sagar final

8/8/2019 Sagar Final

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POOJA SHROFF [10]

NARENDER CHAUHAN [17]

ABHIJEET KUTE [40]

SAGAR PAWAR [21

OM PRAKASH TALREJA [55]

PROF. KOMAL KAMRA


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ACKNOWLEDGEMENT

WE ARE VERY THANKFUL TOPROF.KOMAL

KAMRA FOR GIVING US OPPORTUNITY TO KNOW THE

IMPORTANCE OF MISSION, VISION, STRATEGY, ANDLEADERSHIP IN SERVICE MANAGEMENT.THAT HELPS US

IN FUTURE.WE HAVE GOT AN AMPLE OF KNOWLEDGE.


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INDEX

TTOOPPIICC RREEMMAARRKKSS SSIIGGNN

IINNTTRROODDUUCCTTIIOONN

VVIISSIIOONN

SSEERRVVIICCEE VVIISSIIOONN

MMIISSSSIIOONN

MMIISSSSIIOONN &&SSEERRVVIICCEESSSSTTRRAATTEEGGYY

SSTTRRAATTEEGGYY AATT DDIIFFFFEERREENNTTLLEEVVEELLSS

SSEERRVVIICCEE SSTTRRAATTEEGGYY

CCAASSEE EEXXAAMMPPLLEE

SSEERRVVIICCEE LLEEAADDEERRSSHHIIPP

FFUUNNCCTTIIOONNSS OOFF SSEERRVVIICCEE LLEEAADDEERRSS

LLEEAADDIINNGG AA SSEERRVVIICCEE OORRGGAANNIIZZAATTIIOONN

QQUUAALLIITTIIEESS OOFF SSEERRVVIICCEE LLEEAADDEERRSS

IINNTTEERRNNAALL AANNDD EEXXTTEERRNNAALL

LLEEAADDEERRSSHHIIPPCCOONNCCLLUUSSIIOONN

BBIIBBLLIIOOGGRRAAPPHHYY


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INTRODUCTION

Some of the companies always stand out in the field of operations.

For example, Sony in the field of electronics, Electrolux in the white goods, Rolex

in watches and Nikes in sports shoes. These are leaders in their marketing arena.

They stand tall over the others in the competitive game. Like physical goods, many

service firms also have made their name in different service categories. For

example, Wal-Mart is respected in mass retailing. Federal Express is known for

small pack overnight delivery While Marriot and Ritz-Carlton icons in the field of

hospitality.

What sets these companies apart from the Pack of the serviceexcellence, their vivid definition of service idea and flawless execution directly

connects with target customers. Externally, they maintain unwavering market

focus. Internally, they pull together various parts of the business system into a

cohesive whole in order to help to develop and deliver customers satisfying

responses. This blend of internal and external focus is the key to their strategic

success. Customers satisfying responses that these firms are able to extend to the

chosen market, reap the rewards of customer loyalty, price insensitiveness, an

ability to command a premium. The ability to connect with customers in achieving

value differences to beat the competitors is at the heart of their strategy. They win

their chosen customers by delighting them and beat in satisfaction game.

Service strategy is not an exercise in development of competition beating

specification but it is much more it is preceded by a vision to achieve something

that makes the customer's life better, & enjoyable satisfying one.


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VISSION

AA vviissiioonn ssttaatteemmeenntt iiss ssoommeettiimmeess ccaalllleedd aa ppiiccttuurree ooff yyoouurr

ccoommppaannyy iinn tthhee future but it is SO much more than that. Your vision statement is

your inspiration, the framework for all your strategic planning. A vision statement

may apply to an entire company or to a single division of that company. Whether

for all or part of an organization, the vision statement answers the question,

"Where do we want to go?" What you are doing when creating a vision statement

is articulating your dreams and hopes for your business. It reminds you of what

you are trying to build while a vision statement doesn't tell you how you're going to

get there; it does set the direction for your business planning. That's why it's

important when crafting a vision statement to let your imagination go and dare to

dream - and why it's important that a vision statement captures your passion.

Unlike the mission statement, a vision statement is for you

and the other members of your company, not for your customers or clients. When

writing a vision statement, your mission statement and your core Competencies

can be a valuable starting point for articulating your values. Be sure when you are

creating one not to fall into the trap of only thinking ahead a year or two.

Once you have one, your vision statement will have a huge influence on

decision making and the way you allocate resources. Your business vision

statement is the starting point for any business planning, as it is the core of your

inspiration motivation.


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GGoooodd vviissiioonn ccaann sseerrvvee tthhee ffoolllloowwiinngg ffoouurr ppuurrppoosseess::--

y Clarity for all with regard to the direction of the project.y Motivation to the employees so they perform in the agreed direction.y Coordination in all the activitiesy To promote Talent worldwide and become a market leaders in Quality

Recruitment.

..

EEXXAAMMPPLLEESS::--

A vision statement for a company offering whale watching tours: Within

the next five years, ZZZ Tours will become the premier eco-tour company inwhale-watching tours. Increasing revenues to 1 million dollars in 2010 by

becoming internationally known for the comfort and excitement of the whale-

watching tours it offers.


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SERVICE VISION

Service vision is one of the key qualities of service leaders. Service

leaders exhibit most, if not all, of the qualities that are often ascribed to leaders in

general. There are, however, four specific qualities that foster service achievements

in organizations. There are service vision, belief in others, love of business and

integrity. Leaders have service vision that includes the quality of service as a

foundation for competing. Service excellence is the driving force of business.Excellence separates top performers from the mediocre performers.

They continually sound trumpet of excellence. Good service is not

enough for excellent service providers. Service excellence is based on attending to

small details and nuisances that mediocre providers usually dismiss as trivial and

of no consequence. In fact how an organization handles small things sets the tone

for how it handles everything else. Service leaders define service vision for the

people. They not only articulate in words. Their Actions are wider than the words.

The service vision provides guidance and clarifies the roles that people are

supposed to perform. The stronger the, vision, the thinner is the company's service

policies and procedure manual.

PPOOOOJJAA SSHHRROOFFFF [[1100]]


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A mission statement is a brief description of a company's

Fundamental purpose. A mission statement answers the question, "Why do we

exist?. The mission statement articulates the company's purpose both for those in

the organization and for the public. For instance, the mission statement of

Canadian Tire reads (in part): "Canadian Tire' is a growing network of

interrelated businesses. Canadian Tire continuously strives to meet the needs of its

customers for total value by offering a unique package of location, price, service

and assortment." The mission statement of Rivercorp, business development

consultants in Campbell River, B.C., is: "To provide one stop progressive

economic development service through partnerships on behalf of shareholders and

the community." A s you see from these two mission statement samples, mission

statements are as varied as the companies they describe. However, all mission

statements will broadly describe an organization's present capabilities, customer

focus, activities, and business makeup. The difference between a mission statement

and a vision statement is that a mission statement focuses on a company's present

state while a vision statement focuses on a company's future. Every business

should have a mission statement, both as a way of ensuring that everyone in the

organization is "on the same page" and to serve as a baseline for effective business

planning.

MMIISSSSIIOONN


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An effective sense of mission can go a long way in motivating people

especially contact staff to provide enthused performances. The intangible

nature of services often makes service providers get over involved in operations

and miss out on the human aspect of their interactions and the commission can get

people to become committed to what an organisation seeks to achieve. When value

contiguity exists between an organisation and its members the work becomes a

mission. Even the most ordinary job assumes significance inspiring good

performance. The difference between the job and the interest vanishes. The mission

ensures that attention is never deviated from what is crucial for keeping bothinternal; and external customers happy and contented. McDonald's outlets are

spread all over the world in different countries. What makes these outlets

successful is a set of values. In QSCV it stands for quality, service, cleanliness and

value. It serves as a guide to all their policies and actions in all the areas of the

enterprise. These letters stand as a unique dictate for all the employees in the

McDonald world. McDonald pursues the vision To Satisfy the World's Appetite for

Good Food Well Served at a Price People Can Afford. Mission statement can be

very useful for a firm. There are many advantages that may flow from a mission

statement. First it provides direction and definition to business. It helps strategic

decision-making by defining what the organisation sets out to achieve and what is

beyond its scheme of things. Secondly, mission ensures focus and consistency in

the efforts by drawing attention to strategically crucial areas. Thirdly, mission can

be instrumental in providing meaning to work people do. It is something with

which people can relate beyond the job they are assigned. Mission can also pose

constructive challenge to people in the system by defining what success is or what

efforts should be made to meet that challenge. A further mission simplifies the

decision-making. Finally, a mission can fire passion for work. It leads to

enthusiasm, commitment and pride.

MMIISSSSIIOONN AANNDDSSEERRVVIICCEESS


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Vision Statements and Mission Statements are the inspiring words

chosen by successful leaders to clearly and concisely convey the direction of

the organization. By crafting a clear mission statement and vision statement,

you can powerfully communicate your intentions and motivate your team or

organization to realize an attractive and inspiring common vision of the

future.

Mission Statements and Vision Statements do two distinctly different jobs.

A Mission Statement defines the organization's purpose and primary objectives. Its

prime function is internal to define the key measure or measures of the

organizations success and its prime audience is the leadership team and

stockholders.

Vision Statements also define the organizations purpose, but this time they do so in

terms of the organizations values rather than bottom line measures (values are

guiding beliefs about how things should be done.) The vision statementcommunicates both the purpose and values of the organization. For employees, it

gives direction about how they are expected to behave and inspires them to give

their best. Shared with customers, it shapes customers understanding of why they

should work with the organization..

MMIISSSSIIOONN AANNDD VVIISSIIOONN

SSTTAATTEEMMEENNTTSS


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MMIISSSSIIOONNSSTTAATTEEMMEENNTTSS

The mission statement should be a clear and succinct representation of the

enterprise's purpose for existence. It should incorporate socially meaningful and

measurable criteria addressing concepts such as the moral/ethical position of the

enterprise, public image, the target market, products/services, the geographic

domain and expectations of growth and profitability.

The intent of the Mission Statement should be the first consideration for any

employee who is evaluating a strategic decision. The statement can range from a

very simple to a very complex set of ideas.

My company's purpose is to:

Sell shoes of the highest quality so every customer can find a pair of shoes they

actually love to wear.

Provide educational services that allow all children to experience learning

success and become life-long earners and contributing members of our community.

TThhee ffoolllloowwiinngg aarree ssoommee eexxaammpplleess ooff mmiissssiioonn ssttaatteemmeennttss ffrroomm rreeaall

eenntteerrpprriisseess::--

44MM`SS

""TToo ssoollvvee uunnssoollvveeddpprroobblleemmss iinnnnoovvaattiivveellyy""

""TToo pprreesseerrvvee aannddiimmpprroovvee hhuummaann lliiffee..""

""TToo ggiivvee oorrddiinnaarryy ffoollkktthhee cchhaannccee ttoo bbuuyy tthhee ssaammee tthhiinnggaass rriicchh ppeeooppllee..""

""TToo mmaakkee ppeeooppllee hhaappppyy..""


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EEXXAAMMPPLLEE OOFF MMIISSSSIIOONNSSTTAATTEEMMEENNTT::

Take the example of a produce store whose winning idea is farm freshness.

The owner identifies two keys measures of her success: freshness and customer

satisfaction. She creates her mission statement which is the action goal that

combines the winning idea and measures of success.

The mission statement of Farm Fresh Produce:-

To become the number one produce store in Main Street by selling the

highest quality, freshest farm produce, from farm to customer in less than 24 hours

on 75% of our range and with 98% customer satisfaction.


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VVIISSIIOONNSSTTAATTEEMMEENNTTSS

A vision statement is your ticket to success. A photograph in words of your

company's future, it provides the inspiration for both your daily operations and

your strategic decisions. Without a vision statement, effective business planning

would be impossible; it's the vision statement that provides the destination for the

journey, and without a destination, how can you plan the route?

Using the example mission statement developed for Farm Fresh Produce, the

owner examines what, her customers and her employees value about her mission.

The four most important things she identifies are: freshness, healthiness,

tastiness and local-ness of the produce. Heres the Vision Statement she creates

and shares with employees, customers and farmers alike:

We help the families of Main Town live happier and healthier lives by

providing the freshest, tastiest and most nutritious local produce: Fromlocal farms to your table in under 24 hours.


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MMIISSSSIIOONNAANNDD VVIISSIIOONN

A study revealed that over 70 per cent of Indian companies use mission and

vision statement to convey values and aspirations. The following is a sample of the

statements used by company in order to forge a corporate identity.

1. A fast food chain:To satisfy the world's appetite for good food, well served, at a

price people can afford.

2. A telecommunication company:We are dedicated to being the world's best at bringing people

together; giving them easy access to each other and to the information

and services they want and need - anytime, anywhere.

3. A5-star hotel chain:To provide the finest inhospitality services with a view to

becoming the businessmen's preferred choice of hotels.

4. An airline company:Dedication to the highest quality of customer service delivered

with a sense of warmth, friendliness, individual pride and company

spirit.

5. A top IT company:To be a globally respected corporation that provides best of breed

business solutions, leveraging technology, delivered by best in class people.

NARENDER CHAUHAN [17]

SOME EXAMPLES


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SSTTRRAATTEEGGYY

""Strategy is the direction and scope of an organisation over the

long-term: which achieves advantage for the organisation through its

configuration of resources within a challenging environment, to meet the needs of

markets and to fulfill stakeholder expectations".

In other words, strategy is about:

Where is the business trying to get to in the long-term? (Direction)

Which markets should a business compete in and what kind of activities isinvolved in such markets?

(Markets; scope)

How can the business perform better than the competition in those markets?

(Advantage)

What resources (skills, assets, finance, relationships, technical competence,

and facilities) are required in order to be able to compete? (Resources)

What external, environmental factors affect the businesses' ability to

compete? (Environment)

What are the values and expectations of those who have power in and

around the business? (Stakeholders)

SSttrraatteeggyy aatt DDiiffffeerreenntt LLeevveellss ooffaa BBuussiinneessss::

Strategies exist at several levels in any organisation -ranging from the

overall business (or group of businesses) through to individuals working in it.

Corporate Strategy:

Is concerned with the overall purpose and scope of the business to meet

stakeholder expectations. This is a crucial level since it is heavily influenced by

investors in the business and acts to guide strategic decision making throughout

the business. Corporate strategy is often stated explicitly in a mission

statement.


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Business Unit Strategy:

Is concerned more with how a business competes successfully in a particular

market. It concerns Strategic decisions about choice of products, meeting needs of

customers, gaining-advantage over competitors, exploiting or creating newopportunity etc.

Operational Strategy:

Is concerned with how each port of business is organised to deliver the

corporate and business-unit Level strategic direction. Operational strategy

therefore focuses on issues of resources, processes, people etc.

Service Strategy:

One is often confused about why there is only one McDonalds! outstanding

fast food service providers, British Airways known for its people mindedness,

SAS providers of excellent business travel, FedEX - that unfailingly delivers

small packets over nights, Marriott known for unparalleled hospitality, Walt

Disney known for providing unforgettable experiences. All outstanding service

organisation , managed differently from their merely good rivals. Their missions

are stated differently. They have different assumptions on the way successes areachieved. There are always one or two firms in every industry that stands out from

the rest in the pack. They seemed to be prepared by some' force unavailable to

their counterparts. The firms successfully break the sound barriers. These firms

alter the very basis of the way competition happens. Service firms often have a

tough challenge of directing operations and marketing as one function. It means

developing a link between the internal aspects of business that exist in the form of

operations and the outside logic that exist in the former market. This calls for

development of strategic service vision. Strategic service vision consists of four

elements. Identification of target, market segment development of a service concept

to address the needs of the consumer in the target market , codification of an

operating strategy to execute service concept and finally design of service delivery

system to support the operating system.

ABHIJEET KUTE [40]


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CCaassee eexxaammppllee::

HHooww DDoommiinnooss mmaakkeess iitt iinn 3300 mmiinnuutteess:: DDoommiinnooss ccoommppeetteess iinn PPiizzzzaammaarrkkeettwith its unique selling proposition: delivery within 30 minutes or free. A

complex operating strategy makes it possible for the pizza chain to be able to make

deliveries within the promised time frame the timeframe is broadly divided into two

parts 10 minutes for preparation of pizza, and 20 minutes for the delivery.

The chains outlets delivered to places that fall within the 10 minutes of

the scootering. The processing involves a number of steps. As the customer place

the order, it is keyed into a computer system. The keyed order flashed on the screen

at the assembly table. Different types of codes words are used for different types of Pizzas. For instance Ml stands for pepperoni and LO is large. The time for

assembling expected does not exceed two minutes. A fter assembling, the Pizza is

put on a rolling oven, where it takes not more than seven minutes. During this time

accompaniments like Chilli, oregano flakes and napkin are put in the delivery box.

The boxes are already marked with recipients address. With the Pizza is on the

move to make it in time. The workers are organised in three tires in the system:

order takers, pizza makers and delivery boys. But by training they are not totally

compartmentalized. They have multi.-skill training. This permits easy switching

from one job lo the other. The delivery is made between 11 a.m. and 11 pm -The

outlets work in three shifts: 9 a.m. to 6 p.m., and at 12 noon to 9 p mand6 p.m. toclosing time. On special occasions like Dussera and Diwali, the time frame of 30

minutes does not apply.


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SSEERRVVIICCEE LLEEAADDEERRSSHHIIPP::

Service leaders are those Firms that stand out in their respective I

markets and industries. But human leaders must take them in the right

direction, set the right strategic priorities, and ensure that the relevant

strategies are implemented throughout the organisation.

These organizations are the captains of their respective industries

although service professionals are good, service leaders are outstanding! Theircompany names are synonymous with service excellence and in ability to the

delight customers. They are recognized for their innovation in each functional area

of management as well as for their excellent internal communication and

coordination. As a result, service delivery is a seamless process organised around

the customer. Marketing effort so make extensive use of relational databases that

offer insight into customers, who are often addressed on a one-to-one basis.

Concept testing, observations, and contact with lead customers are

employed in development of new breakthrough services. Operations Specialist

works with the technology leaders around the world in order to develop new

applications that create a brand identity.


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FFuunnccttiioonnss ooffSSeerrvviiccee LLeeaaddeerrss::

(1) MARKETING FUNCTIONS.a) Conducts sophisticated analysis of relational databases as inputs to one-

to-one marketing and proactive account management.

b)Employees state of art research techniques.c) Uses concept testing observation and use of lead customers as input

to new product development.

d)Raises customer expectation to new levels and improves continuously.e) Company name is synonymous with service excellence and its ability

to delight customers raises expectations to the levels that competitors

can`t meet.

(2) OPERATIONS FUNCTIONS(a)In- house research and focus on innovation and excellence.(b)Continuous experimentation.(c)Focus on Continuous improvement.(d)Closely integrated with front stage delivery, even when geographically

far apart.

(e) Understands conception of return on quality and actively seekscustomers involvement in productivity improvement.

(f) Ongoing testing of new processes and technologies.(g)Working with the technology leaders in order to develop new

applications that create first mover advantage.

(h)Seeks to perform at levels, competitors just can`t much.


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(3)HUMAN RE

S

OURS

ES

FUNCTI

ON

(a)Create an excellence worker culture.(b)HR helps top management to nurture culture.(c) The employees innovative and empowered and committed to firm`s

values and goals.

(d)Mentor workers to enhance career growth.

SAGAR PAWAR(21)


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LLEEAADDIINNGG AASSEERRVVIICCEE OORRGGAANNIISSAATTIIOONN

In most successful change management processes, people need to move

through eight complicated and often time consuming stages:

(1) Creating a sense of urgency to develop the impetus for change.(2) Putting together a strong team to direct the process.(3) Creating an appropriate vision of where the organisation needs to go.(4) Communicating that new vision broadly.(5) Empowering employees to act on that vision.(6) Producing sufficient short term results in order to create credibility.(7) Building momentum and using that to tackle tougher change problems.(8) Anchoring the new behaviors in the organizational culture.


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QQUUAALLIITTIIEESS OOFFSSEERRVVIICCEE LLEEAADDEERR

Service leader requires a special perspective. Regardless of the

target markets, the specific services, or the pricing strategy, service leaders

visualize quality of service as the foundation for competing. Service leader need

to believe in people who work for them and to make to communicating with

employees a priority. Love for the business is another service leadership

characteristics service leaders are driven by a set of core values that they infuseinto the organisation.

The critical role of value driven leaders is cultivating the leadership qualities

of others in the organisation. Value driven leaders rely on their values in order to

navigate their companies through difficult period.


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QQUUAALLIITTIIEESS OOFFSSEERRVVIICCEE LLEEAADDEERRSS

PATIENCE UUNNDDEERRSSTTAANNDDIINNGG

DDIISSCCIIPPLLIINNEE CCHHAARRAACCTTEERR

HHOONNEESSTTYY CCOONNFFIIDDEENNCCEE

QQUUIICCKKTTHHIINNKKIINNGG HHAARRDD WWOORRKKIINNGG


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IINNTTEERRNNAALL AANNDD EEXXTTEERRNNAALL LLEEAADDEERRSSHHIIPP

There are important distinctions between leading a successful

organization that is functioning well or redirecting a successful organization into

new activity. In case of Wal-Mart, Sam Walton created both the company and the

culture, so this task was to preserve that culture as the company grew and to select

a successor who would maintain an appropriate culture as the company continued

to grow.

J.W. Marriott Jr. inherited from his father the position of chief

executive of the company that bears the family name. Although it was the son who

transformed the company from an emphasis on restaurant and food services into aglobal hotel Corporation, he strove to maintain the corporate culture that followed

from the founders philosophy and values: Take care of the employees and

customers.

One of the traits of successful leader is the ability to role model the

behavior they expect of managers and other employees. Often, this requires the

approach known as management by wandering around. Wandering around

involves regular visits, preferably unannounced, to different areas of the

companys operation. It provides insight into both-back stage and front stageoperations as well as the ability to observe and meet both employees and

customers and to see how corporate strategies are implemented on the front line.

In addition to internal leadership, chief executives such as Walton and

Marriott have also assumed external leadership roles, serving as ambassadors for

their companies in the public arena, and promoting the quality and value of their

firms services. Marriott has often appeared in his companys advertisement.

There is a risk that the prominent leaders may become too externally focused at the risk of their internal effectiveness. CEOs who enjoy enormous

income maintain princely lifestyles, and bask in widespread public city may even

turn off the low paid service workers at the bottom of the organization. Another

risk is that a leadership style and focus that has served the company well in the

past may become inappropriate for a changing environment.

OOMM PPRRAAKKAASSHH TTAALLRREEJJAA((5


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CONCLUSION

WE HAVE CONCLUDED THAT WHILE MANAGING SERVICES A

COMPA NY NEEDS TO HAVE A FA IR VISION, CONSISTING OF PRE-

PLA NNED OBJECTIVES. COMPA NIES MISSION HAS DIRECT RELATION

WITH VISION OF COMPA

NY,A

S MISSION WILL PROGRESS IF ONLYCOMPA NY WILL THINK OFACHIEVING BIG, LEADERSHIPA ND STRATEGY

PLAYS A IMPORTA NT ROLE TO ACHIEVE A GREAT HEIGHTS FOR THE

COMPANY. A NY COMPA NY HAS NO FUTURE WITHOUT MISSION, VISION,

IMPORTA NT STRATEGIES A ND EFFECTIVE LEADERSHIP.


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BIBLIOGRAPHY

(1) WWW.GOOGLE.COM

(2) SERVICESECTORMANAGEMENT(VIPUL SBOOK)

ROMEOS.MASCARENHAS

sagar final

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