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71 Cards in this Set
- Front
- Back
The traditional understanding of this word is a plan or drawing produced to show the look and function or workings of a building, garment or other object before it is built or made’
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design
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tangible entities that need to be addressed In keeping with product design |
color furnishings equipment lighting |
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Experience that should encapsulate all aspects of Service design |
• The role of the customer • The balance between front and back office • The impact of technology (e.g. the involvement of equipment) • The location of service consumption (e.g. a fixed single facility, multi-site, mobile) • Employee skills/behavior and degree of discretion
•The nature of the service process, e.g. standardized, customized •The significance of procedures •The nature and channels of communication •The contribution of the physical evidence to service satisfaction • How design advances operational efficiency and service quality |
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3 important functions that should work together and be actively involved in the design of a service |
MARKETING HRM OPERATIONS MANAGEMENT |
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Can everything spelt out in a blueprint? |
NO |
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wherre you can identify moments of truth together with a sense of how the service operate |
BLUEPRINT |
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brings together all the facets of a service focuses on how a service works and why. |
BLUEPRINT |
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TRUE OR FALSE Organization climate and employee attitudes are uncontrollable |
TRUE |
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in 1978 he proposed a classification of services as either ‘equipment-based’ or ‘people-based |
THOMAS |
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services were further classified as being automated (vending machine, car wash), monitored by relatively unskilled operators skilled operators - taxis, dry cleaning or operated airlines, computer timesharing |
• Equipment-based |
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services rely on unskilled labor (janitorial services, guards), skilled labor (car repair, plumbing) or professionals (lawyers, accountants) for service production |
People-based |
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TRUE OR FALSE Thomas further acknowledged that ‘many companies are in more than one type of business’ |
TRUE |
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gave prominence to the customer in a 2x2 matrix for service classification |
Maister and Lovelock |
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defined as the ratio of the labor cost incurred to the value of the plant and equipment |
Degree of labor intensity |
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is acknowledged by Schmenner as a more confusing element as it combines two similar but distinct concepts. A high level of interaction is present where a customer can actively intervene in the service process |
Degree of interaction and customization |
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TRUE OR FALSE High customization is in evidence when a service is designed to respond to individual needs and preferences |
TRUE |
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He pointed to the diversity of the service sector, prompting the need for classification to make the management job possible. |
Haywood-Farmer |
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Using dimensions from earlier authors, he sought to remove any existing confusion (over previous classifications) by advocating a three-dimensional mode |
Haywood-Farmer |
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three-dimensional classification scheme |
Degree of contact Degree of labor-intensity Degree of service customization
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Asking the question, “Should the customer be present?” |
degree of contact |
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Is it possible to automate the service? |
degree of labor intensity |
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how standardized it is? |
degree of customization |
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He identified the three variables that can aid the design of service systems: type of customer contact , degree of routinization and fluid service process |
Wemmerlöv |
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Identified three variables that can aid the design of service systems according to Wemmerlöv |
- type of customer contact - degree of routinization and - fluid service process. |
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The degree of routinization is characterized as having the following attributes: |
Low level of task variety and technical skills Low level of information exchange between the service system and customer Both service employee and customer make few judgmental decisions The volume of goods, people, or information per unit of time is usually high• The arrival rate of customers or jobs is often fairly predictable or controlled by the service system The process can involve several customers or objects simultaneously The response time to a customer-initiated service request is often short. |
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The degree of fluid service process is characterized as having the following attributes: |
• Higher levels of technical skills• Larger amounts of information to be exchanged between the service system and customer• The service employee going through unprogrammed search processes and makingseveral judgmental decisions• A usually low unit of time for handling the volume of goods, people or information• High uncertainty of the workflow• One customer (or object) at a time• A fairly long response time to a customer-initiated service |
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argued that his classification scheme can, amongst other things, ‘help management to better understand design and operational aspects of service systems by relating classified service processes to critical management tasks’ |
wemmerlov |
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_____________ +__________ + ________= MANUFACTURING |
no customer contact + rigid process+ goods = manufacturing |
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_______+________ + _________+______= PURE SERVICE |
Direct customer contact + interaction with the service workers + fluid process + people information = PURE SERVICE |
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TRUE OR FALSE A central and recurring theme in the classification and design of service systems is the extent and nature of customer contact. |
TRUE |
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TRUE OR FALSE To address the issue of customer contact and service operational efficiency, Chase proposed that service systems should be viewed as falling along a continuum from LOW customer contact to HIGH customer contact. |
FALSE To address the issue of customer contact and service operational efficiency, Chase proposed that service systems should be viewed as falling along a continuum from high customer contact to low customer contact. |
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refers to the physical presence of the customer in the system |
customer contact time |
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refers to the work process entailed in providing the service |
service creation time |
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the percentage of time the customer must be in the system relative to the total time it takes to serve him/her. |
Extent of contact |
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TRUE OR FALSE Where the method of contact appears important is in determining the division of a service between front and back office: |
TRUE |
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Part of the system directly experienced and visible to the customer. This is where the service is performed and is thereby open to customer scrutiny, e.g. the hotel dining room |
front office |
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that part of the system from which the customer is (physically) excluded, e.g. the hotel kitchens. It is often referred to as the manufacturing side of the service, not seen by the customer. |
BACK OFFICE |
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the technical core of an organization |
production process |
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TRUE OR FALSE Technical core of an organization (commonly referred to as the production process) is sealed off from any uncertainties that may occur in other parts of the organization. |
TRUE |
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The back office becomes decoupled, separated from the front office and NOT allowed to work without hindrance or interference |
FALSE
The back office becomes decoupled, separated from the front office and is allowed to work without hindrance or interference |
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TRUE OR FALSE The main objective of the back office is to enable efficiency to be minimized in the ‘production processes’ |
The main objective is to enable efficiency to be maximized in the ‘production processes’. |
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refers to the service organization’s incomplete knowledge of what the customer is going to bring to the service and how he or she is likely to behave |
Input uncertainty |
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Input uncertainty will vary with the two environmental variables: ___________________ and _______________ |
1. customer willingness to participate 2. diversity of demand |
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refers to how far customers wish to play an active part in the service |
Customer willingness to participate |
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TRUE OR FALSE Customers’ capacity to become involved can be limited by lack of knowledge, skills and understanding of their role |
TRUE |
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refers to the uniqueness of customer demands. Are they to be met in a customized or standardized way? |
Diversity of demands |
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refers to different patterns with respect to division of service work (between front and back office and customer) and customization versus standardization of standard actions and interdependencies |
Interdependencies |
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Four service design options |
1. Sequential standardized service design 2. Reciprocal service design 3. Sequential customized service design 4.Pooled service design |
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a customer dominated design in which they serve themselves after service employees have provided the goods and facilities needed for self-service. |
Sequential standardized service design |
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It is a standardized service in which the front and back office can be decoupled to allow for efficient delivery of service |
Sequential standardized service design |
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joint participation of the parties ‘in which the output of each becomes the input for the others’. The service is produced largely on the basis of significant interactions between front-office employees and customers |
Reciprocal service design |
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the bulk of the work here is performed by the service employees in a system of strong interdependence between back and front offices |
Sequential customized service design |
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most of the work done by an efficient back office, largely decoupled from front-office disturbances. Customers do not interact extensively with service employees but engage in the sharing of resources that makes mass service possible |
Pooled service design |
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flowchart of the service process. It is a map in which all the elements or activities, their sequencing and interaction, can be visualized |
service blueprint |
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essential steps in blueprinting a service |
1. Draw, in diagrammatic form, 2. Identify the fail points 3. Set executional standards 4. Identify all the evidence that is available to the customer. 5. Analyze profitability |
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all the components and processes (Figure 3.4). The service in this case is simple and clear-cut and the map is straightforward. More complex services may require large, complicated diagrams. |
Draw, in diagrammatic form |
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where things might go wrong. In Figure 3.4 the shoe shiner may pick up the wrong wax. |
Identify the fail points |
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these are tolerances (band or range) set around each function and regarded as acceptable from a customer and cost viewpoint. Time is a good example. In Figure 3.4 the standard execution time is 2 minutes, and research showed that the customer would tolerate up to 5 minutes before lowering his or her assessment of quality. |
Set executional standards |
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Each item represents an encounter point. |
Identify all the evidence that is available to the customer |
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delays in service execution through errors or working too slowly affects profit. The shoe shiner estimates the cost of delay; anything greater than 4 minutes execution time and he loses money |
Analyze profitability |
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TRUE OR FALSE A process cannot be improved until there is a clear understanding of how it works. |
TRUE |
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TRUE OR FALSE There may well be different viewpoints as to how a process should be performed and monitored. |
TRUE |
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The areas for investigation should be: |
● Process activities ● Information required to perform the process ● Products generated by the process, e.g. documents, services, etc. ● People and equipment required to perform the process ● Documents that direct how the process is to be accomplished. |
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TRUE OR FALSE To fully appreciate the workings of any service system reference must be made to what is known as ‘the 5 logics’ |
FALSE To fully appreciate the workings of any service system reference must be made to what is known as ‘the 3 logics’ |
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defined here as ‘a way of reasoning’ or a ‘perspective |
LOGIC |
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stresses underlining the significance of the 3 logics, they are ‘crucial to accurate diagnosis of any service situation’ |
Kingmann-Brundage |
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The 3 logics |
Customer logic Technical logic Employee logic |
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is the underlying rationale that drives customers’ behavior, based on their needs and wants. It will be evident in what customers expect of the service and how it might compare with other services |
Customer logic |
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is seen as the ‘engine’ of the service operation. It is essentially concerned with the way things are done dictated largely by organization policy, rules and regulations |
Technical logic |
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the underlying rationale that drives employee behavior. It will be evident in employees’ perception of working conditions, working methods, organization of work and role clarity. |
Employee logic |
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