TSM_OpMgmt
MSE TSM Operatiosn Management
MSE TSM Operatiosn Management
Fichier Détails
| Cartes-fiches | 28 |
|---|---|
| Langue | Deutsch |
| Catégorie | Gestion d'entreprise |
| Niveau | Université |
| Crée / Actualisé | 06.09.2021 / 07.09.2021 |
| Lien de web |
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Service Dominant Logic (SDL) Definition of Service:
Service is the application of knowledge and skills to provide benefits to others - vargo,lusch
Definition of manufacturing:
Production of tangibles (Sachgüter) whose ownership is transferred
Role of service (operations) in an economy VALUE
provider -> value creation -> customer
provideer <- value capture <- customer
Value creation for the customer:
- Time saving
- less work interruptions
- tool performance increase
- less organizational effort
- no internal technician is needed
- always the newest devices available
- theft insurance
value capture for the provider
- money
- data collection
- feedback from customer
- customer binding / relationship
- mouth to mouth advertisement
Characetiristics of Services (IHIP)
- Intangible (immateriell)
- Hetereogenenous (heterogen)
- Instantaneous (Unmittelbar)
- Perishable (Verdeblich)
Service Quality - 5 Dimensions:
- Reliability (Verlässlichkeit)
- Responsivness (Anprechbarkeit)
- Assurance (Sicherheit)
- Empathy (Einfühlsvermögen)
- Tangibles (Sachlichkeit)
Service Encounter:
- Moments of Truth in the customer journey
MoT = Steps in the customer journey where a lasting impression arise
When you will provide a service over a series of steps -> design customer journey and the dramatic arc
Be there when help is needed that will exceed the positiv thinking of you -> MoT
Service Encounter (Begegnung) Triad
name the three parts of the triad:
- Service Organization
- Contact Personnel
- Customer
Consequence of disbalance in the service encounter triad of
Contact personell:
the agents / personell can act to random -> customer frustration
rectruitment: find a agent which has a service orientation
training for personnel: role play of customer - agent, train specific situations to know how to react
employee compensation: rely a performance in a service orientation
Consequence of disbalance in the service encounter triad:
Service Organisation
every time the same procedure - no extra service -> customer frustration
service culture: share beliefs and values - allow agents to act independetly
employee empowerment: trust in agents, that they will make the right decision to the service culture
consequence of disbalance in the service encounter triad:
Customer
Extreme customer orientation
customer motivation: different motivations schemes (social contacts, looking for convenience...)
scripts for customer behaviour: customer is used to script (know how to shop), for new services they need to learn new scripts (self checkout)
Service quality GAP Model:
GAP 1 - Market Research
Customer Expectation <> Management Perceptions of customer expectation
market research gap, there is a difference in the customer expectations and the management estimation / valuation (that what the management thinks the customer needs)
Service Quality GAP model:
GAP 2: Design
Management Perceptions of customer expectations <> Service Design
design gap results, exceed because of a falce design of the service by the management that dont meet the customer expectations which dont could be transfered in a workable servvice standard
Service quality GAP Model:
Gap 3: Conformance
Service Standards <>Service Delivery
the conformance gap exceed because the actual delivered service does not meet the defined service standard from the management
Service quality GAP Model.
GAP 4: Communcation
service delivery <> customer perception
communication gap exceed when the delivered service divide from the customer perception (be at a variance)
service quality GAP Model
GAP 5: Customer Statisfaction
customer perception( Wahrnehmung) <> customer expectation (Erwartung)
Customer statisfaction is a gap are depending on minimizing gaps 1-4 which are associated with the delivery of service
Conjoint Analysis?
the most relevant method to estimate the preference score
model preference with linear regression
use of a conjoint analysis?
product optimization:
you can detect which product properties are how much relevant for the customers. so you can design your product by the highest average value
you can alos compare your product to a competitors product
yield managment
field of capacity managment?
field of demand management?
managing demand:
- develop reservations systems
- establishing price incentives (anreize)
managing capacity:
- sheduling work shifts
- part time employees
Yield management definition:
„Yield management is a comprehensive system to maximize revenue for capacity-constrainted
services using reservation systems, overbooking, and partitioning demand.“ (cmp.
Bordoloi/Fitzsimmons/fitzsimmons (2019).
What is a protection level and whats the goal of it?
Protection level is the capacity for each segment
Goal is a optimized protection level for maximising the profit / revenue
Value Dimension:
- Functional Value; "saves time"
- Economic / Financial Value; "saves money"
- Social value; "i am part of the group"
- Emotional value; "i feel great when i use it"
- Conditional value: waaas das?
Services vs. goods:
Goods = ...
Service = ...
Goods = transfering ownership
Service = renting of ressources
How can service quality measured?
- SERVQUAL: multi item scale for measuring the five dimensions of service quality
- Walk-through Audit: evaluate the service experience form a customer perspective
the five roles of technology in the service encounter:
A: Technology-free (customer interacts physical with a human service provider)
B: Technology-assisted (only service provider has access to tech - example X-Ray at the dentist)
C: Technology-faciilitated (both of customer and provider have access to the same technology - financial advise on pc)
D:Technology-mediated (not physical or face to face, communication above telephone, distant callcenter etc.)
E: Technology-generated (self-service): the humann service provider is replaced, self service
Bordoloi, S. K. (2019). Service management operations, strategy, information technology (Ninth
edition, international student edition). McGraw-Hill Education.
Maisters First Law of Service:
"Customer compare expectations with perceptions"
Satisfaction = Perception - Expectation
- If P>E, then customer is satisfied
- If P<E, then customer is unsatisfied
David H. Maister: The Psychology of Waiting Lines
Maisters Second Law of Services:
“It is hard to play catch-up ball.”
A bad experience in this first step will influence the whole service experience
David H. Maister: The Psychology of Waiting Lines
