) the Service Product)
Service is provided Provision of service requires Service cannot be created apart from
regardless of any individual customer purchase the customer's purchase and
purchase active participation
Payment may be the only Customer inputs (information, Customer inputs are mandatory
required customer input materials) are necessary for an and co-produces the outcome
adequate outcome, but the
service firm provides the service
Examples:
End consumer
E x p e c t e d
s e r v i c e
C u s t o m e r
g a p
P e r c e i v e d
s e r v i c e
MANAGEMENT OF SERVICES
Management of Service Quality
GAP ANALYSIS
C u s t o m e r
E
x p e c t e d
s e r v i c e
C u s t o m e r
g a p P e r c e i v e d
s e r v ic e
S e r v ic e d e li v e r y E x t e r n a l
C o m p a n y G a p 4c o m m u n ic a t io n s
g a p G 1 a p 3 t o c u s t o m e r s
C u s t o m e r - d r i v e n
s e r v i c e d e s ig n s a n d
s t a n d a r d s Gap 1— Not knowing what customers expect
Gap 2— Not selecting the right service design
G a p 2 and standards
C o m p a n y p e Gap
r c 3—e Not
p t delivering
io n s to
o service
f standards
c o n s u m e r e Gapx p 4— e cNot
t amatching
t i o n performance
s to
promises
MANAGEMENT OF SERVICES
Management of Service Quality
Possible Levels of Customer Expectations
H ig h
" E v e r y o n e s a y s t h is r e s ta u r a
I d e a l
is a s g o o d a s o n e in F r a n c e
e x p e c ta t io n s
a n d I w a n t t o g o s o m e w h e r e v
o r d e s ir e s
s p e c ia l f o r m y a n n iv e r s a r y . "
N o r m a t iv e " A s e x p e n s iv e a s t h is
" s h o u ld " r e s ta u r a n t is , it o u g h t t o h a v e
e x p e c ta t io n s e x c e lle n t f o o d a n d s e r v ic e . "
E x p e r ie n c e - " M o s t t im e s t h is r e s ta u r a n t
b a s e d is v e r y g o o d , b u t w h e n it g e ts
n o r m s b u s y t h e s e r v ic e is s lo w . "
" I e x p e c t t h is r e s ta u r a n t
A c c e p ta b le
t o s e r v e m e in a n
e x p e c ta tio n s
a d e q u a t e m a n n e r."
M in im u m " I e x p e c t t e r r ib le s e r v ic e
t o le r a b le f r o m t h is r e s ta u r a n t b u t c o m e
e x p e c ta t io n s b e c a u s e t h e p r ic e is lo w . "
L o w
MANAGEMENT OF SERVICES
Management of Service Quality
Customer Expectations
Beliefs about service delivery that functions as standards
or reference points against which performance is judged
D e s ir e d S e r v
E x p e c t e d
s e r v i c e
C u s t o m e r Z o n e o f
g a p T o le r a n c e
P e r c e iv e d
s e r v ic e A d e q u a t e S e
MANAGEMENT OF SERVICES
Management of Service Quality
Expectations
Culture Dependent – Japanese and
English
Experience Dependent - Japanese and
Russian
Zone of Tolerance
Range or window in which customers do
not particularly notice service performance
Can be large be narrow or large
depending types of service
MANAGEMENT OF SERVICES
Management of Service Quality
Different Customers - Possess
Different Zones of Tolerance
Narrow Zone – Tighter Service
Wider Zone – Tolerable Service
Individual customer's zone of tolerance
increases or decreases depending on a
number of factors, including company
-controlled factors such as price
MANAGEMENT OF SERVICES
Management of Service Quality
A d e q u a t e
S e r v ic e
MANAGEMENT OF SERVICES
FACTORS THAT INFLUENCE CUSTOMER
EXPECTATIONS OF SERVICE
Enduring service intensifiers are
individual, stable factors that lead the
customer to a heightened sensitivity to
service
One of the most important of these
factors can be called derived service
expectations, which occur when
customer expectations are driven by
another person or group of people
MANAGEMENT OF SERVICES
Another enduring service intensifier is
personal service philosophy—the
customer's underlying generic attitude about
the meaning of service and the proper con
duct of service providers
If you have ever been a waitress or a waiter
in a restaurant, you are likely to have
standards for restaurant service that were
shaped by your training and experience in
that role
MANAGEMENT OF SERVICES
Another enduring service intensifier is personal
service philosophy—the customer's underlying
generic attitude about the meaning of service
and the proper conduct of service providers
If you have ever been a waitress or a waiter in
a restaurant, you are likely to have standards
for restaurant service that were shaped by
your training and experience in that role
Service philosophies and derived service
expectations elevate the level of desired
service
MANAGEMENT OF SERVICES
Factors That Influence Adequate Service
T r a n s i t o r y s e r v i c e
i n t e n s i f i e r s
D e s i r e d
S e r v i c e
P e r c e i v e d s e r v i c e
a l t e r n a t i v e s Z o n e
o f
T o l e r a n c e
S e l f - p e r c e i v e d
s e r v i c e r o l e
A d e q u a t e P r e d i c t e
S e r v i c e s e r v i c e
S i t u a t i o n a l
f a c t o r s
MANAGEMENT OF SERVICES
Transitory service intensifiers, consists of
temporary, usually short-term, individual
factors that make a customer more aware of
the need for service
Personal emergency situations in which
service is urgently needed (such as an
accident) raise the level of adequate service
expectation, particularly the level of
responsiveness required and considered
acceptable
MANAGEMENT OF SERVICES
E X P E C T E D Im p lic it s e r v ic e
S E R V IC E p r o m is e s
D e s ir e d
S e r v ic e W o r d o f m o u t h
Z o n e
o f
P a s t e x p e r ie n c e
T o le r a n c e
A d e q u a t e P r e d ic t e d
S e r v ic e S e r v ic e
Perception
Outcome
Interaction
Airline (consumer) Flights to promised Prompt and speedy Trusted name; preferences i Aircraft;
destinations depart system for ticketing, good safety Understanding of ticketing
and arrive on in-flight baggage record; competent special individual counters;
schedule handling employees needs; baggage area;
anticipates uniforms
customer needs
Medical care Appointments are Accessible; no Knowledge, skills, Acknowledges Waiting room;
(consumer) kept on schedule; waiting; willingness credentials, patient as a exam room;
diagnoses prove to listen reputation person; equipment;
accurate remembers written materials
previous
problems; good
listening;
patience
MANAGEMENT OF SERVICES
Management of Service Quality
How Customers Judge the Five Dimensions of Service Quality
Reliability Responsiveness Assurance Empathy Tangibles
Architecture Delivers plans when Returns phone calls; Credentials; Understands Office area;
(business) promised and within adapts to changes reputation; name client's industry; reports; plans
budget in the community;' acknowledges themselves;
knowledge and and adapts to billing
skills specific client statements;
needs; gets to dress of
know the client employees
Information Provides needed Prompt response to Knowledgeable Knows internal Internal reports;
processing information when requests; not staff; customers as office area; dress
(internal) requested "bureaucratic"; deals well-trained; individuals; of employees
with problems credentials understands
promptly individual and
departmental
needs
Internet brokerage Provides correct Quick website with Credible Ability to respond Appearance of
(consumer and information and easy access and no information with human the website and
business) executes customer down time sources on the interaction as collateral
requests accurately site; brand needed
recognition;
credentials
apparent on site
STRATEGIC MANAGEMENT OF SERVICES
Management of Service Quality
STRATEGIES FOR INFLUENCING CUSTOMER
PERCEPTIONS
• Measure and Manage Customer Satisfaction and
Service Quality
• Aim for Customer Quality and Satisfaction in Every
Service Encounter
Plan for Effective Recovery
Facilitate Adaptability and Flexibility
Encourage
Help Employees Cope with Problem Customers
Manage the Dimensions of Quality at the Encounter
Level
STRATEGIC MANAGEMENT OF SERVICES
SERVICE GUARANTEES
Benefits of Service Guarantees
• A good guarantee forces the company to focus on its
customers
• An effective guarantee sets clear standards for the
organization
•A good guarantee generates immediate and relevant
feedback from customers
•When the guarantee is invoked there is an instant
opportunity to recover
•Information generated through the guarantee can be
tracked and integrated into continuous improvement efforts
•Studies of the impact of service guarantees suggest that
employee morale and loyalty can be enhanced as a result
•For customers, the guarantee reduces their sense of risk
and builds confidence
STRATEGIC MANAGEMENT OF SERVICES
Demand and Supply Management in Services
• The fundamental issue underlying supply and demand
management in services is the lack of inventory capability
• Lack of inventory capability is due to the perishability of
services and their simultaneous production and
consumption
Factors
Excess demand
Demand exceeds optimum capacity
Demand and supply are balanced at the level of optimum
capacity
Excess capacity
STRATEGIC MANAGEMENT OF SERVICES
Demand and Supply Management in Services
V a l u m e D e m a n d e d E x c e s s d e m a n d
( b u s i n e s s i s l o s t )
M a x i m u m c a p a c i t y
D e m a n d e x c e e d s
o p t i m u m c a p a c i t y
( s e r v i c e q u a l i t y d e c l i n e s )
O p
t i m u m c a p a c i t y
( d e m a n d a n d s u p p l y a r e w e l l I d e a l u s e
b a l a n c e d )
E x c e s s c a p a c i t y
( w a s t e d
r e s o u r c e s )
L o w u t i l i z a t i o n
( m a y s e n d b a d s i g n a l s )
D E M A N D D E M A
S H I F T D E M A N D
T O O H I G H T O O L
U s e s i g n a g e t o c o mU s m e u s n a c l ea st e a b n ud
t i m e s . b u s i n e s s f r o m
O f f e r i n c e n t i v e s t o s ce ug sm t oe mn t es r. s f o
d u r i n g n o n p e a k t i mM eo s d . i f y t h e s e r
T a k e c a r e o f l o y a l to o r n" re e w g u m l a a r r " k ec t
A d v e r t i s e p e a k u s aO g f fe e tr i md i es sc o a u n nd
n o n p e a k u s e . M o d i f y h o u r s
C h a r g e f u l l p r i c e f oB r r i t n h g e t s h e e r v s i ec re v -
d i s c o u n t s .
STRATEGIC MANAGEMENT OF SERVICES
Demand and Supply Management in Services
WAITING LINE STRATEGIES: WHEN DEMAND AND CAPACITY CANNOT
BE ALIGNED
Waiting Line Strategies
E m p lo y o p e r a t io n a l M a k e w a it in g f u n ,
lo g ic t o r e d u c e w a it o r a t le a s t t o le r a b le
E s ta b lis h
D if f e r e n t ia t e
a r e s e r v a t io n
w a it in g c u s t o m e r s
p r o c e s s
STRATEGIC MANAGEMENT OF SERVICES
Demand and Supply Management in Services
WAITING LINE STRATEGIES: WHEN DEMAND AND CAPACITY CANNOT
BE ALIGNED
Waiting Line Strategies
M u l t i p l e Q u e u e S i n g l e Q u e u e T a k e a N u m
3 4 2
8 6 1 0
1 2 7
( a ) 1 1
9
5
( C )
E n t e r
( b )
STRATEGIC MANAGEMENT OF SERVICES
Demand and Supply Management in Services
M a r k e t a n d R e s o u r c e
C o m p e t it iv e A llo c a t io n
A n a ly s is A n a ly s is
M
a r k e t in g A s s e t s O p e r a t in g A s s e t s
S t a t e m e n t S t a t e m e n t
C u s t o m e r p o r t f o lio P h y s ic a l f a c ilit ie s
M a r k e t k n o w le d g e E q u ip m e n t
M a r k e t in g im p le m e n t a t io n s k ill I n f o r m a t io n t e c h n o l o g y
P r o d u c t lin e H u m a n r e s o u r c e s ( n u m b e r s a n d
P o s it io n in g s t r a t e g y ( ie s ) A llia n c e s a n d p a r t n e r s h ip s
R e p u t a t io n o f b r a n d ( s ) C o s t s t r u c t u r e
S e r v ic e D e liv e r y P r o c e s s
STRATEGIC MANAGEMENT OF SERVICES
THE NATURE OF SERVICE OFFERING
Augmented Product
S e r v ic e V e h ic le
F r e q u e n c y
T r a n s p o r t I n - F lig h t
S e r v ic e
P r e - &
P o s t f lig h t
S e r v ic e F o o d
&
D r in k
M a r k e t in g P o s it io n in g K e y
( w e ig h t e d t o w a r d e v i d e n Tc ae n) g i b l e E le m e n
I n t a n g ib le E le m e
I n f o r m a t i o n
P a y m e n t C o n s u lt a t io n
The Flower of
Service:
Core Product
Surrounded by
Clusters of B i l li n g C O R E O r d e r T a k
Supplementary
Services
E x c e p t io n s H o s p i t a li t y
C a r e t a k i n g