Service Culture
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The document discusses key aspects of service culture, including defining service culture as having employees focused on creating value for internal and external customers. It outlines elements of an effective service culture such as service mission, employee roles, policies and procedures, management support, and training. The importance of service culture for competition, values, loyal customers, advertising, and quality improvement is also discussed. The document then covers topics like empowerment strategies, types of control systems, definitions of customer relationship management, types and roles of CRM, and advantages and disadvantages of implementing CRM.
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To understand the definition and the importance of customer service quality, strategies and skills and to apply them in providing an excellent customer service with professionalism.
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2) There are different types of customers - loyal, discount, impulsive, need-based, wandering - each with different profitability and needs. Customer service aims to retain customers by understanding complaints and finding solutions.
3) Kano model classifies customer requirements into basic attributes that cause dissatisfaction if absent, satisfiers that increase satisfaction based on performance, and delighters that are unexpected and enhance satisfaction.
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13 Teams
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Average talent teams that get along well with each other are more productive than gifted teams that don’t get along. It doesn’t matter how well a team with low emotional intelligence is in control of the numbers. They can’t even decide what to try to do.
14 Stress
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15 Marriage
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17. Emotions Are All Normal
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18/ Being able to Express Your Emotions
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19/You Are Not Your Emotions
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Keep doing what you need to do, no matter how you feel. Success is achieved by people who cannot give up no matter what their feelings and thoughts are. Don’t let your feelings affect your actions.
20/ Timing
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Book:- https://amzn.to/3XsVTz2.
13 Teams
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Average talent teams that get along well with each other are more productive than gifted teams that don’t get along. It doesn’t matter how well a team with low emotional intelligence is in control of the numbers. They can’t even decide what to try to do.
14 Stress
___
Difficulties at work and in our relationships put us under stress. Stress makes it difficult for us to find solutions to problems. When we can’t find solutions to problems, we get more stressed. To get rid of this dead end, we need to know how to manage our
Customer Expectations
The document discusses customer expectations and attitudes towards goods and services. It explains that customer attitudes are guided by their expectations and motivations. There are different types of customer attitudes: economizing customers focus on value, ethical customers consider corporate social responsibility, personalizing customers want customized experiences, and convenience customers prioritize ease. The document also outlines desired service expectations like ideal and normative expectations, and adequate expectations including experience-based, acceptable, and minimum tolerable expectations. It provides strategies for managing expectations during the pre-purchase, service encounter, and post-purchase phases as well as exceeding expectations through customer relationships, under-promising on service, and providing unusual service.
Customer Analytics
The consumer has been the king for quite a while now. Why then are organizations struggling to engage the consumer, personalize its offering and maximize the value that they can realize.
BRIDGEi2i presents a comprehensive, end to end Consumer Analytics solution that helps you know your consumer better, predict purchasing decisions and personalize recommendations
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The document discusses unfair trade practices under Section 2(1)(r) of the Indian law. It defines unfair trade practice as adopting any unfair method to promote the sale of goods or services. Some examples of unfair trade practices provided include falsely representing the quality, grade, or model of goods; claiming rebuilt goods are new; and making false claims of sponsorship or approval. The document also lists elements considered in determining unfair trade practices such as defects, deficiencies, manufacturers, traders, goods, services, consumers, and persons.
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The Consumer Protection Act of 1986 was introduced to better protect consumers from exploitation and provide relief from adulterated and substandard goods and services. Previous laws provided some protections but achieved little. The new Act aims to promote and protect consumer rights such as the right to be protected from hazardous products, the right to information about product quality and pricing, the right to access competitive prices, the right to be heard on consumer issues, the right to seek redressal from unfair practices, and the right to consumer education.
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The document discusses facility layout, which refers to arranging manufacturing aspects appropriately to achieve production goals. Key objectives of facility layout include optimizing space, promoting order and safety, reducing movement, and increasing capacity. Factors like objectives, space needs, safety, policies and processes must be considered. Common design techniques are templates, sequence analysis and line balancing. Types of layouts include line, functional, fixed position, cellular and combined. Limitations can arise from needed changes like redesign, enlargement or addition of new departments.
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Regression Analysis for Location
The document discusses two types of regression analysis used in location decision making: simple linear regression and multiple linear regression. Simple linear regression is explained using the equation y = mx + b, where y is the target variable, x is the input variable, m is the slope and b is the y-intercept. The document provides an example where y is the price of a house and x is the square footage, with the goal of finding values for m and b to predict house prices based on square footage. The document then introduces multiple linear regression as an extension of simple linear regression to incorporate multiple input variables.
GIS
This document discusses Geographic Information Systems (GIS). It provides definitions and examples of GIS, including that GIS connects location data to descriptive data to enable mapping and analysis. The document also lists applications of GIS such as industrial location analysis, store location planning, and weather forecasting. Further, it outlines advantages like improved decision making and communication, and disadvantages which include costs and requiring skilled users. Finally, it discusses facility location modeling and the Huff model for retail site selection based on distance, attractiveness, and competition.
Strategic Location Considration
This document discusses strategic considerations for service facility locations. It covers factors like a company's overall corporate strategy, establishing locations that can serve global customers. Specific location strategy elements discussed include facilities, feasibility, logistics, labor, trade zones, political risk, and regulations. The document also mentions competitive clustering, market saturation, using market intermediaries, separating front and back offices, and the impact of the internet on locations. Site considerations like accessibility, visibility, parking and expansions are also listed.
contact personnel
The document discusses contact personnel selection, training, and creating an ethical climate at Sanjivani College of Engineering. It describes selection methods like questioning, situational case studies, and role playing. Training includes on-field, off-field, technical, and ethical training. Creating an ethical climate involves enforcing codes of conduct, punishing unethical behavior, and discussing ethical issues.
Service Encounter
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.
Computer Aided Design (CAD)
The document discusses computer-aided design (CAD), computer-aided manufacturing (CAM), and computer integrated manufacturing (CIM). CAD uses computers to aid in the creation and modification of designs, and increases productivity, quality, and communication. CAD is used for engineering 3D models and 2D drawings. CAM uses software to control machine tools and manufacturing operations. CIM integrates the entire manufacturing process from design to distribution.
Service System Design Matrix
The document discusses the service system design matrix and the role of customers in service systems. The service system design matrix defines the relationship between sales opportunities and production efficiency based on the level of human interaction. It establishes the relationship between the degree of customer contact, sales opportunities, and production efficiency. Customers are considered "partial employees" as they contribute resources to the production process. The level of customer participation can range from quasi-services with low contact to pure services with high contact. Service blueprinting is also discussed as a tool used to map customer touchpoints and the internal processes involved in service delivery.
Process Product Matrix
The document discusses various types of production processes and facility layouts, including process-product matrix, job production, batch production, assembly line, continuous flow production, process layout, and product layout. It provides definitions and descriptions of each, noting their advantages and disadvantages. The process-product matrix merges product and process lifecycles to educate organizations. Job production involves making custom, one-off products. Batch production makes specified groups of products within a time frame.
Operation Process
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Demand Responsivness
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Production Control
The document discusses production control and scheduling. It defines production control as predicting, planning, and scheduling work while considering resources, costs, quality, and timeliness. Production control involves implementing production plans, utilizing data, corrective action planning, and maintaining schedules. Scheduling arranges, controls, and optimizes workloads. Loading allocates work quantities to manufacturing processes. The objective of loading is to minimize operator, machine, and material idle times while balancing resources. A Gantt chart displays tasks against time to show activities, schedules, durations, and overlaps in a project.
Production Planning
The document discusses various production planning techniques used in operations management, including production planning, aggregate production planning, master production scheduling, material requirements planning (MRP), capacity requirements planning (CRP), and distribution requirements planning (DRP). It provides details on the objectives, processes, inputs, and methodologies involved in each of these techniques. The key goal of these techniques is to optimize production levels and resource utilization to meet fluctuating demand over time in the most efficient and cost-effective manner.
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The document discusses production planning and control (PPC). It describes PPC as having three stages: demand forecasting, production planning, and production control. Demand forecasting involves forecasting demand using various time horizons and data sources to determine capacity planning and production requirements. Production planning uses the forecasts to determine aggregate production needs through methods like MRP, CRP, and DRP. Production control then schedules and loads the required production using techniques like Gantt charts. The document provides details on each of these PPC elements.
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Service Culture
- 1. www.sanjivanimba.org.in Presented By Dr. Niraj Chaudahri Assistant Professor, Sanjivani College of Engineering , Dept.of MBA, Kopargaon 1 Sanjivani College of Engineering, Kopargaon Department of MBA www.sanjivanimba.org.in Service Operation Management-I Service Culture
- 2. www.sanjivanimba.org.in Service Culture • A service culture exists when you motivate the employees in your organization to take a customer-centric approach to their regular duties and work activities.” “ • We define service culture as a shared purpose where everyone is focused on creating value for others inside and outside the organization
- 3. www.sanjivanimba.org.in Service Culture for 1.Top management 2.Middle management 3.Frontline staff 4.Customer
- 4. www.sanjivanimba.org.in Element of Service Culture • Service mission • Products and services • Employee role and expectation • Policies and procedures • Management support • Motivation and rewards • Training • Service delivery system
- 5. www.sanjivanimba.org.in Element of Service Culture
- 6. www.sanjivanimba.org.in Important of service culture • Competition • Values • Loyal customer • Advertising • Consistent quality improvement
- 7. www.sanjivanimba.org.in Empowerment • According to Thomas bateman & scott snell “empowerment is the process of sharing power with employee” • According to Richard “ Empowerment is the process coming to feel and behave as if one is in power and feel as he/she owned the firm. • According to Newstrom and Devis “Empowerment is the process that provide greater autonomy through the sharing information and provision of control over factor affecting job performance “
- 8. www.sanjivanimba.org.in Strategies of Employee Empowerment • Delegating authority • Expanding skills • Employee input • Open-door policy • Team building • Communication • Proactive company culture • Clarity and trust • Friendly environment
- 9. www.sanjivanimba.org.in Control system in industry 1.Belief control system 2.Boundary system 3.Diagnostic control system 4.Interactive control system
- 10. www.sanjivanimba.org.in Customer Relationship Management (CRM) • According to Gartner “CRM is a business strategy designed to optimize profitability, revenue and customer satisfaction” • According to Parvatiyar and sheth “ CRM is competitive strategy and process of acquiring ,reacting and partnering with customer to create superior value for the company and the customer”
- 11. www.sanjivanimba.org.in Types of CRM • Operational CRM • Analytical CRM • Collaborative CRM
- 12. www.sanjivanimba.org.in Role of CRM • Handling customer issue • Study on future course of action • Helping top management in decision making • Helping in expansion of business • Attracting and retaining customers • Help in reducing cost • Providing customer feedback • Providing information of competitors
- 13. www.sanjivanimba.org.in Advantage Of CRM • Increased Sales • Increased customer satisfaction • Increased customer retention and loyalty • Customer knowledge • Customer self service
- 14. www.sanjivanimba.org.in Disadvantage of CRM • Required top management support • Confusion • Problems in implementation • Missing customer • Training of frontline staff