服务运作管理整合的视角services management1(1)

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This awareness of the specific nature of services and, hence inspired several
companies, together with the Vlerick Leuven Ghent Management School, to establish a forum that allowed for exploration and in-depth discussion of the specific nature of service management.
2. Explain the main charateristics that distinguish services from goods.
3. Service classifications and their practical relevance.
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Part Two CUSTOMER LOGIC
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During these years of working together it became clear that services need to be approached in an integrated way: the operational service delivery system, employees’ competencies, behavior and feelings, and customer needs and preferences all
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Employees play a decisive role in delivering service quality. Therefore, in the third part we look at the dynamics of the script underlying this crucial role (Chapter 9). Consecutively, we develop the notion of competencies and their development, the importance of collaboration and the relevance of empowerment (Chapters 10, 11 and 12). Finally, we focus on the specific issues related to job design and performance of front-line employees (Chapter 13).
process – implies a direct link between employees’ feelings and behaviour and customers’ perceptions of service quality;
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the perishable nature of service service has serious implications for managing the service delivery system and the available capacity.
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services do have some characteristics
Intangibility poses specific challenges to the communication and marketing effort;
simultaneity – i.e. the presence of the customer during the service delivery
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Part Four OPERATIONS MANAGEMENT IN SERVICE ORGANIZATIONS
14 Service process design and management 15 Capacity management 16 Facilities management 17 IT developments and their impact on services
(Adam Smith, 1776)
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Part One THE NATURE OF SERVICES
Part Five AN INTEGRATED APPROACH
Part Two CUSTOMER LOGIC
Part Four OPERATIONS MANAGEMENT IN SERVICE ORGANIZATIONS
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Part Five AN INTEGRATED APPROACH
18 Performance measurement systems in service firms 19 Managing innovation in a service Environment 20 Managing services across national boundaries 21 Defining a service strategy
‘Productive is all labour which fixes and realises itself in a particular subject or vendible commodity . . . unproductive is all labour which generally perish in the very instant of their performance.’
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In the first part, we explore the nature and importance of services in today’s economies. This will lead to the development of a first guiding framework – the service concept – and the delineation of its constituting elements (Chapters 1 and2).
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Second, services are processes.
They require an integrated and concerted approach; the operational service delivery system, employees and
customers all need to be attuned to deliver value in a seamless way.
Part Three HUMAN RESOURCES INSERVICE ORGANIZATIONS
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The nature of services
1. Services are becoming more and more important in the economy of the countries all over the word.
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Next we focus on customers. We will look at the crucial relationships between customer satisfaction, customer loyalty and eventual profitability (Chapter 4); discuss ways of measuring customer satisfaction and improving it by means of complaint management and the introduction of service level agreements and guarantees (Chapters 7 and 8). Promoting and pricing services will also be considered (Chapters 5 and 6).
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The centre followed a multidisciplinary approach from the start; people with an engineering, marketing or organizational behaviour background have been involved, and both academics and practitioners have collaborated in the
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Moreover, we will argue that the notion of services and hence of service management, is becoming an important issue for manufacturing companies as well (Chapter 3).
4 Relationship marketing 5 Promoting services 6 Pricing services 7 Customer satisfaction and complaint management 8 Service guarantees and servicelevel agreements
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Services Management: An Integrated Approach
This book originated out of continuous discussions and research efforts
The first point of discussion is the notion of services and service management. All too often one is tempted to take wellestablished insights and know-how coming from manufacturing environments and apply them to services.