Showing papers on "Service level objective published in 1995"

Winning the service game

Abstract: The chapter presents a summary and extension of our book, Winning the Service Game, published in 1995 by Harvard Business School Press (Schneider & Bowen , 1995). We summarize the “rules of the game” we had presented there concerning the production and delivery primarily of consumer services and note several advances in thinking since we wrote the book. We emphasize that people (customers, employees, and managers) still are a prominent key to success in service and that this should be fully recognized in the increasingly technical sophistication of service science . The foundation of this thesis is the idea that promoting service excellence and innovation requires an understanding of the co-creation of value by and for people. Further, that such co-creation is most likely to effectively occur when an appropriate psycho-social context is created for people as they produce, deliver and experience a service process. Such a context is the result of understanding the complexities of the people who are a central component of the service delivery system.

Service recovery: Impact on satisfaction and intentions

Abstract: Examines the relative importance of service recovery in determining overall satisfaction and behavioral intentions. Recommendations include suggestions for implementing a service recovery program and for encouraging dissatisfied customers to complain.

Tracking service failures and employee recovery efforts

Abstract: Demonstrates a method for examining service failures and recovery strategies in service industries and provides a typology of service failures and recoveries in the restaurant industry. Based on 373 critical incidents collected from restaurant customers, uses the critical incident technique (CIT) to identify 11 unique failure types and eight different recovery strategies. Additional data regarding the magnitude of the service failure, the service recovery rating, the lapsed time since the failure/recovery incident, and customer retention rates were also collected. Presents this information along with managerial and research implications.

Mobile communication service provider selection system

Abstract: A system and method for enabling a user of wireless communication services such as mobile cellular telephone services to easily switch among various available service providers based on real time cost and service feature information. A central processing facility serves as an intermediary between mobile communication users and service providers and broadcasts real time service provider information over an established information channel, in each region served by wireless communication carriers. Users are able to select an optimal service provider based on the received service provider information. In this way, competition among wireless carriers is enhanced.

The zone of tolerance

Abstract: Briefly reviews some of the literature on service quality and in particular the zone of tolerance – the zone of acceptable or expected outcomes in a service experience. Uses the zone of tolerance to explore the relationships between customers′ satisfaction with individual transactions, or service encounters, and their satisfaction with the overall service. Provides nine propositions which identify how customers′ perceptions of the quality of a service can be influenced and how the thresholds of the zone of tolerance can be adjusted during the process of service delivery. Also considers some of the design implications of the propositions.

The Dynamics of Service: Reflections on the Changing Nature of Customer/Provider Interactions

Abstract: 1. The Service Revolution: From Relationships to Encounters 2. Service Through Relationships: Creating Bonds of Trust 3. Service Through Encounters: Ensuring Speed, Efficiency, and Uniformity 4. Key Distinctions Between Relationships and Encounters 5. The Provider's Perspective 6. The Customer's Perspective 7. The Organization's Role: Creating the Context for Customer/Provider Interaction 8. The Pseudorelationship: Making Encounters Feel More Personal 9. Information Technology as Partner and Provider: Buying Services with the Help of Machines 10. Relationships, Encounters, and the Quality of Life 11. Implications for the Future

System and method for scheduling service providers to perform customer service requests

Abstract: A scheduling system is disclosed for scheduling tasks for fulfilling a series of service requests. When each service request is received, a determination is made as to the amount of resources a task requires to provide the requested service. Further, a preferred time within which to perform the task is obtained from the requestor of the service request. For each service request, data for the estimated amount of resources and the preferred time are supplied, on a first-come-first-serve basis, to a scheduling component for solving a combinatorial optimization model which efficiently allocates a predetermined amount of resources for each time slot in a scheduling period by rearranging tasks for service requests previously received. The scheduling component provides for a service requestor, without regard to subsequently received service requests, a service time in which to perform the task for the requested service substantially immediately after the service request is made. Whenever possible, the service time coincides with the preferred time. Each previously received service request will have its related task performed within the service time provided to the requestor of the service request. The scheduling system is particularly useful in scheduling technician time for service calls received by customer representatives in the telecommunication and utility industries.

Mediation of open advanced intelligent network interface by shared execution environment

Abstract: A method of mediation of traffic across a particular interface between the Advanced Intelligent Network operated by a local exchange carrier and an outside service provider is disclosed. The particular interface is defined between an application by a non-local exchange carrier service provider for some form of enhanced telephone service requiring use of the Advanced Intelligent Network and a shared execution environment interpreter on the other side of the interface. Mediation is conducted by the shared execution interpreter that is run on a local exchange carrier operated service control point. The shared execution interpreter enforces sufficient rules so that the local exchange carrier does not require knowledge of the details of implementation of the service provider's application. The methodology defines a unique transaction identifier that is defined and known on the local exchange carrier side of the interface. A table is created carrying the unique transaction identifiers with service process identifiers generated by various service provider applications. In this way, the shared execution environment interpreter can pass messages and instructions across the interface to the service provider's application that only reference the application's internally generated service process identifier. This isolates the service provider application from unnecessary information about the operation of the network and the operation of other service providers services. Mediation rules include testing of tables to determine whether a directory number referenced in a message request from a service provider application is a customer of the service provider, whether trunk group routing requests are valid for the service providers and whether any access to, or particular levels of access to, certain network elements are authorized for the service provider requesting same.

Measuring service quality in local government: the SERVQUAL approach

Abstract: Local government in the UK is not immune from the pressures driving successful organizations towards top quality services that delight their customers. Outlines some of the special features of local government service provision and the way in which these might affect the assessment of service quality. Highlights some of the limitations of conventional customer satisfaction surveys which lead the authors to consider the SERVQUAL approach. This method, which has been the subject of considerable academic scrutiny and extensive private sector service application, merits serious consideration by local government managers as a robust, adaptable, diagnostic instrument to measure service quality.

Service encounter satisfaction: conceptualized

Abstract: Presents a model of service encounter satisfaction offering conceptual and pragmatic advantages over the dominant disconfirmation paradigm. Expectations are compared with performance, at three separate stages, which directly combine into one overall consumer service encounter judgment. Offers service practitioners increased insight into understanding consumers′ satisfaction processes.

“Service logic”: achieving service system integration

Abstract: Offers a “service logic model” as a managerial tool for tackling cross‐functional issues embedded in service systems. Uncovers and describes the logical components inherent in the three key service management functions – marketing, operations and human resources‐and suggests that the real management challenge, above and beyond cross‐functional co‐ordination, is integration of these components as the real drivers of service experience. A step‐by‐step template is offered for using service logic to achieve the fundamental grass roots integration required in the creation of outcomes valued for customers.

The effects of filled waiting time and service provider control over the delay on evaluations of service

Abstract: This article reports on an experiment that investigated the effects of a delay, perceived control over a delay, and the extent to which time was filled during the delay on various performance evaluations in a service encounter It was determined that delays lower customers’ overall evaluations of service and of the tangible and reliability attributes of the service in particular When delayed, performance evaluations were affected by whether the service provider was perceived to have control over the delay and whether the customer’s waiting time was filled Overall performance evaluations and performance evaluations of tangibility, reliability, and responsiveness were highest when perceived service provider control was low and the waiting customer’s time was filled These evaluations were lowest when perceived service provider control was high and waiting time was not filled

Measuring service quality: a systems approach

Abstract: Initially, development of theory and processes for the evaluation of service quality lagged behind that for evaluating product quality. Even now, service quality measurement is beset by several problems. Describes some of the difficulties in evaluating service quality and presents a framework for evaluating it which uses a general systems theory approach. Suggests that, to understand consumers′ views of the quality level in the firm, service managers should consider perceptions of service inputs and the service process as well as perceptions of service outcomes. Presents the results of two studies involving six types of service in support of the framework. Discusses recommendations for the implementation of a systems outlook and its implications for services marketers.

An Importance/Performance Analysis of Service Providers' Perception of Quality Service in the Hotel Industry

Abstract: This study compared the Importance/Performance Analysis technique and the service gap technique to the measurement of quality service in the hotel industry. A 5 factor instrument was developed and administered to management and employees of 7 Toronto mid-range and luxury hotel properties in order to capture the service uroviders' ~ersuectiveo n service aualitv (N = 861). Simificant difierences between management and employee perception of service auality were found. Imulications for management usmg both techniques are discussed.

A model for strategic repositioning of service processes

Abstract: The restructuring of service channels, driven by deregulation, intensifying global competition and emerging information technology, is forcing every company to re‐evaluate the adequacy of current customer services. Introduces a normative model, called service process analysis (SPA), that properly differentiates the concept of service from the specification of the delivery channel so as to facilitate the analysis of repositioning strategies. In SPA, efficient matching of services and channels is determined on the basis of the trade‐off between production costs and transaction costs involved. Compares the SPA model with some well‐known frameworks and measurement schemes and illustrates its implications for the repositioning of service strategies in selected industries.

How to describe your service

Abstract: Service management has underestimated the importance of a process description in achieving service and organizational excellence. What service managers need is a methodology for describing service processes. Recommends the use of the structured analysis and design technique (SADT), a methodology particularly suitable for activity‐based processes. It can be used to help service providers obtain a better picture of the processes in which they participate, achieve improvements in service delivery, foster internal communication, and even design a service. Illustrates in two models the concepts of the SADT and its graphics language – the first developed in a professional service firm, and the second in an academic setting. Evaluates the SADT against eight criteria and concludes that the SADT is a versatile and useful modelling methodology that will help service management and employees reach organizational consensus on a service process.

Service expectations: the consumer versus the provider

Abstract: Boundary‐spanning personnel such as tax preparers, travel agents and hairdressers interface directly with customers. In their unique position, between the organization and customer, these service providers market the service to consumers while they simultaneously carry out operational functions. Both the customer and the provider bring certain expectations to the service encounter. These expectations then shape the perceptions of the service encounter. The research reported uses script methodology to compare the expectations between boundary‐spanning service providers and consumers of the same service. Draws its theoretical foundation from the expectations and scripts literatures. In Phase One, scripts of the service were elicited in order to test hypotheses based on the discovery and comparison of consumers′ and service providers′ subgoals for a typical service encounter (H1). A hypothesis also tested the point at which providers and consumers enter their respective scripts of a typical service encounter...

The Hospitality Service Encounter: the Role of Communication:

Abstract: Communication in the service encounter is an important determinant of a smooth and effective interaction between hotel service staff and customers. This study investigated 579 hotel service providers and 326 customers to provide empirical data on roles of service providers, topics of conversation, perceived control, forms of address, and gender differences. Factor analysis and MANOVA were performed to identify dimensionality and compare service providers and customers. The results demonstrated communication comprises two roles within the service encounter: task and process. Further, conversation within the service encounter was found to comprise role related, personal, and "small talk" topics. Significant effects were found for service providers and customers on most items with service providers consistently rating items more highly than customers. In addition, sex of subject was significant with females rating the items more highly than their male counterparts. The study assists in understanding the dyna...

Service quality: implications for management development

Abstract: Examines the relationship between perceived service quality and five dimensions of service quality (tangibles, reliability, responsiveness, assurance and empathy) identified by Parasuraman for the three types of service (pure service, mixed service and quasi‐manufacturing service) identified in Chase and Tansik’s model. The least squares regression reveals that the reliability dimension is statistically significant for all three types of services. Tangibles is the critical dimension for mixed services while empathy is important for quasi‐manufacturing services. Also provides directions for training and management development efforts for improving the critical dimensions by using focus groups.

Marrying service providers and their clients: A relationship approach to services management

Abstract: The synthesis presented in this paper highlights growing recognition of commitment as a predictor of successful long‐term relationships between service providers and their clients. This paper explores the concept of commitment, its various components such as service value, investments and alternatives, and determines its potential as a powerful relationship measurement tool. Commitment incorporates and overtakes quality and value as the primary concern of service managers. These developments are illustrated by changes taking place in the legal services market.

Analysis and validation system for provisioning a public switched telephone network

Abstract: An administration system for a public switched telephone network (PSTN) includes a service order processing system receiving a service request from a customer requesting service for a customer location, and determining whether the service request is provisionable responsive to the service request and predetermined criteria. When the service order processing system determines that the service request is provisionable, automatically provisioning customer facilities to execute the service request based upon information stored by the service order processing system. The information includes customer identification data and customer facility data, and the information is maintained by the service order processing system without substantially altering the customer facility data. The administration system also includes a verification system responsively connected to the service order processing system and verifying that the customer facilities provisioned by the service order processing system are correct.

Introducing variable‐interval appointment scheduling rules in service systems

Abstract: The general practice in implementing an appointment scheduling rule (ASR) is to enforce a certain rule, such as “block appointment”, to schedule customer arrivals in service systems. There are several commonly used ASRs that have been used in such service systems as public and private clinics and restaurant reservations, most of which tend to minimize the idle time or optimize the utilization rate of the service facility while neglecting customers′ waiting times. One commonly used ASR in real‐world service systems, which schedules several customers to arrive at the start of each service session, tends to induce long customer waiting time, but manages to keep the facility idle time fairly low. Introduces an ASR to reduce customers′ waiting time considerably while increasing the facility idle time at a manageable minimum. Evaluates environmental factors that may affect the performance of ASRs, such as the probability of no‐shows, the coefficient of variation of service times, and the number of customers per...

A novel location-based service and architecture

Abstract: This paper re-introduces the concept of service provider choice within hierarchical wireless networks of the future. The service provider does not have to be a PCS, cellular, or satellite carrier. The service provider might have agreements with multiple PCS, cellular, or satellite carriers to provide wireless services to its subscribers. The concepts of location billing and third generation networks have been studied in the past, but the concept of enabling users to switch between service providers based on their location is certainly novel. The objective is to present a generic service description of this concept and to propose a basic architecture that may foster future study. This paper is not a feasibility study, although it identifies the issues that may need to be considered to determine the viability of service provider choice based on a subscriber's location.

Trust and Commitment in Customer/Service-Provider Relationships:

Abstract: This study highlights the importance of relationships in the marketing of services. Relationships constructs such as Trust, Affective Commitment, and Continuance Commitment are operationalized in a marketing context and used as dependent variables in an empirical study of differences in how males and females approach relationships with three types of service providers (primary care physicians, automobile mechanics, and hairstylists). The data shows that females seek more trust and commitment within the service provider/customer relationship than males. Also, consumers in general place more trust in and are more committed to their doctor and their hairstylist than to their mechanic.

Total Quality Service: Principles, Practices, and Implementation

Abstract: Quality General Overview The Gurus' Definition Functional Characteristics of the Term Quality Product versus Service Overview Examples: Retail, Banking, Restaurant Process Examples of Process Variation Cost of Quality Appraisal, Prevention, and Internal and External Failure Communication and Management Quality Service Implementation Strategy Overview Change and Paradigm Shift A Generic Model for Continuous Improvement The Models of Implementation The Project Management Model Quality Management Implementation of TQS TQS and PM The Influence of PM in the Implementation Process The ISO 9000 Model The Deming Model Deming's 14 Points Deming's 7 Deadly Sins Implementation Strategy: Points and Questions Examples of Implementation Strategy Teams and Empowerment Overview Teams Team and Quality Typical Implementation Steps Intent of the Action Is Met When Education/Training Typical Implementation Steps Intent of the Action Is Met When Rewards Typical Implementation Steps Intent of the Action Is Met When Empowerment How to Empower Your Employees Conflict Resolution Overview How to Handle Difficult People How to Manage Negative People Customer Service and Satisfaction Overview Measurement Development of a Questionnaire Preliminary Steps to an Effective Survey A Typical Questionnaire Evaluation Form Making Sense of Your Data Presenting Your Results Example of Customer Service Benchmarking in Service Overview Basic Steps Advanced Steps Example of Defining the Process of Benchmarking Problem Solving and Tools Used in the Service Organizations The Six Steps of Problem-Solving Process Pointers on Problem Solving Problem-Solving Tools Graphical Presentation Statistical Process Control Control Charts Control Limits Control Charting Goals Control Charting Development Control Charting Interpretation ISO 9000 and Service Quality Overview of the Guidelines Quality Management and Quality Assurance Standard Appendices How to design, implement and manage a SUPERIOR customer service program Key components of customer service How to establish a customer service plan for your company The customer service test How to identify the current condition A generic continual improvement tool matrix Examples of cost of quality items in service Selected Bibliography Index

Service quality in further education: An insight into management perceptions of service quality and those of the actual service provider

Abstract: The growth in services has focused attention on issues of service quality both for commercial enterprises and across a range of public services and government institutions. The education sector, in particular, has and still is undergoing radical change to meet the needs of its varied constituents. This paper examines key issues in service quality as they apply in one particular education sector, further education (FE) colleges. The results suggest that service quality issues are highly relevant to the FE sector, but service quality is not clearly understood, is not well managed and some radical managerial action is required for the service to meet the requirements of its different customers.

Implementation considerations for activity‐based cost systems in service firms

Abstract: Aims to increase the knowledge about benefits and drawbacks when a service firm implements activity‐based cost systems as a managerial tool for calculating the costs of different services. States that an activity‐based costing system has its starting‐point in a customer′s total perceived service quality as the needs of the customers must be met; otherwise the service firm is unable to produce the right services at the right quality level. Claims that in service firms a common problem is that overhead costs are extensive and that it is difficult to allocate costs to the right services as many activities must be carried out to produce a service. States that in some service firms it is, however, quite easy to trace costs to the right service, e.g. a bookkeeping firm.