TI ON

D U C
NTRO
I
 GROUP MEMBERS
• Husain Rangwala 108

• Sneha Sawant 114

• Ankit Shah 119

• Akil Shetty 126

• Tanay Soni 138

• Sneha Taleeja 141

• Umesh Tank 142

• Ruta Varhadi 152

 TAN
GIBI
LI
TY
AS
SU
RA T HY
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E EM
RATER ANALYSIS

RE
Y SP
I LIT ON
B S
LIA IV
RE EN
ES
S
 .6. CREDITABILITY

Truth,worthiness,believability,honest
of the service provider.
 .7. SECURITY

Freedom from danger, risk or doubt

 .8. ACCESS

Approachability and ease of contact.

 .9. COMMUNICATION.

Keeping customers performed in

language they can understand and
listen to them.
.10. UNDERSTANDING THE
CUSTOMER.
Making the effort to know customers
and their needs.
 RATER Model

Reliability
Ability to perform the promised
service dependably and accurately
Q) Is service performed on time?

Assurance
Knowledge and courtesy of employees
and their ability to convey trust and
confidence
Q) Does the organization guarantee
its services?
Tangibles
Appearance of physical facilities, equipment,
personnel, and communication materials

Q) Are staff dressed appropriately?

Empathy
The caring, individualized attention
the firm provides its customers

Responsiveness
Willingness to help customers
and provide prompt service
Q) Are staff willing to answer client
questions?
 Dimension Specific criteria that
customers use
RELIABILITY • Timeliness
• Consistency/Regularity
Delivering on promises • Accuracy

ASSURANCE • Staff competence

• Respect for stakeholders
Inspiring trust and Confidence • Credibility
• Probity and confidentiality
• Safety and security

TANGIBLES • Physical facilities

• Equipment
Representing the service physically • Technology
• Employees
• Communication materials
 EMPATHY
Treating customers as individuals
• Communication (clear, appropriate,
timely)
• Understanding the stakeholder
• Services appropriate for stakeholders’
needs
• Individualized attention

RESPONSIVENESS
• Willingness to help
Being willing to help • Prompt attention to requests, questions
• Problem resolution
• Complaint handling
• Flexibility
DR. DEMING 14 PRINCIPLES
The man who taught
Japanese
about QUALITY
 1. Constancy of purpose
• With aim to become competitive and stay in
business
• Allocating resources for long term planning
• Research and education, design improvement,
equipment maintenance
 2. Adopt new philosophy
• Awaken to challange
and Take leadership
for change
• Mistakes and defects
are no longer
accepted
3. Cease dependence on inspection
• Eliminate need of mass inspection by building
quality into the product.
• Quality comes from improved processes.
• Inspection is too late.
 4. Supplier selection
• Awarding business on price tag
alone
• Instead total cost be minimised.
• Single supplier for one item on long
term relationship of loyality & trust.
• Statistical evidence of process
control for critical parts.
 5. Constant improvement
• Continuously improve quality, productivity and
reduce cost.
• Study of process that is in state of statistical
control.
 6. Training
• Training should be given on the job.
 7. Leadership

• Aim of leadership should be to

help people and machines do a
better job.
• Remove barriers that make it
impossible for workers to do his
job with pride of workmanship.
 8. No fear
• Drive out fear, so that everyone may work
effectively for the company.
 9. Break down barriers
• Break down barriers between the
departments.
• Team work
 10. No coercion
• Eliminate slogans, exhortations and target for
zero defects from work force.
• Goal without roadmap has opposite effect.It
generates frustration and resentment.
• Management dumping their responsibility on
workers.
 11. Promoting leadership

• Management must eliminate

work standards (quotas) and
replace it with leadership.
• Eliminate management by
objective.
• Eliminate management by
numbers, numerical goals,
Substitute leadership.
 12. Promote pride
• Management must remove barriers that rob
people of their right to pride in workmanship.
• Abolishment of annual or merit rating and of
management by objective or by numbers.
 13. Education and self improvement

• Institute a vigorous program of education and

self improvement.
 14. Participation of everyone
• Put everyone in the company to work to
accomplish the transformation.
• Transformation is every body’s job.
 Yield management

• Yield management, also known as revenue management (RM), is

the process of understanding, anticipating and influencing
consumer behaviour in order to maximize revenue or profits from a
fixed, perishable resource .

• It is basically a differential capacity allocation and pricing strategy.

• Yield management strategy is most profitable when those who

arrive early or reserve early are more price sensitive than those
who reserve or arrive late.
 Where and Why Firms Practice Yield
Management

• It is expensive or impossible to store excess

resource

• Commitments need to be made when future

demand is uncertain.

• The firm can discriminate among customer

segments, and each segment has different
demand curves.
• The same unit of capacity can be used to
deliver many different products or services.

• Producers are profit-oriented and have broad

freedom of action.
 Matching Supply and Demand
• Determine demand
pattern.
• Assess causes of
demand variations.
• Develop methods for
managing capacity.
• Develop methods for
managing demand.
 Table 14-1
What is the Nature of Demand Relative to Supply?
Extent of demand fluctuations over time
Extent to which
supply is Wide Narrow
constrained
Peak demand can 1 2
usually be met Electricity Insurance
without a major Natural gas Legal services
delay Telephone Banking
Hospital maternity unit Laundry and dry cleaning
Police and fire
emergencies
Peak demand 4 3
regularly exceeds Accounting and tax Services similar to those in
capacity preparation 2 but which have
Passenger transportation insufficient capacity for
Hotels and motels their base level of business
Restaurants
Theaters

Source: Christopher H. Lovelock, “Classifying Services to Gain Strategic Marketing Insights,” Journal of Marketing, 47, 3 (Summer 1983): 17.
 Table 14-2
What is the Constraint on Capacity?

Nature of the constraint Type of service

Time Legal
Consulting
Accounting
Medical
Labor Law firm
Accounting firm
Consulting firm
Health clinic
Equipment Delivery services
Telecommunication
Utilities
Health club
Facilities Hotels
Restaurants
Hospitals
Airlines
Schools
Theaters
Churches
Managing Demand
• Shift demand from
high to low
demand periods.
• Decrease demand
during peak
demand periods.
• Stimulate demand
during low demand
periods.
 Shifting Demand
Advantages Disadvantages
• Business is not lost. • Customers may not
• Service quality is not want to shift.
adversely affected. • Customers may not
• Increased efficiency. have control over
when they use the
service.
 Figure 14-4
Strategies for Flexing Capacity
to Match Demand

Demand Too High Flex Capacity Demand Too Low

• Stretch time, labor, facilities and
equipment • Perform maintenance
• Cross-train employees renovations
• Hire part-time employees
• Request overtime work from employees
• Schedule vacations
• Rent or share facilities • Schedule employee training
• Rent or share equipment
•
• Subcontract or outsource activities
Lay off employees