服务运作管理整合的视角servicesmanagement1(1)

1、oProductive is all labour which fixes and realises itself in a particular subject or vendible commodity . . . unproductive is all labour which generally perish in the very instant of their performance. (Adam Smith, 1776)1Part OneTHE NATURE OF SERVICESPart ThreeHUMAN RESOURCES INSERVICEORGANIZATIONSP

2、art TwoCUSTOMER LOGICPart FourOPERATIONS MANAGEMENT INSERVICE ORGANIZATIONSPart FiveAN INTEGRATED APPROACH2The nature of services1.Services are becoming more and more important in the economy of the countries all over the word.2. Explain the main charateristics that distinguish services from goods.3

3、. Service classifications and their practical relevance. 3Part TwoCUSTOMER LOGICo4 Relationship marketingo5 Promoting serviceso6 Pricing serviceso7 Customer satisfaction and complaint managemento8 Service guarantees and service-level agreements4Part ThreeHUMAN RESOURCES IN SERVICE ORGANIZATIONSo9 Th

4、e role of human resource practices in service organizationso 10 Competencies and service organizationso11 Collaboration: integrating work and learningo12 The role of empowerment in service organizationso13 Role stress among front-line employees 5Part FourOPERATIONS MANAGEMENT INSERVICE ORGANIZATIONS

5、o14 Service process design and managemento15 Capacity managemento16 Facilities managemento17 IT developments and their impact on services6Part FiveAN INTEGRATED APPROACHo18 Performance measurement systems in service firmso19 Managing innovation in a service Environment o20 Managing services across n

6、ational boundarieso21 Defining a service strategy 7Services Management: An Integrated ApproachThis book originated out of continuous discussions and research efforts The first point of discussion is the notion of services and service management. oAll too often one is tempted to take well-established

7、 insights and know-how comingfrom manufacturing environments and apply them to services. 8services do have some characteristicsIntangibility poses specific challenges to the communication and marketing effort; simultaneity i.e. the presence of the customer during the service delivery process implies

8、 a direct link between employees feelings and behaviour and customers perceptions of service quality; 9the perishable nature of service service has serious implications for managing the service delivery system and the available capacity. 10Second, services are processes. oThey require an integrated

9、and concerted approach; the operational service delivery system, employees and customers all need to be attuned to deliver value in a seamless way. 11oThis awareness of the specific nature of services and, hence inspired several companies, together with the Vlerick Leuven Ghent Management School, to

10、 establish a forum that allowed for exploration and in-depth discussion of the specific nature of service management. 12oThe centre followed a multidisciplinary approach from the start; people with an engineering, marketing or organizational behaviour background have been involved, and both academic

11、s and practitioners have collaborated in the discussions.13Over the past years, workshops have beenorganized covering themes such as customer satisfaction, information technology, empowerment, the service profit chain, innovation, performance management, capacity management and waiting lines, to nam

12、e just a few. In-depth case studies and survey research have also been part of these exploration efforts.14oDuring these years of working together it became clear that services need to be approached in an integrated way: the operational service delivery system, employees competencies, behavior and f

13、eelings, and customer needs and preferences all15need to be balanced, resulting in a configuration that eventually will lead to value creation and benefits for all stakeholders involved. In the light of this approach we have established the structure of this book as follows.16oIn the first part, we

14、explore the nature and importance of services in todays economies. This will lead to the development of a first guiding framework the service concept and the delineation of its constituting elements (Chapters 1 and2). 17oMoreover, we will argue that the notion of services and hence of service manage

15、ment, is becoming an important issue for manufacturing companies as well (Chapter 3).18oNext we focus on customers. We will look at the crucial relationships betweenocustomer satisfaction, customer loyalty and eventual profitability (Chapter 4);odiscuss ways of measuring customer satisfaction and im

16、proving it by means ofocomplaint management and the introduction of service level agreements andoguarantees (Chapters 7 and 8). Promoting and pricing services will also beoconsidered (Chapters 5 and 6).19oEmployees play a decisive role in delivering service quality. Therefore, in the third part we l

17、ook at the dynamics of the script underlying this crucial roleo(Chapter 9). Consecutively, we develop the notion of competencies and their development,othe importance of collaboration and the relevance of empowerment (Chapters 10, 11 and 12). oFinally, we focus on the specific issues related to jobo

18、design and performance of front-line employees (Chapter 13).20oservice delivery system (chapter 14). As services are intangible they become perishable as well; there is no possibility of stockpiling services. Designing and managing capacity adequately will often affect directly the level of profitab

19、ility in services.21oWe devote a complete chapter to relevant approaches and techniques of capacity management as well as related concepts such as yield management (Chapter 15). InoPart Four, we will also discuss location and facilities (Chapter 16), and explore the role information technology can p

20、lay in the service delivery process (Chapter 17).22oThe fifth part is devoted to issues of a more integrated and dynamic nature;designing adequate performance measurement systems (Chapter 18); updating your service concept by means of innovation (Chapter 19); extending services acrossonational bound

21、aries (Chapter 20), and service strategy as an overreaching concepto(Chapter 21).23oOf course, we cannot cover all issues related to the different themes listed in the table of contents. oRather, we have tried to highlight those elements that relate directly to the nature of services or bear a cruci

22、al importance for service management. 24oBy placing service aspects in the spotlight, this book can be seen asocomplementary to other managerial texts focusing on a functional area or domain.25The nature of servicesoWhat makes services so special that a complete book should be devoted to managing se

23、rvices?oTwo trends emerge: services account for an ever-increasing part of wealth creation in economies all over the world, and services are becoming global to a greater extent.26oNext, we examine the different characteristics that distinguish services from goods.oWhile these first chapters might su

24、ggest a sharp distinction between services and goods, it is becoming clear that boundaries between manufacturing companies and service providers are increasingly blurred27THE GROWING IMPORTANCE OF SERVICESoEconomists like to divide our industries into three or sometimes even four broad sectors:o The

25、 primary sector farming, forestry and fishing.o The secondary sector the industrial sector, including gas, mining and manufacturing,electricity, water and construction.o The tertiary sector a synonym for the service sector.28Role of Services in an EconomyINFRASTRUCTURE SERVICE Communications Transpo

26、rtation Utilities BankingPERSONAL SERVICES Healthcare Restaurants HotelsCONSUMER(Self-service)GOVERNMENT SERVICES Military Education Judicial Police and fire protectionDISTRIBUTION SERVICES Wholesaling Retailing RepairingFINANCIAL SERVICES Financing Leasing InsuranceMANUFACTURINGServices inside comp

27、any: Finance Accounting Legal R&D and designBUSINESS SERVICES Consulting Auditing Advertising Waste disposal1-2929The contribution of services to the creation of wealthoThe service sector has experienced a steady increase in importance in the world economy. oThe service sector can be consider a gene

28、ral trend.oBut, the development of the service sector is different between the developed countries and the developing countries.30Distribution of GDP in the US EconomyProductServicesPhysicalInformation6%10%31%53%37%63%84%16%DBAC1-3131oNowadays, over two-thirds of all employment in developed countrie

29、s is in these service sector. oThe US also heads the list of the service sectors share in employment, with almost three-quarters of all 1999 employment in the service sector. Why?The contribution of services to the creation of wealth32oDistributive services include transportation, communication and

30、trade.o Producer services involve services such as investment banking, insurance,engineering, accounting, bookkeeping and legal services.33oSocial services include health care, education, non-profit organizations and government agencies.o Personal services include tourism, dry cleaning, recreational

31、 services and domestic services.34The contribution of services to the creation of wealth35BelgiumFranceJapanNetherlandsUnitedKingdomAverageofdevelopedcountriesAverageofdevelopedcoutries:Europe197056-47-5355198066645465-5962199069705668676468199973-74747171Contribution of service sector to GDP in som

32、e developed countries, 1970-99 (%)Source: UNCTAD (2001)Services presently amount to an average of 70 per cent ofGDP in these economies.36 oThe situation is slightly different in the formerly Communist countries ofEastern Europe37Figure 1.1 Contribution of service sector to employment, 1999 (%)Contri

33、bution of service sector to employment, 1999 (%)Source: UNCTAD (2001)38Driving forces behind the growth of services (reasons)oIncreasing consumer incomes and sociological changes have led to a greater demand for services.o Increasing professionalism in companies and technological changes have brough

34、t about the creation of new services, notably of producer services.39Driving forces behind the growth of services oThe impact of income changes on buying behaviour People with higher incomes tend to spend more on services and less on goods.40Driving forces behind the growth of services41oSociologica

35、l and demographic changes Aging of the population Two-income families Growth in number of single peopleDriving forces behind the growth of services 42oThe impact of income changes on buying behaviouroSociological and demographic changesoThe growing importance of producer servicesoTechnological devel

36、opments43SERVICES: WHAT MAKES THEM SPECIAL?44oProducing a definition of services is not an easy task.45oServices are actually all those economic activities in which the primary output is neither a product nor a construction. Quinn and Gagnon:46oAny activity or benefit that one party can offer to ano

37、ther that is essentially intangible and does not result in the ownership of anything.o Kotler47oA service is an activity or series of activities of a more or less intangible nature that normally, but not necessarily, take place in interactions between the customer and service employees and/or physic

38、al resources or goods and/or systems of the service provider, which are provided as solutions to customer problems.o Grnroos:48Services can thus be defined as:all those economic activities that are intangible and imply an interaction to be realized between service provider and consumer.49Intangibili

39、tyosimply means that the result of a service transaction is not physical goods. oA service is a process or an act.50Simultaneityomeans that the realization of a service implies the presence of provider as well as customer; both play an active role in the realization of services.oProduction and consu

40、mption arein the simultaneous interaction between consumer and provider.51perishabilityo. Services cannot be kept in stock like goods. It is not possible to produce services at one moment in time, store them, and take them from the shelf to sell when appropriate, as it is with goods.52heterogeneityo

41、. The fact that both provider and customerneed to interact at a certain point within the service delivery process, opens up possibilities for variation. Customers, service providers, the surroundings and even the moment of interaction are all sources of variation; consequently, service delivery proc

42、esses will tend to be characterized by increasedheterogeneity.53A CLOSER LOOK AT SERVICESoIntangibilityoWhile goods are produced, servicesare performed. A service is an act or a deed that we cannot take home with us.54What are the implications of this intangibility?o1. Search qualitieso2.Experience

43、qualitieso3. Credence qualities55Simultaneity ：,saimltniti oA second common characteristic of services is the simultaneity of production and consumption. Whereas goods are produced first and then consumed, services are produced and consumed at the same time. The customer takes part in the production

44、process and consumes the service as it is being produced.56oAt the same time, in some cases, the customer must be just as educated as the employee. How well certain services are performed depends not only on theperformance of the service provider, but also on the ability of the customer to specify o

45、r perform his or her own part of the service.57HeterogeneityoHeterogeneity is related to the potential of variability in the performance of services.58Where does this heterogeneity come from?o1. The service provideroHumans are not robots, able torepeat consistently the sameaction day in and day out without error. Therefore, a first source of heterogeneityis t