服务运作管理整合的视角

‘Productiveisalllabourwhichfixesandrealisesitselfinaparticularsubjectorvendiblecommodity...unproductiveisalllabourwhichgenerallyperishintheveryinstantoftheirperformance.’(AdamSmith,1776)1PartOne

THENATUREOFSERVICESPartThreeHUMANRESOURCESINSERVICEORGANIZATIONSPartTwoCUSTOMERLOGICPartFourOPERATIONSMANAGEMENTINSERVICEORGANIZATIONSPartFiveANINTEGRATEDAPPROACH2ThenatureofservicesServicesarebecomingmoreandmoreimportantintheeconomyofthecountriesallovertheword.2.Explainthemaincharateristicsthatdistinguishservicesfromgoods.3.Serviceclassificationsandtheirpracticalrelevance.

3PartTwo

CUSTOMERLOGIC4Relationshipmarketing5Promotingservices6Pricingservices7Customersatisfactionandcomplaintmanagement8Serviceguaranteesandservice-levelagreements4PartThree

HUMANRESOURCESINSERVICEORGANIZATIONS9Theroleofhumanresourcepracticesinserviceorganizations10Competenciesandserviceorganizations11Collaboration:integratingworkandlearning12Theroleofempowermentinserviceorganizations13Rolestressamongfront-lineemployees5PartFour

OPERATIONSMANAGEMENTIN

SERVICEORGANIZATIONS14Serviceprocessdesignandmanagement15Capacitymanagement16Facilitiesmanagement17ITdevelopmentsandtheirimpactonservices6PartFive

ANINTEGRATEDAPPROACH18Performancemeasurementsystemsinservicefirms19ManaginginnovationinaserviceEnvironment20Managingservicesacrossnationalboundaries21Definingaservicestrategy7ServicesManagement:AnIntegratedApproachThisbookoriginatedoutofcontinuousdiscussionsandresearcheffortsThefirstpointofdiscussionisthenotionofservicesandservicemanagement.Alltoooftenoneistemptedtotakewell-establishedinsightsandknow-howcomingfrommanufacturingenvironmentsandapplythemtoservices.8servicesdohavesomecharacteristicsIntangibilityposesspecificchallengestothecommunicationandmarketingeffort;simultaneity–i.e.thepresenceofthecustomerduringtheservicedeliveryprocess–impliesadirectlinkbetweenemployees’feelingsandbehaviourandcustomers’perceptionsofservicequality;

9theperishablenatureofserviceservicehasseriousimplicationsformanagingtheservicedeliverysystemandtheavailablecapacity.10Second,servicesareprocesses.Theyrequireanintegratedandconcertedapproach;theoperationalservicedeliverysystem,employeesandcustomersallneedtobeattunedtodelivervalueinaseamlessway.11Thisawarenessofthespecificnatureofservicesand,henceinspiredseveralcompanies,togetherwiththeVlerickLeuvenGhentManagementSchool,toestablishaforumthatallowedforexplorationandin-depthdiscussionofthespecificnatureofservicemanagement.12Thecentrefollowedamultidisciplinaryapproachfromthestart;peoplewithanengineering,marketingororganizationalbehaviourbackgroundhavebeeninvolved,andbothacademicsandpractitionershavecollaboratedinthediscussions.13Overthepastyears,workshopshavebeenorganizedcoveringthemessuchascustomersatisfaction,informationtechnology,empowerment,theserviceprofitchain,innovation,performancemanagement,capacitymanagementandwaitinglines,tonamejustafew.In-depthcasestudiesandsurveyresearchhavealsobeenpartoftheseexplorationefforts.14Duringtheseyearsofworkingtogetheritbecameclearthatservicesneedtobeapproachedinanintegratedway:theoperationalservicedeliverysystem,employees’competencies,behaviorandfeelings,andcustomerneedsandpreferencesall15needtobebalanced,resultinginaconfigurationthateventuallywillleadtovaluecreationandbenefitsforallstakeholdersinvolved.Inthelightofthisapproachwehaveestablishedthestructureofthisbookasfollows.16Inthefirstpart,weexplorethenatureandimportanceofservicesintoday’’seconomies.Thiswillleadtothedevelopmentofafirstguidingframework––theserviceconcept––andthedelineationofitsconstitutingelements(Chapters1and2).17Moreover,wewillarguethatthenotionofservicesandhenceofservicemanagement,isbecominganimportantissueformanufacturingcompaniesaswell(Chapter3).18Nextwefocusoncustomers.Wewilllookatthecrucialrelationshipsbetweencustomersatisfaction,customerloyaltyandeventualprofitability(Chapter4);discusswaysofmeasuringcustomersatisfactionandimprovingitbymeansofcomplaintmanagementandtheintroductionofservicelevelagreementsandguarantees(Chapters7and8).Promotingandpricingserviceswillalsobeconsidered(Chapters5and6).19Employeesplayadecisiveroleindeliveringservicequality.Therefore,inthethirdpartwelookatthedynamicsofthescriptunderlyingthiscrucialrole(Chapter9).Consecutively,wedevelopthenotionofcompetenciesandtheirdevelopment,theimportanceofcollaborationandtherelevanceofempowerment(Chapters10,11and12).Finally,wefocusonthespecificissuesrelatedtojobdesignandperformanceoffront-lineemployees(Chapter13).20servicedeliverysystem(chapter14).Asservicesareintangibletheybecomeperishableaswell;thereisnopossibilityofstockpilingservices.Designingandmanagingcapacityadequatelywilloftenaffectdirectlythelevelofprofitabilityinservices.21Wedevoteacompletechaptertorelevantapproachesandtechniquesofcapacitymanagementaswellasrelatedconceptssuchasyieldmanagement(Chapter15).InPartFour,wewillalsodiscusslocationandfacilities(Chapter16),andexploretheroleinformationtechnologycanplayintheservicedeliveryprocess(Chapter17).22Thefifthpartisdevotedtoissuesofamoreintegratedanddynamicnature;designingadequateperformancemeasurementsystems(Chapter18);updatingyourserviceconceptbymeansofinnovation(Chapter19);extendingservicesacrossnationalboundaries(Chapter20),andservicestrategyasanoverreachingconcept(Chapter21).23Ofcourse,wecannotcoverallissuesrelatedtothedifferentthemeslistedinthetableofcontents.Rather,wehavetriedtohighlightthoseelementsthatrelatedirectlytothenatureofservicesorbearacrucialimportanceforservicemanagement.24Byplacingserviceaspectsinthespotlight,thisbookcanbeseenascomplementarytoothermanagerialtextsfocusingonafunctionalareaordomain.25ThenatureofservicesWhatmakesservicessospecialthatacompletebookshouldbedevotedtomanagingservices?Twotrendsemerge:servicesaccountforanever-increasingpartofwealthcreationineconomiesallovertheworld,andservicesarebecomingglobaltoagreaterextent.26Next,weexaminethedifferentcharacteristicsthatdistinguishservicesfromgoods.Whilethesefirstchaptersmightsuggestasharpdistinctionbetweenservicesandgoods,itisbecomingclearthatboundariesbetweenmanufacturingcompaniesandserviceprovidersareincreasinglyblurred27THEGROWINGIMPORTANCEOFSERVICESEconomistsliketodivideourindustriesintothreeorsometimesevenfourbroadsectors:Theprimarysector–farming,forestryandfishing.Thesecondarysector–theindustrialsector,includinggas,miningandmanufacturing,electricity,waterandconstruction.Thetertiarysector–asynonymfortheservicesector.28RoleofServicesinanEconomyINFRASTRUCTURESERVICE·Communications·Transportation·Utilities·BankingPERSONALSERVICES·Healthcare·Restaurants·HotelsCONSUMER(Self-service)GOVERNMENTSERVICES·Military·Education·Judicial·PoliceandfireprotectionDISTRIBUTIONSERVICES·Wholesaling·Retailing·RepairingFINANCIALSERVICES·Financing·Leasing·InsuranceMANUFACTURINGServicesinsidecompany:·Finance·Accounting·Legal·R&DanddesignBUSINESSSERVICES·Consulting·Auditing·Advertising·Wastedisposal1-2929ThecontributionofservicestothecreationofwealthTheservicesectorhasexperiencedasteadyincreaseinimportanceintheworldeconomy.Theservicesectorcanbeconsiderageneraltrend.But,thedevelopmentoftheservicesectorisdifferentbetweenthedevelopedcountriesandthedevelopingcountries.30DistributionofGDPintheUSEconomyProductServicesPhysicalInformation6%10%31%53%37%63%84%16%DBAC1-3131Nowadays,overtwo-thirdsofallemploymentindevelopedcountriesisintheseservicesector.TheUSalsoheadsthelistoftheservicesector’’sshareinemployment,withalmostthree-quartersofall1999employmentintheservicesector.Why?Thecontributionofservicestothecreationofwealth32Distributiveservicesincludetransportation,communicationandtrade.Producerservicesinvolveservicessuchasinvestmentbanking,insurance,engineering,accounting,bookkeepingandlegalservices.33Socialservicesincludehealthcare,education,non-profitorganizationsandgovernmentagencies.Personalservicesincludetourism,drycleaning,recreationalservicesanddomesticservices.34Thecontributionofservicestothecreationofwealth35BelgiumFranceJapanNetherlandsUnitedKingdomAverageofdevelopedcountriesAverageofdevelopedcoutries:Europe197056-47--5355198066645465-5962199069705668676468199973--74747171ContributionofservicesectortoGDPinsomedevelopedcountries,1970-99(%)Source:UNCTAD(2001)Servicespresentlyamounttoanaverageof70percentofGDPintheseeconomies.36ThesituationisslightlydifferentintheformerlyCommunistcountriesofEasternEurope37Figure1.1Contributionofservicesectortoemployment,1999(%)Contributionofservicesectortoemployment,1999(%)Source:UNCTAD(2001)38Drivingforcesbehindthegrowthofservices(reasons)Increasingconsumerincomesandsociologicalchangeshaveledtoagreaterdemandforservices.Increasingprofessionalismincompaniesandtechnologicalchangeshavebroughtaboutthecreationofnewservices,notablyofproducerservices.39DrivingforcesbehindthegrowthofservicesTheimpactofincomechangesonbuyingbehaviourPeoplewithhigherincomestendtospendmoreonservicesandlessongoods.40Drivingforcesbehindthegrowthofservices41SociologicalanddemographicchangesAgingofthepopulationTwo-incomefamiliesGrowthinnumberofsinglepeopleDrivingforcesbehindthegrowthofservices42TheimpactofincomechangesonbuyingbehaviourSociologicalanddemographicchangesThegrowingimportanceofproducerservicesTechnologicaldevelopments43SERVICES:WHATMAKESTHEMSPECIAL?44Producingadefinitionofservicesisnotaneasytask.45‘Servicesareactuallyallthoseeconomicactivitiesinwhichtheprimaryoutputisneitheraproductnoraconstruction.’QuinnandGagnon:46‘Anyactivityorbenefitthatonepartycanoffertoanotherthatisessentiallyintangibleanddoesnotresultintheownershipofanything.’’Kotler47‘Aserviceisanactivityorseriesofactivitiesofamoreorlessintangiblenaturethatnormally,butnotnecessarily,takeplaceininteractionsbetweenthecustomerandserviceemployeesand/orphysicalresourcesorgoodsand/orsystemsoftheserviceprovider,whichareprovidedassolutionstocustomerproblems.’Grönroos:48Servicescanthusbedefinedas:‘allthoseeconomicactivitiesthatareintangibleandimplyaninteractiontoberealizedbetweenserviceproviderandconsumer.’49Intangibilitysimplymeansthattheresultofaservicetransactionisnotphysicalgoods.Aserviceisaprocessoranact.50Simultaneitymeansthattherealizationofaserviceimpliesthepresenceofprovideraswellascustomer;bothplayanactiveroleintherealizationofservices.Productionandconsumptionareinthesimultaneousinteractionbetweenconsumerandprovider.51perishability.Servicescannotbekeptinstocklikegoods.Itisnotpossibletoproduceservicesatonemomentintime,storethem,andtakethemfromtheshelftosellwhenappropriate,asitiswithgoods.52heterogeneity.Thefactthatbothproviderandcustomerneedtointeractatacertainpointwithintheservicedeliveryprocess,opensuppossibilitiesforvariation.Customers,serviceproviders,thesurroundingsandeventhemomentofinteractionareallsourcesofvariation;consequently,servicedeliveryprocesseswilltendtobecharacterizedbyincreasedheterogeneity.53ACLOSERLOOKATSERVICESIntangibilityWhilegoodsareproduced,servicesareperformed.Aserviceisanactoradeedthatwecannottakehomewithus.54Whataretheimplicationsofthisintangibility?1.Searchqualities2.Experiencequalities3.Credencequalities55Simultaneity：[,saiməltə'niəti]Asecondcommoncharacteristicofservicesisthesimultaneityofproductionandconsumption.Whereasgoodsareproducedfirstandthenconsumed,servicesareproducedandconsumedatthesametime.Thecustomertakespartintheproductionprocessandconsumestheserviceasitisbeingproduced.56Atthesametime,insomecases,thecustomermustbejustas‘‘educated’astheemployee.Howwellcertainservicesareperformeddependsnotonlyontheperformanceoftheserviceprovider,butalsoontheabilityofthecustomertospecifyorperformhisorherownpartoftheservice.57HeterogeneityHeterogeneityisrelatedtothepotentialofvariabilityintheperformanceofservices.58Wheredoesthisheterogeneitycomefrom?1.TheserviceproviderHumansarenotrobots,abletorepeatconsistentlythesameactiondayinanddayoutwithouterror.Therefore,afirstsourceofheterogeneityistheserviceemployeeinvolvedintheservicedeliveryprocess.592.ThecustomerThestateofmindorthepersonalsituationofthecustomerstronglyinfluenceshisorherbehaviour,aswellashisorherperceptionoftheservice.Asaresult,eachcustomerwillexperiencetheservicerendereddifferently.Inaddition,itshouldbementionedthataparticularcustomerwillbeinfluencedbythepresenceandbehaviourofothercustomers.603.Thesurroundings.Severalexternalfactorsmayinfluencethecustomer’sperceptionoftheservice––forexample,whetheryouvisitDisneylandonarainydayoronasunnyday;whetherthereisalongorashortqueueinthebank;orwhetherornotthereisalotofturbulenceonaflight.Theseareallfactorsthatwillmakeabigdifferencetothecustomer.However,theproblemisthatmanyofthesefactorsaredifficult,ifnotimpossible,fortheserviceprovidertocontrol.61PerishabilityUnlikegoods,servicescannotbestored.Thisisnotonlyduetotheirintangibility,butalsoduetothelimitationsofsimultaneousproductionandconsumption.Onceaservicehasbeenproduced,ithastobeconsumed,otherwiseitisofnouse.62THEROLEOFSERVICECLASSIFICATIONSnotallservicesarealike.Serviceclassificationsareveryhelpfulinthisregard63Figure1.4ServiceclassificationsbasedonintangibilityandsimultaneityDegreeofsimultaneity64Figure1.5Maister’sframeworkofserviceclassificationMaister’sframeworkofserviceclassification659、静夜四无邻邻，荒居旧业业贫。。2022/12/242022/12/24Saturday,December24,202210、雨中中黄叶叶树，，灯下下白头头人。。。2022/12/242022/12/242022/12/2412/24/20229:31:24AM11、以我我独沈沈久，，愧君君相见见频。。。2022/12/242022/12/242022/12/24Dec-2224-Dec-2212、故人江海海别，几度度隔山川。。。2022/12/242022/12/242022/12/24Saturday,December24,202213、乍见翻疑疑梦，相悲悲各问年。。。2022/12/242022/12/242022/12/242022/12/2412/24/202214、他乡生白白发，旧国国见青山。。。24十二二月20222022/12/242022/12/242022/12/2415、比不了了得就不不比，得得不到的的就不要要。。。。十二月222022/12/242022/12/242022/12/2412/24/202216、行动出出成果，，工作出出财富。。。2022/12/242022/12/2424December202217、做前，，能够环环视四周周；做时时，你只只能或者者最好沿沿着以脚脚为起点点的射线线向前。。。2022/12/242022/12/242022/12/242022/12/249、没有失败败，只有暂暂时停止成成功！。2022/12/242022/12/24Saturday,December24,202210、很多事情情努力了未未必有结果果，但是不不努力却什什么改变也也没有。。。2022/12/242022/12/242022/12/2412/24/20229:31:24AM11、成成功功就就是是日日复