Showing papers on "Service system 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.

Self-service system for selling travel-related services or products

Abstract: In a self-service system of selling travel-related services or products by means of an interactive travel service system functioning like a travel agent, to simplify the search process by the system and the decision process by the user, the user is first queried as to travel knowledge, such as whether the user is a first-time visitor or is otherwise familiar with the travel destination, and as to personal attribute such as family orientation, age and preference for airlines, lodgings, car rental companies, price range and lifestyle. In accordance with the travel knowledge and attributes inputted electronically by the user, one or more recommendations or a whole listing will be presented for selection by the user. To simplify the process, the user is asked to input the relevant dates and the inventory database is searched so that only available choices will be presented. The system is particularly advantageous for self-service method of selling travel-related services or products such as local tour attractions, local bookings, car rental bookings, local or intrastate tour packages, airline tickets, out-of-state tour packages, cruises, optional tours or cruises, and other shopping options.

Control Modes in International Service Operations: The Propensity to Franchise

Abstract: What determines a service firm's organizational choice between equity-based control and franchising? This question, which has elicited some theoretical answers and a few empirical tests in a domestic setting, has never been addressed in an international context before. This study explains the mode of control chosen in terms of a theoretical framework which borrows from agency theory and transaction cost analysis. The propensity to franchise internationally was found to be directly related to i monitoring costs associated with geographical and "cultural" distance between the principal franchisor and its foreign agents franchisees, ii the principal's international experience, and iii the degree of host countries' contextual uncertainty but inversely related to the service firm level of brand name asset specificity.

System for communicating with an electronic delivery system that integrates global financial services

Abstract: A system for communicating with a global electronic delivery system that integrates a plurality of financial services provided at different geographical locations and in different time zones, and delivery such services directly to a customer facility at any time requested by the customer. The customer connects to the system whenever desired to access each of the services, and the delivery system stores and routes messages between the customers and each of the service providers at the respective times when the customers' facilities and the service providers' facilities are operative. The communications system can comprise a stand-alone personal computer, a local area network, and/or a mainframe computer. The communicates system also includes a variety of security functions that provide different levels of access to the services for different customers.

Interactive system for a closed cable network

Abstract: A system is provided that enhances the interactivity of multimedia information in a closed cable network such as a hotel system or the like. The system includes a multimedia processing plurality of multimedia processing system (102), a telephone switching system (108), a video control system (104), a service operations platform (107), and a plurality of interactive devices (110, 125, 112, 114, 117, 119, 121, 123). This system has the advantage of providing compresing and/or transmission algorithms to maximize enhancement of the multimedia information. The system allows for enhanced interactivity within a closed cable system with minimum modification to the existing network.

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.

Analysis, planning, improvisation and control in the development of new services

Abstract: Given the increasing importance of the service sector in western economies, not enough research has been carried out in the field of new service development. Reports studies which explore the process of developing new services. Nine different new services launched in the Swedish market were studied in detail. Based on these studies, draws conclusions on the process.

Service provision in communications networks

Abstract: A communications network offers a variety of services to the customer while being able to add or modify the portfolio of services available. A service delivery infrastructure is provided, which would sit in the Service Control Point of an intelligent network architecture, and which delivers services using an array of service independent features. In the arrangement described, the service delivery infrastructure has an object oriented architecture and interacts with systems, such as billing and network management in the communications network by means of objects within the infrastructure. An aspect of the infrastructure is the provision of selected sets of services to users of the communications network, which selected sets effectively provide dedicated service networks to each customer.

“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.

Electronic delivery system and method for integrating global financial services

Abstract: A method for integrating a plurality of financial services provided at different geographical locations and in different time zones, and electronic delivering such services directly to a customer facility at any time requested by the customer. Customers connect to the system whenever desired to access each of the services, and messages are stored and routed between the customers and each of the service providers at the respective times when the customers' facilities and the service providers' facilities are operative. The system can interface with a customer's stand-alone personal computer, local area network, and/or mainframe computer. A variety of security functions provide different levels of access to the services for different customers.

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.

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.

Customers as oral participants in a service setting

Abstract: Observable oral participation (OOP) of customers, in the service delivery system in general and in a store format retail setting in particular, occurs in many forms and frequencies. Focusses on customer‐to‐customer observable oral participation (OOP2), studied in relation to the more frequently researched customer‐employee observable oral participation (OOP1). From a study of the literature, and through a controlled customer survey at a retail store, findings clearly demonstrate customer reliance on person‐to‐person encounters, even in a predominantly self‐service environment, and identify the characteristics of customers more likely to engage in OOP2. Service providers devote little attention to OOP2 (compared to OOP1) in service delivery. However, OOP2 is a form of word‐of‐mouth which can be observed and, therefore, measured and managed, and customers are arguably a neglected human resource for a service organization. With this in mind, discusses implications for service encounter and human resource man...

Service models and pricing policies for an integrated services Internet

Abstract: This paper addresses the integration of services in the Internet and the resulting impact on pricing policies. I rst address why an integrated services Internet is desirable , and give an overview of the services it is likely to ooer. I then argue that an integrated services Internet, in order to be eecient, must employ per-user, quality-of-service sensitive, and usage-based pricing policies.

Decentralized regulation of a queue

Abstract: A bidding machanism for determining priorities in a service system is analyzed. It is shown that when all customers have the same exponential service demand, this mechanism induces both the socially optimal arrival process and the service order. It is also shown that the profit-maximizing service rate in this model is smaller than or equal to the socially optimal one.

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...

Improving Service Quality in Person-to-Person Encounters: Integrating Findings from a Multi-disciplinary Review

Abstract: Although the core of most services is a person-to-person encounter, we still know very little about its underlying mechanisms as very few models or theories have been developed for these dynamic interactions between persons. An holistic approach to quality improvement is therefore suggested. Different prototypical person-to-person encounters may be studied on different levels and interfaces in service operations to eliminate inconsistencies. The aim of this contribution is to review some recent research findings for person-to-person encounters from the neighbouring management fields of services, operations and human resources in order to draw together their strategic implications for service managers. Some ontological and methodological considerations of studying person-to-person encounters from a qualitative perspective are discussed. The outline of a multi-disciplinary and learning-centred research approach is also suggested. Findings are integrated by a model of four generic and strategic processes for...

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.

Exploring a Gap Model of Information Services Quality

Abstract: Due to the growth of end-user computing, information technology IT decentralization and alternative sources of supply, the information systems IS function now serves customers that possess substantial discretion in their use and purchase of IS services. To continue to effectively deliver systems and services that IS customers perceive valuable, IS management must become expert in determining and assessing IS customers' expectations and perceptions. One important source of guidance in such a market-driven environment is to look to the service marketing and operations literature for frameworks that may permit IS to more effectively determine and convey customer value of IS services and IT. This paper outlines IS service quality improvement as a means to cope with this customer-driven IS environment. Specifically, it adapts a widely accepted conceptual "gap" model from the marketing field as a framework for IS service quality management. This model has as its premise that service quality improvement is a continual process of determining and comparing customer expectations and perceptions and, then, modifying products and services based on the results of this assessment. Applications of this model in both research and practice are discussed.

System for accessing/delivering on-line/information services via individualized environments using streamlined application sharing host and client services

Abstract: An on-line/information service system is constituted with a caller management server and a number of on-line/information servers. The caller management server is equipped with multiple ports and complementary hardware/software, including a call management application, for managing multiple concurrent calls, which includes optionally validating the calls depending on whether services are provided on a callee service provider or caller basis, assigning and connecting the calls to corresponding on-line/information service delivery environments on the on-line/information servers. The on-line/information servers are equipped with adequate hardware/software, including an on-line/information service manager application and a number of on-line/information service applications, to support multiple on-line/information service delivery environments. Each on-line/information service delivery environment is equipped with streamlined application sharing host services, thereby allowing end-user PC equipped with streamlined application sharing client services to access on-line/information services provided by the on-line/information service applications.

Developing new products and services in flight catering

Abstract: Reviews alternative approaches to new product development and new service development. Compares them in the context of the flight‐catering sector which is particularly suitable for such comparison as it is made‐up of a supply chain involving three distinctive stakeholders food manufacturers, flight caterers and airlines. Argues that airlines adopt a process for development based largely on new service development, whereas caterers and suppliers tend to adopt a new product development approach. Confirms previous studies of innovation in service operations, that most innovations are modifications to existing products or services as opposed to completely new, “original” innovations. Concludes that in other industries, the level of innovation is greater in larger companies and limited for smaller companies.

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.

Professional Service Organizations and Focus

Abstract: This paper suggests a framework for operations managers to use in making focus decisions in professional services. This framework is supported empirically from data from the health care industry using three types of data: 1 industry statistics, 2 case studies, and 3 questionnaire surveys. Our objective has been to: 1 gain a better understanding of the concept of focus as it applies to the health care sector, 2 develop a framework to assist service operations managers with focus decisions, and 3 develop a base from which to generalize about micro-focusing decisions in professional services.

From public administration to public sector management: understanding contemporary change in British public services

Abstract: Offers a general historical analysis of the development of public service provision in Britain. First discusses the slow emergence of industrialism in Britain, then discusses the development of social services in this context. Suggests that there are three significant stages in development: local public administration, 1870‐1950; central Welfare State, 1950‐1980; and decentralized provision, 1980‐1995. Goes on to argue that, in order to understand this sequence, and especially the emergence of centralized public provision, it is necessary to discuss modes of delivery of services within these institutional frameworks of provision. Examines different stages in patterns of organization for delivery of services which overlap with stages of provision. Suggests that the recent re‐emergence of decentralized provision has a certain inevitability, but that it is important that this takes an appropriate form. Identifies this form as a participative management

The British Columbia Continuing Care system: service delivery and resource planning.

Abstract: The Ministry of Health and Ministry Responsible for Seniors in British Columbia, Canada, has developed a comprehensive and integrated service delivery system for the care of the elderly and the disabled. This system has a single point of entry, and contains all of the major components of Long- Term Care and Home Care services under one administrative umbrella, the Continuing Care Division. This paper presents an overview of the Division’s service delivery system and its planning framework. The latter provides a vehicle for decision makers to pro- actively re- allocate resources from residential services to community and home- based services within Continuing Care. (Aging Clin. Exp. 7: 94–109, 1995).

Management Practices, Employees' Satisfaction and Perceptions of Quality of Service:

Abstract: Economies in the industrialized world have increasingly moved from manufacturing to service industries. This study examined correlations between measures of management practices, employees' satisfaction, and perceptions of service quality among employees of a large professional services firm. 1608 women and men provided data by questionnaire completed anonymously. Employees describing management practices more favorably and employees reporting more positive affective responses perceived the firm as providing higher quality service and products to clients.