I. Stages of Operational Competitiveness the different levels of customer contact in the service firm II. Classification of the different strategies in different service operation
I. Stages of Operational Competitiveness
the different levels of customer contact in the service firm
II. Classification of the different strategies in different service operation
The document discusses strategic service concepts for Alamo Drafthouse, including its target market segments, service concept, operating strategy, and service delivery system. It analyzes Alamo's market position compared to competitors based on food quality and movie selection. Alamo is positioned in the fourth quadrant with good food quality and few movie selections. The summary also identifies qualifiers, service winners, and service losers for both Alamo and multiplex movie theaters that differentiate their customer criteria.
The document summarizes key aspects of service design and waiting line analysis. It discusses the growing service economy and characteristics of services. The service design process involves defining a service concept and package. Tools for design include service blueprints and waiting line models. Waiting line models analyze factors like arrival rates, service times, and number of servers. Having multiple servers can reduce wait times compared to a single server.
The document discusses the five generic competitive strategies: low-cost provider strategy, broad differentiation strategy, focused low-cost strategy, focused differentiation strategy, and best-cost provider strategy. It provides details on each strategy, including effective approaches, competitive advantages and risks, and potential pitfalls. For example, it explains that a low-cost provider strategy aims to gain market share through lower prices, but risks price wars, while differentiation strategies charge premium prices but must offer truly unique attributes. A best-cost provider hybridizes the two by meeting customer expectations at a lower price than competitors.
Positioning Services in Competitive MarketsSurya Reddy
This document discusses positioning services in competitive markets. It emphasizes that effective positioning requires differentiating products, understanding customer preferences, and having a clear positioning strategy. Firms can focus their positioning strategy by targeting specific market segments, services, or both. Developing the right positioning strategy involves analyzing markets, competitors, and a firm's own resources to identify how to uniquely meet customer needs. Positioning maps are useful tools to visualize competitive positions and help firms evaluate strategic options.
The document discusses service blueprints, which are maps that precisely portray how a service process is built. Service blueprints are useful for developing and designing new services. The document provides an example of a hotel service blueprint that maps out the customer actions and physical evidence involved in parking at a hotel, checking in, going to a room, ordering room service, sleeping, showering, checking out, and leaving. It also outlines the onstage contact, backstage contact, and support processes involved at each step.
Service blueprints provide a visual map of a service process from the customer's perspective. They show customer actions and touchpoints, as well as frontstage and backstage employee actions and support processes. The key components are the customer actions line, line of visibility separating visible and invisible employee actions, line of internal interaction separating employee actions from support processes, and evidence of service. Service blueprints can be used for new service development, improving reliability, service recovery strategies, and informing various business functions like human resources, technology, marketing, and operations management.
Consumer behaviour notes full @ mab marketing Babasab Patil
The document discusses various topics related to consumer behaviour, including the positivist and interpretivist approaches to studying consumer behaviour, the difference between consumers, buyers and customers, factors that influence consumer behaviour, and approaches to market segmentation such as demographic, psychographic, and benefit segmentation. It also covers topics like developing new products, the total product concept, diffusion of innovations, and the product lifecycle.
Controllable and uncontrollable factors of international marketingGurleen Kaur
This document discusses controllable and uncontrollable factors in marketing, with a focus on globalization and the role of multinational corporations (MNCs). It provides examples of political, economic, socio-cultural, technological, and legal uncontrollable environmental factors. It then examines McDonald's controllable marketing mix strategies for the Indian market, including customized products, widespread locations, and varied pricing. Finally, it outlines how globalization has facilitated international trade and the growth of MNCs, providing benefits but also drawbacks to home and host countries.
The document discusses strategic service concepts for Alamo Drafthouse, including its target market segments, service concept, operating strategy, and service delivery system. It analyzes Alamo's market position compared to competitors based on food quality and movie selection. Alamo is positioned in the fourth quadrant with good food quality and few movie selections. The summary also identifies qualifiers, service winners, and service losers for both Alamo and multiplex movie theaters that differentiate their customer criteria.
The document summarizes key aspects of service design and waiting line analysis. It discusses the growing service economy and characteristics of services. The service design process involves defining a service concept and package. Tools for design include service blueprints and waiting line models. Waiting line models analyze factors like arrival rates, service times, and number of servers. Having multiple servers can reduce wait times compared to a single server.
The document discusses the five generic competitive strategies: low-cost provider strategy, broad differentiation strategy, focused low-cost strategy, focused differentiation strategy, and best-cost provider strategy. It provides details on each strategy, including effective approaches, competitive advantages and risks, and potential pitfalls. For example, it explains that a low-cost provider strategy aims to gain market share through lower prices, but risks price wars, while differentiation strategies charge premium prices but must offer truly unique attributes. A best-cost provider hybridizes the two by meeting customer expectations at a lower price than competitors.
Positioning Services in Competitive MarketsSurya Reddy
This document discusses positioning services in competitive markets. It emphasizes that effective positioning requires differentiating products, understanding customer preferences, and having a clear positioning strategy. Firms can focus their positioning strategy by targeting specific market segments, services, or both. Developing the right positioning strategy involves analyzing markets, competitors, and a firm's own resources to identify how to uniquely meet customer needs. Positioning maps are useful tools to visualize competitive positions and help firms evaluate strategic options.
The document discusses service blueprints, which are maps that precisely portray how a service process is built. Service blueprints are useful for developing and designing new services. The document provides an example of a hotel service blueprint that maps out the customer actions and physical evidence involved in parking at a hotel, checking in, going to a room, ordering room service, sleeping, showering, checking out, and leaving. It also outlines the onstage contact, backstage contact, and support processes involved at each step.
Service blueprints provide a visual map of a service process from the customer's perspective. They show customer actions and touchpoints, as well as frontstage and backstage employee actions and support processes. The key components are the customer actions line, line of visibility separating visible and invisible employee actions, line of internal interaction separating employee actions from support processes, and evidence of service. Service blueprints can be used for new service development, improving reliability, service recovery strategies, and informing various business functions like human resources, technology, marketing, and operations management.
Consumer behaviour notes full @ mab marketing Babasab Patil
The document discusses various topics related to consumer behaviour, including the positivist and interpretivist approaches to studying consumer behaviour, the difference between consumers, buyers and customers, factors that influence consumer behaviour, and approaches to market segmentation such as demographic, psychographic, and benefit segmentation. It also covers topics like developing new products, the total product concept, diffusion of innovations, and the product lifecycle.
Controllable and uncontrollable factors of international marketingGurleen Kaur
This document discusses controllable and uncontrollable factors in marketing, with a focus on globalization and the role of multinational corporations (MNCs). It provides examples of political, economic, socio-cultural, technological, and legal uncontrollable environmental factors. It then examines McDonald's controllable marketing mix strategies for the Indian market, including customized products, widespread locations, and varied pricing. Finally, it outlines how globalization has facilitated international trade and the growth of MNCs, providing benefits but also drawbacks to home and host countries.
The buying center consists of all individuals and units involved in the business purchase decision making process. It includes actual users, decision makers, influencers, buyers, and those who control buying information. There are several key buying roles: initiators who request a purchase, users who will use the product, influencers who help define specifications and evaluate alternatives, deciders who select suppliers and products, approvers who authorize decisions, buyers who select suppliers and negotiate terms, and gatekeepers who control access to others in the buying center.
This document summarizes a marketing research study on the influence of food stall designs at the University Square Canteen on students' purchasing decisions at De La Salle University- Dasmarinas. The study aims to determine if food stall design impacts students' purchasing decisions and to identify other influencing factors. A survey will be conducted of 100 students selected through convenience sampling. The survey questions will gather both qualitative and quantitative data on students' weekly allowances, dining frequency at the canteen, factors influencing stall design preferences, and the percentage of students influenced by design in their purchases. Descriptive and regression analyses will be used to analyze relationships between variables.
The document discusses service management and describes Village Volvo, an auto repair shop. It analyzes Village Volvo's service package, which includes supporting facilities, facilitating goods, information provided to customers, explicit services like experienced mechanics, and implicit services like encouraging customers to inspect replaced parts. It also examines Village Volvo's service characteristics, such as how customers participate in the service process by bringing their cars for scheduled repairs and interacting with mechanics, and how Village Volvo addresses the perishability of services by scheduling appointments and drop-in times.
This document discusses the impact of physical evidence and servicescapes on customer perceptions. It defines servicescapes as the environment where a service is delivered and customers interact with employees. Servicescapes can include facility exteriors and interiors, signage, equipment, and other tangible elements. The document explores how servicescape design influences customer and employee behaviors and different types of servicescapes for various services. Physical evidence and ambient conditions like temperature, lighting, and music can communicate a firm's image and affect customer moods and evaluations.
The document discusses key changes occurring in the service sector and their impact on competition. Technological advances and changes in customer needs are driving service innovation. Effective strategic leadership is important for success in navigating these challenges. Understanding threats and opportunities from increasing competition is vital for developing marketing strategies. The service sector is an important part of modern economies and its growth reflects social and economic changes.
Pricing services is more complex than pricing goods due to several factors: customer knowledge of service prices can vary; services often have high variability between providers; and providers may be unwilling to estimate prices in advance as the nature of the service is not fully known until delivery. Non-monetary costs like time, search, convenience, and psychological costs also influence demand. While reputation and advertising are preferred quality cues, price may be viewed as a quality signal, especially for high-risk services. Common approaches to pricing services include cost-based pricing using direct and overhead costs, competition-based pricing by monitoring competitors, and demand-based pricing by relating price to customer perceived value.
The document discusses different types of layout strategies used in operations management. It describes layouts for offices, retail stores, warehouses, and manufacturing facilities. For manufacturing facilities, it outlines process-oriented layouts where similar machines are grouped, work cell layouts that focus on single products, and product-oriented layouts that optimize personnel and machine utilization for repetitive production. Good layouts consider factors like material handling, space usage, and employee and customer flows.
Service Operations Management ChallengesShaun West
To present service challenges and discuss how we overcame the barriers. The presentation was made at ServiceMax's CSO
Summit 2019, Chicago, USA, 22 October 2019.
This work is based on three studies with collaboration of four universities (Paolo Gaiardelli <paolo.gaiardelli@unibg.it>, Tim Baines <t.baines@aston.ac.uk> and Nicola Saccani <nicola.saccani@unibs.it>).
This document discusses service encounters from a lecture presented by Dr. Niraj Chaudhari. It defines a service encounter as the initial interaction between a customer and service provider. More than half of multinational corporations are involved in providing services, making the study of service encounters increasingly important. The document goes on to discuss the triad of a service encounter, its characteristics, types, elements, and the role of technology. It also examines self-service, customer-dominated encounters, contact personnel-dominated encounters, and service organization-dominated encounters. Finally, it briefly mentions the functions, models, control, and design of service organizations.
The document discusses service processes and how they can be categorized. It defines service process as the procedures and flow of activities that deliver a service. Service processes can be standardized like checking a bank account or more complex like those at a fast food restaurant. Processes also vary in terms of complexity, number of steps, variability between steps, level of employee discretion, and degree of customization. Based on factors like labor intensity and customization, services can be classified into four types - service factories, service shops, mass services, and professional services.
Culture has a significant influence on consumer behavior. It determines values and lifestyle choices that impact thoughts, motives and consumption patterns. Core cultural values define how products are used and perceptions of brands. While globalization is dissolving boundaries, local culture still influences heterogeneity in consumption. Culture is learned and influences language, family structure, product evaluations, and communication style. It must be considered in marketing strategy, particularly regarding products, pricing, distribution and communication.
Classification and Characteristics of a serviceSanchit
The document discusses the key characteristics and classifications of services. It identifies 8 main characteristics of services: intangibility, perishability, inseparability, heterogeneity, ownership, simultaneity, quality measurement, and nature of demand. Services are also classified in several ways, including based on customer involvement (people processing, possession processing, mental stimulus processing, information processing). They can also be classified based on tangibility, whether linked to tangible goods or not. Services are further classified based on business orientation, skill/expertise requirements, and end user (consumer, business-to-business, industrial).
1) A product is defined as an idea, physical good, service, or combination thereof that satisfies individual or business needs.
2) There is a continuum between goods and services, with goods being tangible and standardized and services being intangible, perishable, inseparable, and variable.
3) Products can be differentiated based on their attributes and how they are perceived relative to competitors' offerings.
The document discusses a three stage model of consumer decision making for services: 1) The pre-purchase stage involves recognizing a need, searching for information, and evaluating alternatives. This stage is difficult for services with intangible attributes. 2) The service encounter stage involves interactions with the service provider, such as placing an order or receiving the service. 3) The post-purchase stage involves evaluating service performance against expectations, which can be positively, negatively, or neutrally disconfirmed, and determining future intentions.
The document discusses the role of distribution in services and examines challenges in delivering people-processing, possession-processing, and information-based services through physical and electronic channels. It also explores the role of intermediaries and drivers of globalization for services. Distribution impacts information/promotion flow, negotiation flow, and product flow. Physical and electronic channels need to complement each other. Globalization drivers include competition, technology, cost, and government policies, which impact different service types uniquely.
Service market segmentation and targetingManvi Sehgal
1. Segmentation, targeting, and positioning are strategic marketing fundamentals used to generate competitive advantage and business opportunities. Segmentation involves dividing the market into distinct groups that share common characteristics, needs, behaviors, or patterns.
2. There are four types of service organizations based on their service focus and market focus: unfocused, service focused, market focused, and fully focused. Market segmentation recognizes the need for specialization to suit market segments rather than trying to be all things to all people.
3. Market segmentation leads to more efficient resource utilization, improved market manageability by dividing into smaller parts, and an enhanced ability to satisfy customers. The objectives of segmentation are to identify similarities and differences between buyer needs in segments
This document discusses pricing strategies for services. It outlines three key differences in how consumers understand service prices compared to product prices. Namely, service prices are more difficult for customers to know due to variability, individual needs, and non-visible nature. The role of non-monetary costs like time and uncertainty are also examined. Various approaches to determining service prices are then reviewed, including cost-based pricing, competition-based pricing, and demand-based pricing oriented around customer perceptions of value. Specific pricing techniques within each approach are defined.
This document discusses the SERVQUAL model, which is a framework for measuring service quality. It was developed in the 1980s and measures service quality across five dimensions: reliability, assurance, tangibles, empathy, and responsiveness. The document explains the five gaps in service quality as identified by the SERVQUAL model and provides examples. It also discusses criticisms of the model and how organizations can use it to measure customer expectations and perceptions over time to improve service quality.
The document discusses the role of technology in service encounters and provides examples of different types of technology-mediated service. It also discusses the emergence of self-service technologies and how they have evolved to replace human services. Finally, it addresses the importance of scalability for e-commerce businesses and provides examples of different internet business models.
Internet as a medium for order processing and informationOmar syed
Cisco Systems was founded by Len Bosack and Sandy Lerner after they could not communicate with each other on the internet at Stanford University. They invented the multi-protocol router to deal with disparate local area protocols, allowing different networks to communicate. Cisco's order processing system allows customers to place orders, check pricing and availability, track order status, and manage their account online in real-time from anywhere in the world. The system is designed to improve customer productivity by streamlining ordering and providing all necessary transaction tools without manual intervention.
The buying center consists of all individuals and units involved in the business purchase decision making process. It includes actual users, decision makers, influencers, buyers, and those who control buying information. There are several key buying roles: initiators who request a purchase, users who will use the product, influencers who help define specifications and evaluate alternatives, deciders who select suppliers and products, approvers who authorize decisions, buyers who select suppliers and negotiate terms, and gatekeepers who control access to others in the buying center.
This document summarizes a marketing research study on the influence of food stall designs at the University Square Canteen on students' purchasing decisions at De La Salle University- Dasmarinas. The study aims to determine if food stall design impacts students' purchasing decisions and to identify other influencing factors. A survey will be conducted of 100 students selected through convenience sampling. The survey questions will gather both qualitative and quantitative data on students' weekly allowances, dining frequency at the canteen, factors influencing stall design preferences, and the percentage of students influenced by design in their purchases. Descriptive and regression analyses will be used to analyze relationships between variables.
The document discusses service management and describes Village Volvo, an auto repair shop. It analyzes Village Volvo's service package, which includes supporting facilities, facilitating goods, information provided to customers, explicit services like experienced mechanics, and implicit services like encouraging customers to inspect replaced parts. It also examines Village Volvo's service characteristics, such as how customers participate in the service process by bringing their cars for scheduled repairs and interacting with mechanics, and how Village Volvo addresses the perishability of services by scheduling appointments and drop-in times.
This document discusses the impact of physical evidence and servicescapes on customer perceptions. It defines servicescapes as the environment where a service is delivered and customers interact with employees. Servicescapes can include facility exteriors and interiors, signage, equipment, and other tangible elements. The document explores how servicescape design influences customer and employee behaviors and different types of servicescapes for various services. Physical evidence and ambient conditions like temperature, lighting, and music can communicate a firm's image and affect customer moods and evaluations.
The document discusses key changes occurring in the service sector and their impact on competition. Technological advances and changes in customer needs are driving service innovation. Effective strategic leadership is important for success in navigating these challenges. Understanding threats and opportunities from increasing competition is vital for developing marketing strategies. The service sector is an important part of modern economies and its growth reflects social and economic changes.
Pricing services is more complex than pricing goods due to several factors: customer knowledge of service prices can vary; services often have high variability between providers; and providers may be unwilling to estimate prices in advance as the nature of the service is not fully known until delivery. Non-monetary costs like time, search, convenience, and psychological costs also influence demand. While reputation and advertising are preferred quality cues, price may be viewed as a quality signal, especially for high-risk services. Common approaches to pricing services include cost-based pricing using direct and overhead costs, competition-based pricing by monitoring competitors, and demand-based pricing by relating price to customer perceived value.
The document discusses different types of layout strategies used in operations management. It describes layouts for offices, retail stores, warehouses, and manufacturing facilities. For manufacturing facilities, it outlines process-oriented layouts where similar machines are grouped, work cell layouts that focus on single products, and product-oriented layouts that optimize personnel and machine utilization for repetitive production. Good layouts consider factors like material handling, space usage, and employee and customer flows.
Service Operations Management ChallengesShaun West
To present service challenges and discuss how we overcame the barriers. The presentation was made at ServiceMax's CSO
Summit 2019, Chicago, USA, 22 October 2019.
This work is based on three studies with collaboration of four universities (Paolo Gaiardelli <paolo.gaiardelli@unibg.it>, Tim Baines <t.baines@aston.ac.uk> and Nicola Saccani <nicola.saccani@unibs.it>).
This document discusses service encounters from a lecture presented by Dr. Niraj Chaudhari. It defines a service encounter as the initial interaction between a customer and service provider. More than half of multinational corporations are involved in providing services, making the study of service encounters increasingly important. The document goes on to discuss the triad of a service encounter, its characteristics, types, elements, and the role of technology. It also examines self-service, customer-dominated encounters, contact personnel-dominated encounters, and service organization-dominated encounters. Finally, it briefly mentions the functions, models, control, and design of service organizations.
The document discusses service processes and how they can be categorized. It defines service process as the procedures and flow of activities that deliver a service. Service processes can be standardized like checking a bank account or more complex like those at a fast food restaurant. Processes also vary in terms of complexity, number of steps, variability between steps, level of employee discretion, and degree of customization. Based on factors like labor intensity and customization, services can be classified into four types - service factories, service shops, mass services, and professional services.
Culture has a significant influence on consumer behavior. It determines values and lifestyle choices that impact thoughts, motives and consumption patterns. Core cultural values define how products are used and perceptions of brands. While globalization is dissolving boundaries, local culture still influences heterogeneity in consumption. Culture is learned and influences language, family structure, product evaluations, and communication style. It must be considered in marketing strategy, particularly regarding products, pricing, distribution and communication.
Classification and Characteristics of a serviceSanchit
The document discusses the key characteristics and classifications of services. It identifies 8 main characteristics of services: intangibility, perishability, inseparability, heterogeneity, ownership, simultaneity, quality measurement, and nature of demand. Services are also classified in several ways, including based on customer involvement (people processing, possession processing, mental stimulus processing, information processing). They can also be classified based on tangibility, whether linked to tangible goods or not. Services are further classified based on business orientation, skill/expertise requirements, and end user (consumer, business-to-business, industrial).
1) A product is defined as an idea, physical good, service, or combination thereof that satisfies individual or business needs.
2) There is a continuum between goods and services, with goods being tangible and standardized and services being intangible, perishable, inseparable, and variable.
3) Products can be differentiated based on their attributes and how they are perceived relative to competitors' offerings.
The document discusses a three stage model of consumer decision making for services: 1) The pre-purchase stage involves recognizing a need, searching for information, and evaluating alternatives. This stage is difficult for services with intangible attributes. 2) The service encounter stage involves interactions with the service provider, such as placing an order or receiving the service. 3) The post-purchase stage involves evaluating service performance against expectations, which can be positively, negatively, or neutrally disconfirmed, and determining future intentions.
The document discusses the role of distribution in services and examines challenges in delivering people-processing, possession-processing, and information-based services through physical and electronic channels. It also explores the role of intermediaries and drivers of globalization for services. Distribution impacts information/promotion flow, negotiation flow, and product flow. Physical and electronic channels need to complement each other. Globalization drivers include competition, technology, cost, and government policies, which impact different service types uniquely.
Service market segmentation and targetingManvi Sehgal
1. Segmentation, targeting, and positioning are strategic marketing fundamentals used to generate competitive advantage and business opportunities. Segmentation involves dividing the market into distinct groups that share common characteristics, needs, behaviors, or patterns.
2. There are four types of service organizations based on their service focus and market focus: unfocused, service focused, market focused, and fully focused. Market segmentation recognizes the need for specialization to suit market segments rather than trying to be all things to all people.
3. Market segmentation leads to more efficient resource utilization, improved market manageability by dividing into smaller parts, and an enhanced ability to satisfy customers. The objectives of segmentation are to identify similarities and differences between buyer needs in segments
This document discusses pricing strategies for services. It outlines three key differences in how consumers understand service prices compared to product prices. Namely, service prices are more difficult for customers to know due to variability, individual needs, and non-visible nature. The role of non-monetary costs like time and uncertainty are also examined. Various approaches to determining service prices are then reviewed, including cost-based pricing, competition-based pricing, and demand-based pricing oriented around customer perceptions of value. Specific pricing techniques within each approach are defined.
This document discusses the SERVQUAL model, which is a framework for measuring service quality. It was developed in the 1980s and measures service quality across five dimensions: reliability, assurance, tangibles, empathy, and responsiveness. The document explains the five gaps in service quality as identified by the SERVQUAL model and provides examples. It also discusses criticisms of the model and how organizations can use it to measure customer expectations and perceptions over time to improve service quality.
The document discusses the role of technology in service encounters and provides examples of different types of technology-mediated service. It also discusses the emergence of self-service technologies and how they have evolved to replace human services. Finally, it addresses the importance of scalability for e-commerce businesses and provides examples of different internet business models.
Internet as a medium for order processing and informationOmar syed
Cisco Systems was founded by Len Bosack and Sandy Lerner after they could not communicate with each other on the internet at Stanford University. They invented the multi-protocol router to deal with disparate local area protocols, allowing different networks to communicate. Cisco's order processing system allows customers to place orders, check pricing and availability, track order status, and manage their account online in real-time from anywhere in the world. The system is designed to improve customer productivity by streamlining ordering and providing all necessary transaction tools without manual intervention.
1) The document discusses the growth of the services sector in major post-industrial nations between 1965-2005, with the US having the highest percentage of employment in services at 78.6% by 2005.
2) It defines services as economic activities offered by one party to another, bringing about desired results for recipients through time-based performances. Customers expect value but do not take ownership of physical elements.
3) Key drivers of services sector growth include information technology, innovation, changing demographics like aging populations and two-income families.
This document outlines the key sectors involved in agricultural production and marketing - from inputs like seeds and fertilizers, to production by farmers and corporations, processing by food and other industries, marketing by retailers and exporters, and final consumption by households and institutions. It also notes various factors like climate, prices, policies, and information flows that influence how agricultural products move from production to consumption.
The document discusses several factors that influence and shape public opinion, including environmental factors like family, friends, school, and work. Values are formed early in life from parents and schools and tend to remain stable. Mass media helps determine public opinion by focusing attention on certain issues. Interest groups also seek to influence public opinion on issues important to their members. Opinion leaders play a major role in defining popular issues and influencing individual views. Polls are used to estimate public views on issues through interviewing a representative sample of citizens.
The document appears to be a survey asking respondents to rank their level of agreement with 10 statements about McDonald's rebranding strategy and new restaurant image. The statements gauge impressions of McDonald's aiming for a more upscale look, whether the rebranding reflects objectives well and has improved performance versus competitors, how well McDonald's has adapted to modernization and trends, whether the rebranding will drive growth, provide a competitive advantage over direct competitors, whether customers will like a more social store design, whether the new layout suits young adult customers, whether it will attract more customers, and whether the makeover will increase dine-in satisfaction levels.
The document lists the richest businessmen in the Philippines and includes Manny V. Pangilinan, Lucio Tan, and Henry Sy. It provides a short list of the top business tycoons in the country without further details about their business interests or wealth.
This document discusses how the colors of company logos can manipulate emotions by their psychological associations. It provides examples of how red in the Red Bull logo suggests intensity to fit their athletic brand image. Research on color psychology found that red suggests intensity and passion, blue suggests trust and calm, yellow suggests energy and freshness, and the colors of other company logos like McDonald's, Starbucks, and UPS are intentionally chosen to trigger specific positive emotions in viewers' subconscious minds related to the company and its products or services.
The document summarizes key aspects of consumer decision making processes and service operations management. It describes the three stages of consumer decision making as the prepurchase stage, consumption stage and post-purchase evaluation stage. It also outlines factors that influence consumer decisions at each stage. Regarding operations management, it discusses concepts like the technical core, buffering environmental influences, bottlenecks and strategies for positioning a service through specialization, volume or penetration approaches.
Ethical behaviour in buying and selling in retailLena Argosino
The document discusses ethical behavior in various aspects of retail merchandise buying and selling. It addresses ethical sourcing of merchandise, selling practices, and relationships between retailers and employees. Specifically, it discusses sourcing from reputable suppliers, treating customers respectfully, avoiding commercial bribery, selecting products customers want to buy, using company assets appropriately, and handling job switching ethically. The overall message is that retailers must conduct business honestly and prioritize strong relationships with partners and customers.
The document discusses the medical transcription and business process outsourcing industries in the Philippines. For medical transcription, the Philippines has a large pool of young, English-speaking professionals with medical backgrounds who can accurately transcribe medical reports. The country has strengths like 24/7 work hours and fast turnaround times. For business process outsourcing, the Philippines offers competitive advantages like lower costs, Western-influenced culture, and a skilled English-speaking workforce. The United States and countries in Europe and Asia outsource various business services from the Philippines.
Current Situation in Control Strategies and Health Systems in Philippines by ERNESTO d’J. YUSON MD, Thalassemia Center of the Philippines, Balikatang Thalassaemia
Public opinion is shaped by opinion leaders who influence others. Opinion leaders are knowledgeable experts on specific issues who help frame debates. There are two types of public - the attentive public who rely on opinion leaders, and the inattentive public. Individuals adopt new ideas through a five stage process of awareness, interest, trial, evaluation, and adoption. Persuasion involves transmitting messages to induce attitude or behavior change while allowing some free choice. Effective persuasion considers audience analysis, appealing to self-interest, audience participation, clear calls to action, source credibility, message clarity, context, and appropriate communication channels.
Taglines are short phrases that represent a company and its products or services. Effective taglines are understandable, summarize the offering, build trust, or motivate purchase. They often appear with the company logo. Some examples of well-known taglines included in the document are "Just Do It" for Nike and "The King of Beers" for Budweiser.
The document defines and provides formulas for calculating several common financial ratios used to analyze a company's financial health and performance. These include:
- Current ratio and quick ratio, which measure a company's ability to meet short-term debts and obligations.
- Total asset turnover ratio, rate on net sales to assets, and inventory turnover ratio, which measure how efficiently a company is utilizing its assets to generate sales and revenue.
- Number of days sales in inventory, which indicates how quickly a company is selling and replacing inventory.
- Ratio of liabilities to equity, gross profit margin, net profit margin, and return on assets, which are profitability ratios measuring earnings relative to assets and sales.
Getting Buyers Through Trade Fairs and the Internet Lena Argosino
The document discusses the importance of production planning and quality control for businesses. It recommends that Island Gifts & Deco participate in trade fairs and use the internet to attract importers, as this allows for face-to-face meetings and demonstrations of products. It also advises the company to diversify and continuously develop new products given the decreasing demand in their current product categories. This will help them stay innovative and pursue new opportunities. Production planning and quality control are crucial as they ensure a business can efficiently meet production goals and customer demand while maintaining quality standards.
Public opinion is shaped by opinion leaders who are well-informed and influential. The life cycle of public opinion involves issue definition, involvement of opinion leaders, public awareness, government action, and resolution. Persuasion aims to change or reinforce opinions and involves techniques like appealing to self-interest and credibility of the message source. Propaganda techniques include bandwagon appeals and transferring qualities by association. Public relations aims to ethically influence opinions through persuasive communication and analysis of the target audience.
This presentation provides some insight in the
business model concept and the factors influencing its sustainability. Some hands-on tools are shown to (1) identify a firm\'s business model, (2) analyse the influence of market developments on the business model, and (3) assess the sustainability of the business model in order to remain competitive on the market.
1) McDonald's is redesigning its restaurants globally to attract more customers and encourage them to spend more time inside. This includes upgrading interior design and furnishings to feel more comfortable and adding free WiFi.
2) A survey was conducted in Binan, Laguna on McDonald's new upscale design. Results found it created a better impression, clearly reflected marketing objectives, and would attract more customers, especially young adults.
3) However, changing from a fast food image targeting families may face resistance from current Binan consumers accustomed to the old design.
Similar to I. Stages of Operational Competitiveness the different levels of customer contact in the service firm II. Classification of the different strategies in different service operation
This document discusses strategy formulation and strategic decisions in operations. It outlines 5 steps to strategy formulation: 1) defining the primary task, 2) assessing core competencies, 3) determining order winners and qualifiers, 4) positioning the firm, and 5) deploying the strategy. It also discusses 7 areas of strategic decisions in operations: 1) products and services, 2) processes and technology, 3) capacity and facilities, 4) human resources, 5) quality, 6) sourcing, and 7) operating systems. The document provides examples and definitions for each step and strategic decision area.
This document discusses operations strategy and provides examples. It begins by explaining that corporate strategy informs operations strategy. Some operations strategies discussed are improved responsiveness, reduced prices, and improved quality. A key point is that while strategies for products and services are similar, the emphasis is stronger for services due to customer interaction. Other topics covered include flexibility, globalization, environmental management, and linking operations strategy to factors like quality, technology, customers, and efficiency.
This document discusses operations strategy and provides examples. It begins by explaining that corporate strategy informs operations strategy. Some operations strategies discussed are improved responsiveness, reduced prices, and improved quality. A key point is that while strategies for products and services are similar, the emphasis is stronger for services due to customer interaction. Other topics covered include flexibility, globalization, environmental management, and linking operations strategy to factors like quality, technology, customers, and efficiency.
The document discusses key concepts in operations management including process mapping, performance measurement, types of processes, and factors affecting plant location and layout. It defines process mapping as creating diagrams that illustrate business processes. Performance can be measured through metrics like workload, efficiency, effectiveness, and productivity. The types of processes include job shop, batch, mass and continuous production. Important considerations for plant location are proximity to materials, markets, labor, utilities and transportation. Plant layout options include product, process, fixed position and combination layouts.
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The document discusses operations strategy and competitiveness. It explains that operations strategy provides a plan for how the operations function will use resources to support the company's competitive strategy. This includes decisions about facilities, worker skills, technology use, processes, equipment, and quality control. The operations strategy is developed based on the company's competitive priorities of cost, quality, time, and flexibility.
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3. The third generation acts as true business partners, using standardization and technology to implement business impact projects and drive organizational transformation. This focuses on business outcomes over performance indicators.
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3. The third generation acts as true business partners, using standardization and technology to implement business impact projects and drive organizational transformation. This focuses on business outcomes over performance indicators.
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The Influence of Marketing Strategy and Market Competition on Business Perfor...
I. Stages of Operational Competitiveness the different levels of customer contact in the service firm II. Classification of the different strategies in different service operation
1. I. Stages of Operational Competitiveness
Stage 1: Available for service
Understand the potential business impact of a problem with your products.
Make sure that services are available to provide an appropriate level of response to
minimize impact on custome r’s business. Assess the needs addressed by current
offerings to determine if an opportunity exists to provide extended service coverage,
and if so at what price. Not all customers need, nor are willing to pay for extended
service coverage.
Stage 2: Journeyman
After maintaining a sheltered existence in stage 1, a service firm may face
competition and may be forced to re-evaluate its delivery system. Operation managers
then must adopt industry practices to maintain parity with new competitors and avoid
significant loss of market share.
Stage 3: Distinctive competencies achieved
Senior managers of firms in stage 3 have a vision of what creates value for the
customer and they also understand the role that operations managers must play in
delivering the service. Operations managers are the typical advocates of TQM in these
firms and take the lead in instituting service guarantees, worker empowerment, and
service enhancing technologies.
Stage 4: World-class service delivery
Not satisfied with just meeting customer expectations, world class firms expand
on these expectations to levels that competitors find it difficult to meet. World class
service firms define the quality standards by which others are judged. Sustaining
superior performance throughout the delivery system is a major challenge. Duplicating
the service at multiple sites, and in particular overseas, is the true test of a world class
competitor.
II. What are the different levels of customer contact in the service
firm?
Active and Passive Contact
Most tasks performed in the process of providing services involve direct
contact with the customer; other tasks may be performed away from the
customer (i.e., in the back office). The level of customer contact required may
range from low to high. Where contact is low, most of the tasks are performed
in the back office, but where contact is high the customer is in direct contact
with the service system through most of the service delivery process. Customer -
2. service system contact may be active, passive or both, based on the nature of
the service. In this paper, active contact is defined as direct contact between the
customer and the service provider which involves direct customer -service
system interaction.
Passive contact is defined as direct contact between the customer and the
service system which does not involve customer-service system interaction.
Typically, this form of contact requires the physical presence of the customer in
the service system. However, passive contacts do not generally require the
customization of the service product. Consequently, passive contact services are
more amenable to standardization and automation.
III. Classification of the different strategies in different service
operation
Strategy at the corporate level sets out the direction of the whole
organization, acknowledging the key stakeholders the organization is seeking to
satisfy. These stakeholders will be both internal and external. Such a strategy is
a statement of how the organization wants to position itself in its economic,
political, social environment. It details the types of business the corporation
wants to be in and what parts of the world it wants to operate in.
In large diversified companies the second level of strategy, business level
strategy, is at the Strategic Business Unit (SBU) level. This strategy sets out the
plan for how the business unit will deal with its customers, markets and
competitors and also how this will contribute to the overall corporate strategy.
Growth and profitability targets and return on investment are considered at this
level.
The third level of strategy is where the business functions, operations or
finance or marketing, formulate their long-term plans which support the aims
being pursued by the business strategy. Different business object ives would
probably require different operations strategies in that they would demand a
different set of priorities. Under the top-down model the role of the operations
function is to implement business strategy formulated elsewhere.
IV. Define the following:
Technical Core – the place within an organization where its primary operations are
conducted.
Perfect-World Model – J.D Thompson’s mode l of organizations proposing that
ope rations’ pe rfe ct e fficiency is possible only if inputs, outputs, and quality happen of
a constant rate and remain known and certain.
3. Focused Theory – an operation that concentrates on performing or a particular task
of the plants used for promoting experience and effectiveness through competition and
concentration on one task necessary for success.
Plant Within a plant – the strategy of breaking up large, unfocused plants into
smaller units buffered from one another so that each can focus separately.
Buffering – surrounding the technical core with input and output components to
buffer environmental influences.
Smoothing – Managing the environment to reduce fluctuations in supply and/or
demand.
Anticipating – mitigating the worst effects of supply and demand fluctuations by
planning for them.
Rationing – direct allocations of inputs and outputs when the demands placed on a
system by the environment exceed the system ability to handle them.
Decoupling – disassociating the technical core from the servuction system
Production-line approach – the application of hand and soft technologies to a service
operation in order to produce a standardized service product.
Hard technologies – hardware that facilitates the production of standardized product.
Soft technologies – rules, regulation, and procedures that facilitate the production of
a standardized product.
Blueprinting – the flowcharting of a service operations.
Service cost per meal – the labor costs associated with providing a meat on a per-meal
basis (total labor cost/ maximum output per hour)
Process time – calculated by dividing the activity time by the number of locations at
which the activity is performed.
Activity time – the time required so perform one activity at one station.
Stations – a location at which activity is performed.
Maximum output per hour – the number of people that can be processed at each
station in one hour.
4. Bottlenecks – point in the system at which consumers wait the longest periods of
time.
Fail points – points in the system at which the potential for malfunction is high and
at which a failure would be visible to the customer and regarded as significant.
One sided blueprint – An unbalance d blue print base d on management’s pe rce ption of
how the sequence of events should occur.
Convenient Scripts – employee/consumer scripts that are mutually agreeable and
enhance the probability of customer satisfaction.
Divergent scripts - employee/consumer scripts that mismatch and point to areas in
which customer expectations are not being met.
Two sider blueprint – a blueprint that takes into account both employee and
customer perceptions of how the sequence of events actually occurs.
Script norms – proposed scripts developed by grouping together events commonly
mentioned by both employers and customers and then ordering those events in their
sequence of occurrence.
Complexity – a measure of the number and intricacy of the steps and sequences that
constitute a process.
Divergence – a measure of the degrees of freedom service personnel are allowed when
providing a service.
Volume-oriented positioning strategy – a positioning strategy that reduces
divergence to create product uniformity and reduce costs.
Niche positioning strategy – a positioning strategy that increases divergence in an
operation to tailor the service experience to each customer.
Specialization positioning strategy – a positioning strategy that reduces complexity
by unbundling the different services offered.
Unbundling – divesting an operation of different services and concentrating on
providing only one or a few services in order to pursue specialization positioning
strategy.
Penetration strategy – A positioning strategy that increases complexity by adding
more services and/or enhancing current services to capture more of a market.