Marketing dịch vụ - Chapter 5: Service design

Service DesignChapter 5Lecture OutlineService EconomyCharacteristics of ServicesService Design ProcessTools for Service DesignWaiting Line Analysis for Service ImprovementCopyright 2011 John Wiley & Sons, Inc.Service EconomyCopyright 2011 John Wiley & Sons, Inc.U.S. EconomyCopyright 2011 John Wiley & Sons, Inc.Characteristics of ServicesServicesacts, deeds, or performancesGoodstangible objectsFacilitating servicesaccompany almost all purchases of goodsFacilitating goodsaccompany almost all service purchasesCopyright 2011 John Wiley & Sons, Inc.Continuum From Goods to ServicesCopyright 2011 John Wiley & Sons, Inc.Source: Adapted from Earl W. Sasser, R.P. Olsen, and D. Daryl Wyckoff, Management of Service Operations (Boston: Allyn Bacon, 1978), p.11.Characteristics of ServicesService are inseparable from deliveryServices tend to be decentralized and dispersedServices are consumed more often than products Services can be easily emulatedServices are intangibleService output is variableServices have higher customer contactServices are perishableCopyright 2011 John Wiley & Sons, Inc.Service Design ProcessCopyright 2011 John Wiley & Sons, Inc.Service Design ProcessService conceptpurpose of a service; it defines target market and customer experienceService packagemixture of physical items, sensual benefits, and psychological benefitsService specificationsperformance specificationsdesign specifications delivery specificationsCopyright 2011 John Wiley & Sons, Inc.Service Process MatrixCopyright 2011 John Wiley & Sons, Inc.High vs. Low Contact ServicesFacility locationConvenient to customerDesign DecisionHigh-Contact ServiceLow-Contact ServiceNear labor or transportation sourceFacility layoutMust look presentable, accommodate customer needs, and facilitate interaction with customerDesigned for efficiencyCopyright 2011 John Wiley & Sons, Inc.High vs. Low Contact ServicesQuality controlMore variable since customer is involved in process; customer expectations and perceptions of quality may differ; customer present when defects occurDesign DecisionHigh-Contact ServiceLow-Contact ServiceMeasured against established standards; testing and rework possible to correct defectsCapacityExcess capacity required to handle peaks in demandPlanned for average demandCopyright 2011 John Wiley & Sons, Inc.High vs. Low Contact ServicesWorker skillsMust be able to interact well with customers and use judgment in decision makingDesign DecisionHigh-Contact ServiceLow-Contact ServiceTechnical skillsSchedulingMust accommodate customer scheduleCustomer concerned only with completion dateCopyright 2011 John Wiley & Sons, Inc.High vs. Low Contact ServicesService processMostly front-room activities; service may change during delivery in response to customerDesign DecisionHigh-Contact ServiceLow-Contact ServiceMostly back-room activities; planned and executed with minimal interference Service packageVaries with customer; includes environment as well as actual service Fixed, less extensive Copyright 2011 John Wiley & Sons, Inc.Tools for Service DesignService blueprintingline of influenceline of interactionline of visibilityline of supportFront-office/Back-office activitiesServicescapesspace and functionambient conditionssigns, symbols, and artifactsQuantitative techniquesCopyright 2011 John Wiley & Sons, Inc.Service BlueprintingCopyright 2011 John Wiley & Sons, Inc.Service BlueprintingCopyright 2011 John Wiley & Sons, Inc.Elements of Waiting Line AnalysisOperating characteristicsaverage values for characteristics that describe performance of waiting line systemQueuea single waiting lineWaiting line systemconsists of arrivals, servers, and waiting line structureCalling populationsource of customers; infinite or finiteCopyright 2011 John Wiley & Sons, Inc.Copyright 2011 John Wiley & Sons, Inc.Elements of Waiting Line AnalysisArrival rate (λ)frequency at which customers arrive at a waiting line according to a probability distribution, usually PoissonService rate (μ)time required to serve a customer, usually described by negative exponential distributionService rate must be higher than arrival rate (λ λs = number of serversservers must be able to serve customers faster than they arriveCopyright 2011 John Wiley & Sons, Inc.Basic Multiple-Server Modelprobability that there are no customers in systemprobability of n customers in systemCopyright 2011 John Wiley & Sons, Inc. 1 λ ns!sn – s μP0, for n ≤ s 1 λ nn! μ( ){( )P0, for n > sPn = 1 λ n 1 λ s sμn! μ s! μ sμ - λ( ) ( )( )n = s – 1n = 01P0 =∑ +Basic Multiple-Server Modelprobability that customer must waitCopyright 2011 John Wiley & Sons, Inc.( ) 1 λ s sμs! μ sμ – λPw = P0 λμ (λ/μ)s λ(s – 1)! (sμ – λ)2 μL = P0 +LλW =Lq = L –λμ1 Lqμ λWq = W – =ρ = λsμBasic Multiple-Server Model ExampleCopyright 2011 John Wiley & Sons, Inc.Three-server systemBasic Multiple-Server Model ExampleCopyright 2011 John Wiley & Sons, Inc.Basic Multiple-Server Model ExampleCopyright 2011 John Wiley & Sons, Inc.Basic Multiple-Server Model ExampleCopyright 2011 John Wiley & Sons, Inc.To cut waiting time, add another service repFour-server SystemMultiple-Server Waiting Line in ExcelCopyright 2011 John Wiley & Sons, Inc.Multiple-Server Waiting Line in ExcelCopyright 2011 John Wiley & Sons, Inc.Copyright 2011 John Wiley & Sons, Inc.All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein. Copyright 2011 John Wiley & Sons, Inc.