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Final Exam Flashcards

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1
Q

How to deliver service quality through people

A

Hire the right people
Develop people
Provided needed support systems
Retain the best people

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2
Q

What goes into hiring the right people?

A

Compete for the best people
Hire service competencies and service inclination
Be the perfect employer

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3
Q

What goes into developing people to deliver service quality

A

Train for for interactive skills
Empower employees
Promote teamwork

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4
Q

What goes into provide needed support

A

Measure internal service quality
Provide supportive equipment
Develope service oriented internal process

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5
Q

What goes into retina the best employees

A

Include employees in the companies vision
Treat employees as customers
Reward strong performance

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6
Q

What goes into the service triangle

A

External marketing
Interactive marketing
Internal marketing

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7
Q

External marketing define

A

Anything that communicates to the customer before service delivery. They make the promises

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8
Q

Interactive marketing define

A

Where promises are kept or broken by people who represent the company

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9
Q

Internal marketing

A

This involves recruiting, training, motivating, and rewarding employees to keep promises

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10
Q

Service culture define

A

An appreciation for good service exists and giving good services is a natural way of life

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11
Q

Corporate culture

A

Shared values that give members of an organization meaning and provides rules

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12
Q

What’re the service quality dimensions

A 
Reliability
Responsiveness
Assurance
Empathy
Tangibles
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13
Q

What do boundary spanners do?

A

Provide a link between external customer and enviroment and the internal operations of the organization
They understand, filter, and interpret info

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14
Q

Emotional labor

A

Labor beyond physical or mental skills such as smoking, making eye contact, showing interest

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15
Q

How to manage emotional labor

A 
Screen for EL abilities
Teach emotional skills
Fashion the work enviroment
Allow employees to vent
Give employees a break
Hand off demanding customers
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16
Q

What’re the sources of conflict

A

Person / role
Organization/ client
Interclient

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17
Q

Organization/client conflict

A

Conflict between the organization and individual customer (who does the employee serve?)

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18
Q

Internal marketing define

A

Strategies for enabling service promises

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19
Q

it is important to fire for service competencies and service inclination

A

Service competencies skills to do the job

Service inclination interest in doing service related work

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20
Q

Low lever of customer participation

A 
All that is required is the customers physical presence 
Ex: symphony 
Service is standard
Service is provided regardless
Payment is the only input
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21
Q

Moderate level of participation

A

Requires inputs such as information, effort, or physical possessions
(CPA needs info to do taxes, haircuts)
Provision of service requires customer service

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22
Q

High level of participation

A

Cocreate the service, they have important roles that affect the service outcome
(Weight reduction program, marriage counseling)
Service cannot be created apart from the customer

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23
Q

How fellow customers influence the experience of others (negatively)

A

Disruptive behavior
Causing delays
Crowding
Incompatible needs

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24
Q

How customers influence each other positively

A

Providing important service related information( schedules)
Having enjoyable conversations
Serving as someone to complain with

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25
Customers roles
As productive resources As contributors to satisfaction As competitors
26
Customers as productive resources
Customers as employees they are used to in the service creation processes (ex: family in the ICU, check-in)
27
Customers as contributors to quality, satisfaction, and value
When customers contribute to the service they get more value out of it
28
Customer as competitors
``` Decisions to produce yourself depends on Expertise Resources Time Economic rewards Physcic rewards Trust control ```
29
Self service technologies define
Service produced entirely by the customer without any direct involvement with the firm
30
The service production continuum( value creation sphere)
Far left= customer production Middle= joint production Far right = firm production
31
Causes for SST
Cost saving Customer demand Open up geographic , socioeconomic, and lifestyle markets
32
Strategies for enhancing customer participation
Define customers roles Recruit, educate, and reward customers Manage the customer mix
33
Customers roles and tasks
Helping oneself (IKEA) Helping others (mentors) Promoting the company (WOM) Individual differences: not everyone wants to participate
34
Compatibility management
Process of managing multiple and sometimes conflicting segments
35
How to implement compatibility management
Attracting maximally homogenous groups of customers(market to similar customers) Customer codes of conduct Compatible clusters (grouping people together so that they are less likely to interact, opposite ends of hotel) Training employees to observe customer to customer interactions
36
How does the customer widen the service performance gap?
``` They don't know their roles Unable to perform role Not rewarded Other customers interfere Market segments are incompatible ```
37
Excess demand
Demand exceeds capacity, customers are turned away
38
Demand exceeds optimum capacity
No one is turned away, but the quality of the service may suffer
39
Optimal capacity
Demand and supply are balanced at the best possible level
40
Excess capacity
Everything is underutilized
41
What are constraints on capacity
Time Labor Equipment Facilities
42
Demand patterns
Predictable cycles (UPS knows it's peak season) Random demand fluctuations (Weather, health related issues, natural disasters) ``` Market segment (Walk ins usually happen Monday's, so appointments are moved to later the week) ```
43
Solutions for capacity demand constraints (2)
Shifting demand to match capacity Adjust capacity to match fluctuations in demand
44
How to reduce demands during peak time
Encourages customers to use service away from when demand is high by... ``` Communication with customers Modify timing and location of delivery Incentives for nonpeak usage Set priorities (serve loyal customers first) Charge full price during busy time ```
45
How to increase demand to match capacity
Educate customers Vary how the facility is used Very the service offering (stadiums delivering food) Differentiate the price
46
How to adjust capacity to meet demands (2)
Increase capacity temporarily | Adjust use of resources
47
How to increase capacity temporarily
``` Stretch people, facilities Use part time employees Cross train employees Outsource activities Rent or share facilities ```
48
How to adjust use of resources
Schedule downtime Perform maintenance renovations Schedule vacations/ employee training Modify or move facilities
49
Yield management
The goal is to produce the best possible financial return from a limited available capacity
50
Yielded management = revenue management
Allocates the fixed capacity of a service provider(seats) to match the demand in market segments (business traveler) to maximize revenue
51
Yield management is good for service firms when..
``` Fixed capacity Perishable inventory Different market segments Low marginal sales Product is sold in advance Fluctuation demand Price sensitive customers ```
52
Challenges uses yield management
Loss of competitive focus Customer alienation Overbooking Incompatible incentives and reward systems
53
Queue configuration
Refers to the number of queues, their locations, spatial requirements, and effect on customer behavior
54
Different types of queues
Multiple queue Single queue Take a number
55
Waiting in lines strategy
Employ operational logic (queue configuration) Establish reservation process Differentiate waiting customers (queue discipline) Making waiting more pleasurable
56
How to differentiate waiting customers
``` First come first serve Importance of customer Urgency of job Duration of the transaction Payment of a premium price ```
57
How to make waiting more pleasurable
Unoccupied time feels longer Preprocess waits feel longer than in process waits (Disney saying you're almost there) Anxiety makes waits longer Unexplained waits feel longer Unfair waits More valuable the service, longer they'll wait Solo waits feel longer
58
When did Caron and Stevenson present
Oct 2
59
When did prince and ransom present?
Oct 4
60
When did Hester and Whitfield present
Oct 4
61
When did blames and Calvert present
Oct 9th
62
Coley and mienhield present?
Oct. 9
63
Madden and Sullivan
Oct. 11
64
Wilson and vandekamp | Gardner and Shelton present
Oct 16
65
Morgan and pharr
October 18th
66
Turner and woodly | Bomba and Todd
Oct 23
67
Keelehagan and Wilson
Oct 25
68
Pierce and dean | Saveille and seibert
Oct 30
69
Smith and taylor | Taranto and thockmorton
Nov. 1st

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