Service operations management: improving service delivery
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow ; Munich [u.a.]
FT, Prentice Hall, Financial Times
2007
|
| Ausgabe: | 2. ed., [Nachdr.] |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIX, 496 S. Ill., graph. Darst. |
| ISBN: | 0273683675 9780273683674 |
Internformat
MARC
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| 245 | 1 | 0 | |a Service operations management |b improving service delivery |c Robert Johnston and Graham Clark |
| 250 | |a 2. ed., [Nachdr.] | ||
| 264 | 1 | |a Harlow ; Munich [u.a.] |b FT, Prentice Hall, Financial Times |c 2007 | |
| 300 | |a XIX, 496 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-016142168 | ||
Datensatz im Suchindex
| _version_ | 1804137172435992576 |
|---|---|
| adam_text | Contents
Preface
xi
Acknowledgements
xv
Publisher s acknowledgements
xvii
About the authors
xix
1
Introduction to service operations management
з
1.1
Introduction
3
1.2
What is service operations management?
4
1.3
The challenges facing service operations managers
11
1.4
Different types of services
16
1.5
Different types of service processes
22
1.6
Judging the success of a service operation
25
1.7
The structure of the book
29
1.8
Summary
32
1.9
Discussion questions
33
1.10
Questions for managers
33
1.11
Further reading
34
1.12
References
34
Case exercise: Sky Airways
34
2
The service concept
37
2.1
Introduction
37
2.2
The service concept
38
2.3
The service concept defined
40
2.4
The service concept as a strategic tool
48
2.5
Focused and unfocused service operations
55
2.6
Summary
63
2.7
Discussion questions
64
2.8
Questions for managers
64
2.9
Further reading
64
2.10
References
65
Case exercise:
Lilliput
Ltd
66
V
Contents
3
Customers and relationships
71
3.1
Introduction
71
3.2
Customers and customer segmentation
72
3.3
Customer retention
81
3.4
Managing customer relationships
83
3.5
Managing business relationships
91
3.6
Summary
98
3.7
Discussion questions
99
3.8
Questions for managers
99
3.9
Further reading
100
3.10
References
100
Case exercise: The National Brewery
101
4
Customer expectations and satisfaction 1O4
4.1
Introduction
104
4.2
Customer satisfaction, service quality and confidence
105
4.3
Customer expectations
112
4.4
Defining expectations
-
service quality factors
117
4.5
Finding expectations and assessing satisfaction
121
4.6
Managing perceptions
127
4.7
Summary
134
4.9
Discussion questions
135
4.9
Questions for managers
135
4.10
Further reading
135
4.11
References
136
Case exercise: The North County Breast Screening Unit
137
5
Managing supply relationships
141
5.1
Introduction
141
5.2
Types of supply relationships
142
5.3
Managing service supply chains
143
5.4
Managing through intermediaries
155
5.5
Supply partnerships
159
5.6
Service-level agreements
162
5.7
Summary
164
5.8
Discussion questions
165
5.9
Questions for managers
165
5.10
Further reading
165
5.11
References
165
Case exercise: The Regional Forensic Science Laboratory
166
VI
Contents
6
Service processes
171
6.1
Introduction
171
6.2
Service processes and their importance
172
6.3
Understanding the nature of service processes
184
6.4
Engineering service processes
198
6.5
Controlling service processes
203
6.6
Repositioning service processes
207
6.7
Summary
215
6.8
Discussion questions
216
6.9
Questions for managers
217
6.10
Further reading
217
6.11
References
217
Case exercise: Computer Services Limited (CSL)
218
7
Service people
220
7.1
Introduction
220
7.2
Understanding the pressures on service providers
221
7.3
Managing and motivating service providers
227
7.4
Managing customers
249
7.5
Summary
251
7.6
Discussion questions
252
7.7
Questions for managers
252
7.8
Further reading
252
7.9
References
253
Case exercise: The Empress Hotel Group
254
8
Resource utilisation
256
8.1
Introduction
256
8.2
Capacity management
257
8.3
Operations planning and control
266
8.4
Managing bottlenecks and queues
270
8.5
Managing the coping zone
276
8.6
Improving resource utilisation
281
8.7
Summary
286
8.8
Discussion questions
287
8.9
Questions for managers
287
8.10
Further reading
288
8.11
References
288
Case exercise: Medi-Call Personal Alarm Systems Ltd
289
VII
Contents
g
Networks,
technology and information
9.1
Introduction
9.2
How networks, technology and information are
transforming service
9.3
Managing physical and virtual networks
9.4
Managing technology and information flows
9.5
Integrating networks, technology and information
9.6
Summary
9.7
Discussion questions
9.8
Questions for managers
9.9
Further reading
9.10
References
Case exercise: The North Island Hospital
291
291
292
297
310
322
325
325
326
326
326
327
ement
10 Performance measurement
10.1
Introduction
10.2
The purpose of performance measurement
10.3
A balance of measures
10.4
Interlinking
10.5
Targets and rewards
10.6
Benchmarking
10.7
Summary
10.8
Discussion questions
10.9
Questions for managers
10.10
Further reading
10.11
References
Case exercise: The Squire Hotel Group
11
Linking operations decisions to business
performance
11.1
Introduction
11.2
The relationship between operational decisions and
business performance
11.3
The service performance network
11.4
Key stages in developing a network
11.5
World-class service
11.6
Summary
11.7
Discussion questions
11.8
Questions for managers
11.9
Further reading
11.10
References
Case exercise: Superstore Pic
331
331
332
336
340
344
348
354
355
355
355
356
357
359
359
360
362
369
372
380
381
381
382
382
384
VIII
Contents
12
Driving operational improvement
12.1
Introduction
12.2
Approaches to operational improvement
12.3
Service recovery
12.4
Service guarantees
12.5
Summary
12.6
Discussion questions
12.7
Questions for managers
12.8
Further reading
12.9
References
Case exercise: Gold Card Protection Service
386
386
387
395
407
414
414
415
415
415
417
.change
13
Service strategy
423
13.1
Introduction
423
13.2
Service strategy
424
13.3
Service as competitive advantage
426
13.4
Turning performance objectives into operations priorities
430
13.5
Strategy formulation and development
434
13.6
Sustaining a strategy
439
13.7
Summary
440
13.8
Discussion questions
440
13.9
Questions for managers
441
13.10
Further reading
441
13.11
References
441
Case exercise: Smith and Jones, solicitors
442
14
Service culture
445
14.1
Introduction
445
14.2
Understanding organisational culture
446
14.3
Types of culture
456
14.4
National cultures
458
14.5
The management of change and service delivery
461
14.6
Summary
465
14.7
Discussion questions
466
14.8
Questions for managers
466
14.9
Further reading
467
14.10
References
467
Case exercise: Security Alarm Systems Ltd
467
15
Operational complexity
470
15.1
Introduction
470
15.2
What is complexity?
471
IX
Contents
15.3
Operational consequences of complexity
15.4
Summary
15.5
Discussion questions
15.6
Questions for managers
15.7
Further reading
15.8
References
Index
475
477
478
478
478
478
480
Supporting resources
Visit www.pearsoned.co.uk/johnston to find
valuable online resources
For instructors
•
Complete downloadable Instructor s Manual
•
PowerPoint slides that can be downloaded and used as OHTs
For more information please contact your local Pearson Education
sales representative or visit www.pearsoned.co.uk/johnston
|
| adam_txt |
Contents
Preface
xi
Acknowledgements
xv
Publisher's acknowledgements
xvii
About the authors
xix
1
Introduction to service operations management
з
1.1
Introduction
3
1.2
What is service operations management?
4
1.3
The challenges facing service operations managers
11
1.4
Different types of services
16
1.5
Different types of service processes
22
1.6
Judging the success of a service operation
25
1.7
The structure of the book
29
1.8
Summary
32
1.9
Discussion questions
33
1.10
Questions for managers
33
1.11
Further reading
34
1.12
References
34
Case exercise: Sky Airways
34
2
The service concept
37
2.1
Introduction
37
2.2
The service concept
38
2.3
The service concept defined
40
2.4
The service concept as a strategic tool
48
2.5
Focused and unfocused service operations
55
2.6
Summary
63
2.7
Discussion questions
64
2.8
Questions for managers
64
2.9
Further reading
64
2.10
References
65
Case exercise:
Lilliput
Ltd
66
V
Contents
3
Customers and relationships
71
3.1
Introduction
71
3.2
Customers and customer segmentation
72
3.3
Customer retention
81
3.4
Managing customer relationships
83
3.5
Managing business relationships
91
3.6
Summary
98
3.7
Discussion questions
99
3.8
Questions for managers
99
3.9
Further reading
100
3.10
References
100
Case exercise: The National Brewery
101
4
Customer expectations and satisfaction 1O4
4.1
Introduction
104
4.2
Customer satisfaction, service quality and confidence
105
4.3
Customer expectations
112
4.4
Defining expectations
-
service quality factors
117
4.5
Finding expectations and assessing satisfaction
121
4.6
Managing perceptions
127
4.7
Summary
134
4.9
Discussion questions
135
4.9
Questions for managers
135
4.10
Further reading
135
4.11
References
136
Case exercise: The North County Breast Screening Unit
137
5
Managing supply relationships
141
5.1
Introduction
141
5.2
Types of supply relationships
142
5.3
Managing service supply chains
143
5.4
Managing through intermediaries
155
5.5
Supply partnerships
159
5.6
Service-level agreements
162
5.7
Summary
164
5.8
Discussion questions
165
5.9
Questions for managers
165
5.10
Further reading
165
5.11
References
165
Case exercise: The Regional Forensic Science Laboratory
166
VI
Contents
6
Service processes
171
6.1
Introduction
171
6.2
Service processes and their importance
172
6.3
Understanding the nature of service processes
184
6.4
'Engineering' service processes
198
6.5
Controlling service processes
203
6.6
Repositioning service processes
207
6.7
Summary
215
6.8
Discussion questions
216
6.9
Questions for managers
217
6.10
Further reading
217
6.11
References
217
Case exercise: Computer Services Limited (CSL)
218
7
Service people
220
7.1
Introduction
220
7.2
Understanding the pressures on service providers
221
7.3
Managing and motivating service providers
227
7.4
Managing customers
249
7.5
Summary
251
7.6
Discussion questions
252
7.7
Questions for managers
252
7.8
Further reading
252
7.9
References
253
Case exercise: The Empress Hotel Group
254
8
Resource utilisation
256
8.1
Introduction
256
8.2
Capacity management
257
8.3
Operations planning and control
266
8.4
Managing bottlenecks and queues
270
8.5
Managing the coping zone
276
8.6
Improving resource utilisation
281
8.7
Summary
286
8.8
Discussion questions
287
8.9
Questions for managers
287
8.10
Further reading
288
8.11
References
288
Case exercise: Medi-Call Personal Alarm Systems Ltd
289
VII
Contents
g
Networks,
technology and information
9.1
Introduction
9.2
How networks, technology and information are
transforming service
9.3
Managing physical and virtual networks
9.4
Managing technology and information flows
9.5
Integrating networks, technology and information
9.6
Summary
9.7
Discussion questions
9.8
Questions for managers
9.9
Further reading
9.10
References
Case exercise: The North Island Hospital
291
291
292
297
310
322
325
325
326
326
326
327
ement
10 Performance measurement
10.1
Introduction
10.2
The purpose of performance measurement
10.3
A balance of measures
10.4
Interlinking
10.5
Targets and rewards
10.6
Benchmarking
10.7
Summary
10.8
Discussion questions
10.9
Questions for managers
10.10
Further reading
10.11
References
Case exercise: The Squire Hotel Group
11
Linking operations decisions to business
performance
11.1
Introduction
11.2
The relationship between operational decisions and
business performance
11.3
The service performance network
11.4
Key stages in developing a network
11.5
World-class service
11.6
Summary
11.7
Discussion questions
11.8
Questions for managers
11.9
Further reading
11.10
References
Case exercise: Superstore Pic
331
331
332
336
340
344
348
354
355
355
355
356
357
359
359
360
362
369
372
380
381
381
382
382
384
VIII
Contents
12
Driving operational improvement
12.1
Introduction
12.2
Approaches to operational improvement
12.3
Service recovery
12.4
Service guarantees
12.5
Summary
12.6
Discussion questions
12.7
Questions for managers
12.8
Further reading
12.9
References
Case exercise: Gold Card Protection Service
386
386
387
395
407
414
414
415
415
415
417
.change
13
Service strategy
423
13.1
Introduction
423
13.2
Service strategy
424
13.3
Service as competitive advantage
426
13.4
Turning performance objectives into operations priorities
430
13.5
Strategy formulation and development
434
13.6
Sustaining a strategy
439
13.7
Summary
440
13.8
Discussion questions
440
13.9
Questions for managers
441
13.10
Further reading
441
13.11
References
441
Case exercise: Smith and Jones, solicitors
442
14
Service culture
445
14.1
Introduction
445
14.2
Understanding organisational culture
446
14.3
Types of culture
456
14.4
National cultures
458
14.5
The management of change and service delivery
461
14.6
Summary
465
14.7
Discussion questions
466
14.8
Questions for managers
466
14.9
Further reading
467
14.10
References
467
Case exercise: Security Alarm Systems Ltd
467
15
Operational complexity
470
15.1
Introduction
470
15.2
What is complexity?
471
IX
Contents
15.3
Operational consequences of complexity
15.4
Summary
15.5
Discussion questions
15.6
Questions for managers
15.7
Further reading
15.8
References
Index
475
477
478
478
478
478
480
Supporting resources
Visit www.pearsoned.co.uk/johnston to find
valuable online resources
For instructors
•
Complete downloadable Instructor's Manual
•
PowerPoint slides that can be downloaded and used as OHTs
For more information please contact your local Pearson Education
sales representative or visit www.pearsoned.co.uk/johnston |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
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| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QQ 250 |
| ctrlnum | (OCoLC)634431394 (DE-599)BVBBV022937444 |
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| edition | 2. ed., [Nachdr.] |
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| genre | (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV022937444 |
| illustrated | Illustrated |
| index_date | 2024-07-02T18:57:05Z |
| indexdate | 2024-07-09T21:08:04Z |
| institution | BVB |
| isbn | 0273683675 9780273683674 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016142168 |
| oclc_num | 634431394 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR |
| owner_facet | DE-355 DE-BY-UBR |
| physical | XIX, 496 S. Ill., graph. Darst. |
| publishDate | 2007 |
| publishDateSearch | 2007 |
| publishDateSort | 2007 |
| publisher | FT, Prentice Hall, Financial Times |
| record_format | marc |
| spelling | Johnston, Robert 1953- Verfasser (DE-588)140388575 aut Service operations management improving service delivery Robert Johnston and Graham Clark 2. ed., [Nachdr.] Harlow ; Munich [u.a.] FT, Prentice Hall, Financial Times 2007 XIX, 496 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Service industries Management Dienstleistung (DE-588)4012178-1 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Dienstleistung (DE-588)4012178-1 s Management (DE-588)4037278-9 s DE-604 Clark, Graham Verfasser aut Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016142168&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Johnston, Robert 1953- Clark, Graham Service operations management improving service delivery Service industries Management Dienstleistung (DE-588)4012178-1 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4012178-1 (DE-588)4037278-9 (DE-588)4123623-3 |
| title | Service operations management improving service delivery |
| title_auth | Service operations management improving service delivery |
| title_exact_search | Service operations management improving service delivery |
| title_exact_search_txtP | Service operations management improving service delivery |
| title_full | Service operations management improving service delivery Robert Johnston and Graham Clark |
| title_fullStr | Service operations management improving service delivery Robert Johnston and Graham Clark |
| title_full_unstemmed | Service operations management improving service delivery Robert Johnston and Graham Clark |
| title_short | Service operations management |
| title_sort | service operations management improving service delivery |
| title_sub | improving service delivery |
| topic | Service industries Management Dienstleistung (DE-588)4012178-1 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Service industries Management Dienstleistung Management Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016142168&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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