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Service Strategy: Mcgraw-Hill/Irwin Service Management: Operations, Strategy, and Information Technology, 6E
Service Strategy: Mcgraw-Hill/Irwin Service Management: Operations, Strategy, and Information Technology, 6E
Learning Objectives
Formulate a strategic service vision. Discuss the competitive environment of services. Describe how a service competes using the three generic service strategies. Explain what is meant by qualifiers, service winners, and service losers. Discuss the competitive role of information in services. Explain the concept of the virtual value chain and its role in service innovation. Identify potential limits in the use of information as a competitive strategy. Categorize a service firm according to its stage of competitiveness.
3-2
What are common characteristics of important market segments? What dimensions can be used to segment the market, demographic, psychographic? How important are various segments? What needs does each have? How well are these needs being served, in what manner, by whom?
3-3
What are important elements of the service to be provided, stated in terms of results produced for customers? How are these elements supposed to be perceived by the target market segment, by the market in general, by employees, by others? How do customers perceive the service concept? What efforts does this suggest in terms of the manner in which the service is designed, delivered, marketed?
3-4
What are important elements of the strategy: operations, financing, marketing, organization, human resources, control? On which will the most effort be concentrated? Where will investments be made? How will quality and cost be controlled: measures, incentives, rewards? What results will be expected versus competition in terms of, quality of service, cost profile, productivity, morale/loyalty of servers?
3-5
What are important features of the service delivery system including: role of people, technology, equipment, layout, procedures? What capacity does it provide, normally, at peak levels? To what extent does it, help insure quality standards, differentiate the service from competition, provide barriers to entry by competitors?
3-6
Fun cabin atmosphere to differentiate service Use only Boeing 737 aircraft to control maintenance and operating costs Hire cabin crew based on attitude
Quick turnaround at gate results in high utilization of aircraft No assigned seating rewards punctuality and promotes on-time performance
Short flights with frequent departures Serve peanuts and soft drinks only Use of inner-city or low traffic airports avoids congestion Carry-on luggage
State of Texas residents Business traveler who drives because of inadequate service Inexpensive family travel on weekends
3-7
Relatively Low Overall Entry Barriers Economies of Scale Limited High Transportation Costs Erratic Sales Fluctuations No Power Dealing with Buyers or Suppliers Product Substitutions for Service High Customer Loyalty Exit Barriers
3-8
Seeking Out Low-cost Customers Standardizing a Custom Service Reducing the Personal Element in Service Delivery (promote self-service) Reducing Network Costs (hub and spoke) Taking Service Operations Off-line
3-9
Making the Intangible Tangible (memorable) Customizing the Standard Product Reducing Perceived Risk Giving Attention to Personnel Training Controlling Quality
Note: Differentiation in service means being unique in brand image, technology use, features, or reputation for customer service.
3-10
Buyer Group: (e.g. USAA insurance and military officers) Service Offered: (e.g. Shouldice Hospital and hernia patients) Geographic Region: (e.g. Austin Cable Vision and TV watchers)
3-11
(24 hour ATM) (Site location) (On-time performance) (Know customers name) (Quality surrogate) (Perceptions important) (Word-of-mouth) (Customer well-being) (Avoid excessive waiting)
3-12
must be attained on the competitive dimension, as defined by other market players. Examples are cleanliness for a fast food restaurant or safe aircraft for an airline. Service Winner: The competitive dimension used to make the final choice among competitors. Example is price. Service Loser: Failure to deliver at or above the expected level for a competitive dimension. Examples are failure to repair auto (dependability), rude treatment (personalization) or late delivery of package (speed).
3-13
Revenue generation:
Internal (Operations) Yield management Point of sale Expert systems
Productivity enhancement:
Inventory status Data envelopment analysis (DEA)
3-14
Marketplace vs Marketspace Creating New Markets Using Information (Gather, Organize, Select, Synthesize, and Distribute) Three Stage Evolution
1st Stage (Visibility): See physical operations more effectively with information Ex. USAA paperless operation 2nd Stage (Mirroring Capability): Substitute virtual activities for physical Ex. USAA automate underwriting 3rd Stage (New Customer Relationships): Draw on information to deliver value to customer in new ways Ex. USAA event oriented service
3-15
Anti-competitive (e.g. Barrier to entry) Fairness (e.g. Yield management) Invasion of Privacy (e.g. Micromarketing) Data Security (e.g. Medical records) Reliability (e.g. Credit report)
3-16
Coding grades customers on how profitable their business is. Routing is used by call centers to place customers in different queues based on customer code. Targeting allows choice customers to have fees waived and get other hidden discounts. Sharing data about your transaction history with other firms is a source of revenue.
3-17
Operations continually excels, reinforced by personnel management and systems that support an intense customer focus. Exceeds customer expectations; consistent on multiple dimensions.
3-18
Contributes to service, plays an important role in the total service, is given attention, but is still a separate role. A market segment whose basic needs are understood.
A collection of individuals whose variation in needs is understood. When promises to enhance service.
INTRODUCTION OF NEW TECHNOLOGY When necessary for When justified by cost survival, under duress. savings.
Source of first-mover advantages, creating ability to do things your competitors cant do. Innovative; creates procedures.
Permitted to select among alternative procedures. Listens to customers; coaches and facilitates workers. works to enhance their career.
3-19
Operating Strategy
Service Concept
3-20
MOVIE SELECTION
Few Many
Poor
3-22
Make recommendations for Tim and Carrie that would increase profitability.
3-24
Discussion Topics
1.
2. 3.
4. 5.
Give examples of service firms that use both the strategy of focus and differentiation and the strategy of focus and overall cost leadership. What ethical issues are associated with micromarketing? For each of the three generic strategies (i.e., cost leadership, differentiation, and focus) which of the four competitive uses of information is most powerful? Give an example of a firm that begin as world-class and has remained in that category. Could firms in the world-class service delivery stage of competitiveness be described as learning organizations?
3-25
The class divides and debates the proposition Frequent flyer award programs are or are not anticompetitive.
3-26