Which Of The Following Are Ways To Classify A Service? Quizlet

The Service Process: Meaning and Classification!

Meaning :

Customers of service organization obtain benefits and satisfactions from the services themselves and from how those services are delivered. The fashion in which service systems operate is crucial. Service systems which operate efficiently and effectively can requite marketing management considerable marketing leverage and promotional reward. It is articulate that a smooth running service operation offers competitive advantages, particularly where differentiation betwixt service products may be minimal.

In service systems the marketing implications of operational performance are so important that the 2 functions have to co-operate. In services, marketing must exist just as involved with the operational aspects of performance as operations managers; that is, with the 'how' and the 'process' of service delivery.

Operations direction is not merely concerned with manufacturing. Here we define operations as the means by which resource inputs are combined, reformed, transformed or separated to create useful outputs (appurtenances and services).

Operations management is concerned with planning, organizing and controlling this resource conversion process which is illustrated in Figure 8.ane. The concept of 'useful' is important; for the purpose of the procedure is to add together 'utility' or 'value' over and above the costs incurred in obtaining system inputs and in undertaking the transformation procedure.

Operation System

Classification of services operating systems:

Services operating systems may exist classified in a number of ways.

Two considered hither for illustrative purposes are co-ordinate to:

(a) The type of process;

(b) The degree of contact.

A. The type of process:

Three types of processes of relevance to service organization are:

(a) Line operations;

(b) Job store operations;

Line Operations:

In a line functioning at that place is an arranged sequence of operations or activities undertaken. The service is produced by post-obit this sequence. In manufacturing, an assembly line for domestic appliances typifies this type of procedure; in services, a self-service restaurant typifies this procedure.

In the latter people movement through a sequence of stages although in that location is no reason why customers should not remain stationary and receive a sequence of services. The high caste of inter-relationship betwixt unlike elements of a line operation hateful that performance overall is limited by operation at the weakest link in the organization and hold-ups can ascend (e.g. a slow cheque-out operator in a self- service cafeteria).

Also it tends to be a relatively inflexible blazon of process although tasks in the process can exist specialized and made routine giving more speedy performance. This process is virtually suitable in service organizations with loftier volumes of fairly continuous demand for relatively standard kinds of service.

Job Store Operations:

A job store operation produces a variety of services using different combinations and sequences of activities. The services can be tailored to run across varying client needs and to provide a bespoke service. Restaurants and professional services are examples of job shop operations. While flexibility is a primal advantage of this type of system it may suffer from being more difficult to schedule, from being more difficult to substitute capital for labour in the organisation and from existence more hard to calculate the chapters of the system.

Intermittent Operations:

Intermittent operations refer to service projects which are one off or only infrequently repeated. Examples include the structure of new service facilities, the design of an advertising entrada, and the installation of a large calculator or the making of a major film. The scale of such projects makes their management a complex chore. Such projects provide an appropriate field for the fix transfer of many project control and scheduling techniques like Disquisitional Path Analysis. The scale and infrequency of these projects make them dissimilar in kind from line and job shop operations.

B. The Caste of Contact:

Managing service operations with a high level of customer contact with the service delivery process presents different challenges compared with those systems where there is a low level of customer contact. The amount of customer contact has an upshot on may of the decisions operations managers have to make. These kinds of systems (high contact or depression contact) have an upshot upon service operations and have implications for managers of service systems.

Some of these are:

(a) Loftier contact systems are more than difficult to command since the customer can make an input to the process or even disrupt the process;

(b) In high contact systems the customer can affect the timing of need and information technology is more than difficult to balance the capacity of the system to come across demands placed upon it;

(d) In high contact systems production scheduling is more hard;

(due east) It may exist more difficult to rationalize loftier contact systems (e.g. past substituting engineering science);

(f) It may be beneficial to separate high contact and depression contact elements of a service arrangement and encourage staff specialization in these dissimilar functions because of the varying skills required.

Both of the schemes outlined are useful ways of classifying service systems for operational purposes. Both however imply that the sequence of operations involved in the service process can be made explicit to enable the systems to be categorized according to degree of contact. One step that service managers can accept to understand their process of service delivery is to flow chart the system and the interactions with customers within that system.