education in service management
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AIM 2007 Conference. Education in Service Management. Alastair Nicholson London Business School. How does service come to mind?. Relationships: supplier-receiver Shops Answering machines On-time delivery Queues Quality Standards Consistency with promises made - PowerPoint PPT PresentationTRANSCRIPT
Education in Service Management
Alastair NicholsonLondon Business School
AIM 2007 Conference
How does service come to mind?
Relationships: supplier-receiver Shops Answering machines On-time delivery Queues Quality Standards Consistency with promises made Cultural characteristics: USA, UK... Regulation
Positioning service in education
Business/management education
Graduate/undergraduate
Service courses
Retailing courses
Extension of logistics
A natural extension of manufacturing operations management?
Technical learning and tooling
Operational organisation - assembly
Work specification
Worker empowerment
Logistics and sales chains
Quality studies
Product life cycle values
Service experience management
Critical differences from engineering education
Difficult to define boundaries
Less measurable - attributes, impressions
Continuous management of interactions
Much less specifiable
Frameworks for analysis and consideration- not formulæ for application
Parallels with concurrent engineering
Concurrent engineering
Design
Manufacture
Customer encounter
Make Support
Service management
Scope and interaction of service experience
Regulatory influence
Provider’soperations
Architectureof content
Employeebehaviour
Profitabilityrequirements
Marketing activities
Impressions/expectations
Cultureexperience
Othercustomers
Customer
Essential assumptions for service providers
Service is an extension of ‘product’
Need service concept to link marketing and product technology
Customers’ views are private
Difficulties/disappointments not redeemed by reference to specification
Management is spontaneous
Requirements are continuously variable
Commercial value of service unknown
Approach to analysis
Two parallel streams
Need to attract customers into service delivery system Need service delivery system to be fashioned to
reflect customers characteristicsi.e. ‘overlaps’ of impressions and realities critical
Customer experienceExpectation Satisfaction
Systemdesign
Service delivery systemCosteffectiveness
Concept of the Gap Model
W ord of m outhcom m unications
Personal needs Past experience
Expected service
Perceived service
Service deliveryExternal
com m unicationsto custom ers
Service qualityspecifications
Managem entperceptions of
custom er expectations
G ap 3
G ap 2
G ap 5
Gap 1
Customer
Provider
G ap 4
Elements of value experienced in service encounters
‘Stated’‘For you’
‘In brochure’
Delivered,noticedor ‘free’
Unstated,expected inthis context
Taken as‘recommendation’
Tangible Intangible
Explicit
Implicit
Sell on these ‘Winners’
‘Qualifiers’ Retain on these
Factors available for organising the service delivery system
Participants
Information
Channelling
Technology
Architecture
Employee training
Décor
Points of contact
Lines of visibility
The context in which service delivery systems operate
The service system works within two trade-offs
Customer service
Barrier of
structure
Productivity
Scope for change
Barrier of
operations
Economies of “standardisation”
Operational trade-off Structural trade-off
Trade-offs illustrated in McDonalds
Approach to productivity
Validation of service concept QSCV
Achievement of profitability by the focus on throughput, not margin
Trade-offs illustrated in McDonalds
Trade-offs illustrated in McDonalds
Trade-offs illustrated in McDonalds