DDM 2006-Services Management
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Transcript of DDM 2006-Services Management
Introduction to Services
ByDr. Nripendra Singh
Jaypee Business School, Noida
Agenda
• Introduction
• Characteristics
• Difference between Goods & Services
• Services Marketing Mix
What are Services?
Adam Smith: productive-unproductive labour…did not contribute to wealth.
Jean Baptiste: Immaterial products…simultaneous prod. & consumption.
Lovelock et. al.: performances, offering desired results (expected value) to customers in exchange for their money, time and efforts. The value comes from access to a variety of value-creating elements rather than from transfer of ownership.
Examples of Service IndustriesExamples of Service Industries• Health Care
– hospital, medical practice, dentistry, eye care• Professional Services
– accounting, legal, architectural• Financial Services
– banking, investment advising, insurance• Hospitality
– restaurant, hotel/motel, bed & breakfast, – ski resort, rafting
• Travel– airlines, travel agencies, theme park
• Others:– hair styling, pest control, plumbing, lawn
maintenance, counseling services, health club
Why Study Services?India’s services sector has matured considerably during the last few years and has been globally recognized for its high growth and development. India ranks 15th in Services output and provides 23% of total workforce.
There has been rapid growth in the services exports, up from US $ 19.1 billion to US $ 73 billion in 2006-07.
Services sector account for about 56% of India’s GDP. India’s share in worldwide service exports is expected to almost triple itself from current 2.3 % to 6 % by 2012, if the present annual growth rate of 28% has been maintained.
Tangibility Spectrum
TangibleDominant
IntangibleDominant
SaltSoft Drinks
DetergentsAutomobiles
Cosmetics
AdvertisingAgencies
AirlinesInvestment
ManagementConsulting
Teaching
Fast-foodOutlets
Fast-foodOutlets
Marketing Challenges: due to following characteristics
Intangibility
PerishabilitySimultaneous
Productionand
Consumption
Heterogeneity
Services are DifferentGoods Services Resulting ImplicationsTangible Intangible Services cannot be inventoried.
Services cannot be patented.Services cannot be readily displayed or communicated.Pricing is difficult.
Standardized Heterogeneous Service delivery and customer satisfaction depend onemployee actions.Service quality depends on many uncontrollable factors.There is no sure knowledge that the service deliveredmatches what was planned and promoted.
Productionseparate fromconsumption
Simultaneousproduction andconsumption
Customers participate in and affect the transaction.Customers affect each other.Employees affect the service outcome.Decentralization may be essential.Mass production is difficult.
Nonperishable Perishable It is difficult to synchronize supply and demand withservices.Services cannot be returned or resold.
Expanded Marketing Mix for Services
PRODUCT PLACE PROMOTION PRICE Physical good features
Channel type Promotion blend
Flexibility
Quality level Exposure Salespeople Price level
Accessories Intermediaries Advertising Terms
Packaging Outlet location Sales promotion
Differentiation
Warranties Transportation Publicity Allowances
Product lines Storage
Branding
Expanded Marketing Mix for Services (contd.)
PEOPLE PHYSICAL EVIDENCE
PROCESS
Employees
Facility design Flow of activities
Customers Equipment Number of steps
Communicating culture and values
Signage Level of customer involvement
Employee research Employee dress
Other tangibles
PRODUCTIVITY & QUALITYNo org. can offer one in isolation of another
Reducing Cost
Customer satisfaction & Loyalty
Thank You!Discussions:
• Explain what services are and identify service trends.
• Explain the need for special services marketing concepts and practices.
• Outline the basic differences between goods and services and the resulting challenges for service businesses.
• Introduce the service marketing triangle.
Consumer Evaluation Processes for Services
• Search Qualities– attributes a consumer can determine prior to purchase
of a product• Experience Qualities
– attributes a consumer can determine after purchase (or during consumption) of a product
• Credence Qualities– characteristics that may be impossible to evaluate
even after purchase and consumption
Continuum of Evaluation for Different Types of Products
Cl o
t hi n
g
Jew
elry
Furn
it ur e
Ho u
ses
Au t
omob
i les
Re s
taur
ant m
eals
Vac
atio
ns
Ha i
r cu t
s
Ch i
l d c
a re
Tele
visi
on r e
pair
Leg a
l se r
vic e
s
Roo
t ca n
a ls
Au t
o r e
p air
Med
ical
dia
gno s
i s
Difficult to evaluateEasy to evaluate
{High in search
qualitiesHigh in experience
qualitiesHigh in credence
qualities
{{Most
GoodsMost
Services
Stages in Consumer Decision Making and Evaluation of Services
Categories in Consumer Decision-Making and Evaluation of Services
Information Search
Evaluation of Alternatives
Purchase and Consumption Post-Purchase
Evaluation
Use of personal sources Perceived risk
Evoked set Emotion and mood
Service provision as drama Service roles and scripts Compatibility of customers
Attribution of dissatisfaction Innovation diffusion Brand loyalty
Categories in Consumer Decision-Making and Evaluation of Services
Information Search
Evaluation of Alternatives
Purchase and Consumption Post-Purchase
Evaluation
Use of personal sources Perceived risk
Evoked set Emotion and mood
Service provision as drama Service roles and scripts Compatibility of customers
Attribution of dissatisfaction Innovation diffusion Brand loyalty
Culture Values and attitudes Manners and customs Material culture Aesthetics Educational and social
institutions
Thank You!Discussions:
• Services: Search versus Experience versus Credence Properties?
• Services: Categories in the Decision-making Process and Framework of the Chapter
• The Role of Culture in Services
Possible Levels of Customer Expectations
Adequate Service
Desired Service
Dual Customer Expectation Levels
Adequate Service
Desired Service
Zone ofTolerance
The Zone of Tolerance
Most Important Factors Least Important Factors
Level of
Expectation
Source: Berry, Parasuraman, and Zeithaml (1993)
Adequate Service
Desired Service
Zone ofTolerance
Zone of
Tolerance
Desired Service
Adequate Service
Zones of Tolerance forDifferent Service Dimensions
First-Time Service
Outcome
Process
Outcome
Process
Recovery Service
ExpectationsLOW HIGH
Source: Parasuraman, Berry and Zeithaml (1991)
Zones of Tolerance forFirst-Time and Recovery Service
Enduring ServiceIntensifiers
Personal Needs Zone of
Tolerance
Desired Service
Adequate Service
Factors That Influence Desired Service
Self-PerceivedService Role
Situational Factors
Perceived ServiceAlternatives
Transitory ServiceIntensifiers
Zone of
Tolerance
Desired Service
Adequate Service
Factors That Influence Adequate Service
Predicted Service
Explicit ServicePromises
Implicit ServicePromises
Word-of-Mouth
Past ExperienceZone of
Tolerance
Desired Service
Adequate Service
Factors That InfluenceDesired and Predicted Service
Thank You!Discussions:• Discuss controllable and uncontrollable sources
of customer expectations.• Distinguish between customers’ global
expectations of their relationships and their expectations of the service encounter.
• Acknowledge that expectations are similar for many different types of customers.
Customer Perceptions of Service
• Provide you with definitions and understanding of customer satisfaction and service quality.
• Show that service encounters or the “moments of truth” are the building blocks of customer perceptions.
• Highlight strategies for managing customer perceptions of service.
Customer Perceptions of Service Quality and Customer Satisfaction
Factors Influencing Customer Satisfaction
• Product/service quality• Product/service attributes or features• Consumer Emotions• Attributions for product/service success or
failure• Equity or fairness evaluations
Outcomes of Customer Satisfaction
• Increased customer retention• Positive word-of-mouth communications• Increased revenues
ASCI and Annual Percentage Growthin S&P 500 Earnings
Source: C. Fornell “Customer Satisfaction and Corporate Earnings,“ commentary appearing on ACSI website, May 1, 2001,http://www.bus.umich.edu/research/nqre/Q1-01c.html.
Relationship between Customer Satisfaction and Loyalty in Competitive Industries
Source: James L. Heskett, W. Earl Sasser, Jr., and Leonard A. Schlesinger, The Service Profit Chain, (New York, NY: The Free Press, 1997), p. 83.
Service Quality
• The customer’s judgment of overall excellence of the service provided in relation to the quality that was expected.
• Service quality assessments are formed on judgments of:– Outcome quality– Process quality– Physical environment quality
The Five Dimensions of Service Quality
Ability to perform the promised service dependably and accurately. Knowledge and courtesy of employees and their ability to convey trust and confidence.Physical facilities, equipment, and appearance of personnel.
Caring, individualized attention the firm provides its customers.
Willingness to help customers and provide prompt service.
Tangibles
Reliability
Responsiveness
Assurance
Empathy
Exercise to Identify Service Attributes
In groups of five, choose a services industry and spend 10 minutes brainstorming specific requirements of customers in each of the five service quality dimensions. Be certain the requirements reflect the customer’s point of view.
Reliability:
Assurance:
Tangibles:
Empathy:
Responsiveness:
Providing service as promised Dependability in handling customers’
service problems Performing services right the first time Providing services at the promised time Maintaining error-free records
Keeping customers informed as to when services will be performed
Prompt service to customers Willingness to help customers Readiness to respond to customers’
requests
RELIABILITY
RESPONSIVENESS
Employees who instill confidence in customers
Making customers feel safe in their transactions
Employees who are consistently courteous Employees who have the knowledge to
answer customer questions
ASSURANCE
Giving customers individual attention Employees who deal with customers in a
caring fashion Having the customer’s best interest at heart Employees who understand the needs of
their customers Convenient business hours
EMPATHY
Modern equipment Visually appealing facilities Employees who have a
neat, professional appearance
Visually appealing materials associated with the service
TANGIBLES
SERVQUAL Attributes
The Service Encounter• is the “moment of truth”• occurs any time the customer interacts with the firm• can potentially be critical in determining customer
satisfaction and loyalty• types of encounters:
– remote encounters, phone encounters, face-to-face encounters
• is an opportunity to:– build trust– reinforce quality– build brand identity– increase loyalty
Check-In
Request Wake-Up Call
Checkout
Bellboy Takes to Room
Restaurant Meal
Service Encounter Cascade for a Hotel Visit
Sales Call
Ordering Supplies
Billing
Delivery and Installation
Servicing
A Service Encounter Cascade for an Industrial Purchase
Critical Service Encounters Research
• GOAL - understanding actual events and behaviors that cause customer dis/satisfaction in service encounters
• METHOD - Critical Incident Technique• DATA - stories from customers and
employees• OUTPUT - identification of themes underlying
satisfaction and dissatisfaction with service encounters
Sample Questions for Critical Incidents Technique Study
• Think of a time when, as a customer, you had a particularly satisfying (dissatisfying) interaction with an employee of .
• When did the incident happen?• What specific circumstances led up to this
situation?• Exactly what was said and done?• What resulted that made you feel the
interaction was satisfying (dissatisfying)?
Common Themes in CriticalService Encounters Research
Recovery: Adaptability:
Spontaneity:Coping:
Employee Responseto Service Delivery
System Failure
Employee Responseto Customer Needs
and Requests
Employee Responseto Problem Customers
Unprompted andUnsolicited EmployeeActions and Attitudes
Recovery
• Acknowledge problem
• Explain causes• Apologize• Compensate/
upgrade• Lay out options• Take responsibility
• Ignore customer• Blame customer• Leave customer to
fend for him/herself• Downgrade• Act as if nothing is
wrong
DO DON’T
Adaptability
• Recognize the seriousness of the need
• Acknowledge• Anticipate• Attempt to
accommodate• Explain rules/policies• Take responsibility• Exert effort to
accommodate
• Promise, then fail to follow through
• Ignore• Show unwillingness
to try• Embarrass the
customer• Laugh at the
customer• Avoid responsibility
DO DON’T
Spontaneity
• Take time• Be attentive• Anticipate needs• Listen• Provide information
(even if not asked)• Treat customers fairly• Show empathy• Acknowledge by name
• Exhibit impatience• Ignore• Yell/laugh/swear• Steal from or cheat a
customer• Discriminate• Treat impersonally
DO DON’T
Coping
• Listen• Try to
accommodate• Explain• Let go of the
customer
• Take customer’s dissatisfaction personally
• Let customer’s dissatisfaction affect others
DO DON’T
Evidence of Service from theCustomer’s Point of View
People
Process PhysicalEvidence
Contact employees Customer him/herself Other customers
Operational flow of activities Steps in process Flexibility vs. standard Technology vs. human
Tangible communication Servicescape Guarantees Technology Website
PerceivedService
Expected Service
CUSTOMER
COMPANY
CustomerGap
GAP 1
GAP 2
GAP 3
External Communications
to CustomersGAP 4Service Delivery
Customer-Driven Service Designs and Standards
Company Perceptions of Consumer Expectations
Gaps Model of Service Quality
Gaps Model of Service Quality• Customer Gap:
– difference between expectations and perceptions
• Provider Gap 1: Between customer expectations & company perceptions of customer expectations– not knowing what customers expect- Inadequate mktg research orientation- Lack of upward communication- Insufficient relationship focus- Inadequate service recovery
Gaps Model of Service Quality• Provider Gap 2:
Between cust-driven service designs and standards & Mgmt. perceptions of cust. expectations– not having the right service designs and
standards- Poor service design- Absence of customer-driven standards- Inappropriate physical evidence and
servicescape.
Gaps Model of Service Quality• Provider Gap 3:
Between cust-driven service designs and standards & service delivery – not delivering to service standards- Deficiencies in human resource policies- Customers who do not fulfill roles- Problems with service intermediaries- Failure to match supply and demand
Gaps Model of Service Quality• Provider Gap 4:
Between service delivery & external communications to customers– not matching performance to promises- Lack of integrated services marketing
communications- Ineffective management of customer expectations- Over-promising- Inadequate horizontal communications
ExpectedService
PerceivedService
GAP
The Customer Gap
Thank You!Discussions:
• Difference between customer expectations and perceptions.
• How to minimize the 4-GAP’s in Entertainment Sector like Movie Theater.
• Can Provider gap 4 be closed before closing rest three provider gaps.
Service Processes
ByDr. Nripendra Singh
Jaypee Business School, Noida
Agenda
• Nature and Importance
• Engineering Service Processes
• Controlling Service Processes
• Case Studies
INPUTSInformation
SERVICE OPERATION
SERVICE PRODUCT
Customer
Operation
StaffMaterialsCustomers
OUTCOMESValue
Emotions Judgements
Intentions
Back office processes
Front office processes
The customer also has a role in front office
processes
Simplified service processes
INPUTSMaterialsEquipmentCustomersStaffTechnologyFacilities
PROCESS
SERVICE OPERATION
EXPERIENCE
OUTCOMESValue
EmotionsJudgements
Intentions
SERVICE PRODUCT
Customer
Operation
Moving more tasks to the customer
Customer as an operational resource
Moving more tasks to the back
office
Moving more tasks to the front
office
Changing front office and back office activities
Perceived riskLow High
High
Low
Social interaction
Adventure holiday
Used-car purchase
International flight
Personal development programme
Family restaurant meal
Supermarket visit
Customer perceived risk and social interaction
Low High
High
Low
Capability
Commodity
Complexity
Simplicity
PROCESS VARIETY
VOLUME PER UNIT
Increasing process definition
Decreasing unit costs
Many processes lie close to this
capability-commodity spectrum
Volume–variety matrix
High process variety
Low volume of customer transactions
Focus on capability, flexibility and providing customer solutions
Customer transactions are lengthy and unpredictable in length and volume
Process flows are unpredictable – designed to meet individual customer
requirements
Process capability primarily based on individual's skill and knowledge
Flexible people and control systems
Customer-facing employee is designer and deliverer
Customer is often a key member of the service ‘team’ and a significant
resource
Low process variety
High volume of customer transactions
Focus on quality, consistency, availability and efficiency
Customer transactions are short, standard in content and predictable
Rigid processes, with opportunity for automation to reduce cost and variability
Process capability primarily based on careful design of processes and resources, minimising reliance on individuals
People and systems dedicated to a narrow range of tasks
Customer-facing employee is part deliverer, order taker and complaint handler
Customer is primarily order giver. May be a resource for the final delivery process
Capability processes Commodity processesBroker
operationsDirect operations
Motor insurance process profile
Low High
High
Low
Capability
Commodity
PROCESS VARIETY
VOLUME PER UNIT
Increasing process definition
Decreasing unit costs
Hernia operations
Pioneer surgery (first heart surgery)
Heart surgery today complex but routine
Learning from pioneers translated
into medical procedures to
facilitate increases in volume and consistency
Depicting different surgery processes
Low High
High
Low
Capability
Commodity
Complexity
Simplicity
PROCESS VARIETY
VOLUME PER UNIT
Increasing process definition
Decreasing unit costs
Effective area
Cost of flexibility
Cost of low volumeCan also be an incubator for innovation
Off-diagonal processes
Strangers/ repeaters
Runners/ repeaters
Customer involvement
Low High
SERVICE FACTORY
SERVICE PROJECTS
DIY SERVICE
SERVICE PARTNERSHIP
C – F – B
C – F – B
C – F – B
C – F – B
Key decision area matrix (KDAM)
Strangers/ repeaters
Runners/ repeaters
Customer involvement
Low High
SERVICE FACTORY
SERVICE PROJECTS
DIY SERVICE
SERVICE PARTNERSHIP
Reinsurance firm
Retailer
Systems supplier
C – F – B C – F – B
C – F – BC – F – B
Changing task allocation
An operation, task or activity
A movement of information, people or materials
A check, examination or inspection
A delay in the process
A queue of people or inventory of materials
Traditional operations process mapping symbols
CUSTOMER CSA COMPUTERRing loan company
Provide status information
Provide credit information
Size of loan required
Assess offer
Accept or reject offer
Answer call
Initial screening
Credit assessment
Size of borrowing
Explain costs and terms
Agree release/ payment details
Screening questions
Online credit check
Assess risk, calculate rate
Set up payment instructions
Assess call queue length
Simplified process map for a loan application
1. How easy was it to park the car?
2. How did the store look?
3. How attractive were the displays?
4. How soon were you assisted?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
No spaces Plenty of spaces
Disgraceful Very clean/tidy
Very attractiveUninviting
15 mins+ 10 –15 mins 0 – 5 mins
Walk-through audit of an electrical store
x
2σ
3σ
2σ
3σ
x
x
x
x
x
x
x
xx
x
Time
Action limit
Warning limit
Warning limit
Action limit
Statistical process control chart
Low High
High
Low
Capability
Commodity
PROCESS VARIETY
VOLUME PER UNIT
Increasing process definition
Decreasing unit costs
Drive for increase in volume and cost reduction
Drive for flexibility and customisation
Pressures to change
Low High
High
Low
Capability
Commodity
PROCESS VARIETY
VOLUME PER UNIT
Increasing process definition
Decreasing unit costs
3
4
2
1 Invest in systems and training
Constrain flexible resources
Invest in process
capability
Develop incremental
capability
Strategies for change
Low High
High
Low
Capability
Commodity
PROCESS VARIETY
VOLUME PER UNIT
Increasing process definition
Decreasing unit costs
1a2
1
43
5
Start-up to starburst
Low High
High
Low
PROCESS VARIETY
VOLUME PER UNIT
Increasing process definition
Decreasing unit costs
Market flexibility and personalised solutions
Operate efficiently and consistently
Gap
The market–operations gap
Low High
High
Low
Capability
Commodity
PROCESS VARIETY
VOLUME PER UNIT
Increasing process definition
Decreasing unit costs
1a1
2
3
?3a
Thank You!
Discussions:
• What examples can you give of capability and commodity operations? What are the operations management challenges of each type?
• Undertake a service transaction analysis of a service operation, identifying the critical points for management attention.
• Analyse the servicescape of your favourite restaurant/eating place. What aspects encourage the ‘right’ behaviours in the customers and employees? Are there any aspects of the servicescape that you would change?
Service People
ByDr. Nripendra Singh
Jaypee Business School, Noida
Agenda
• Pressures on Service Providers
• Managing Service Providers
• Motivating Service Providers
• Case Studies
Organisational pressures• Nature of the task• Service design, processes and resources• Performance objectives and targets• Reward and appraisal systems
Customer pressures• Customer expectations• Intensity of contact• Mood and anxiety• Customer competence
Pressures on service providers
Organisational pressures• Nature of the task• Service design, processes and resources• Performance objectives and targets• Reward and appraisal systems
Customer pressures• Customer expectations• Intensity of contact• Mood and anxiety• Customer competence
Issues• Motivation• Role clarity and fit• Relationships• Risk• Stress
Potential outcomes• Increased costs• Poor industrial
relationships• Low morale• Ill health• Psychological damage• Learned helplessness• Poor service
Effects of organisational and customer pressure
Organisational pressures• Nature of the task• Service design, processes and
resources• Performance objectives and targets• Reward and appraisal systems
Customer pressures• Customer expectations• Intensity of contact• Mood and anxiety• Customer competence
Potential results• Inspired and involved
employees• Responsive and
responsible employees• Process and customer
ownership• Employee commitment
and retention• Enjoyable work• Effective and efficient
delivery systems• Business improvement
Managing providers• Providing inspirational
leadership• Harnessing the power of
teams and teamwork across the organisation
• Clarifying the roles of service providers
• The appropriate use of scripts
• Defining and enabling appropriate levels of employee discretion
• Establishing effective communication to employees
• Involving employees in performance improvement
• Encouraging service employees to ‘own’ processes and customers
Protecting providers from the pressures
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
150
100
50
Adults in cell groupsNumber of cell
groups
10
20
Adults in cell groupsNumber of cell groups
200
0 0
Growth in membership
Thank You!
Discussions:
• Provide an example of a ‘scripted’ response. Describe and discuss theadvantages in using this script.
• What are the advantages and disadvantages of using teamwork in student assignments?
• Evaluate and assess your role as a customer in a supermarket, internetbased travel agency, and university/college course.
• From your observation of managers in shops and restaurants, what• behaviours assist their staff in dealing more effectively with the
pressures they experience, and what actions increase this pressure?
Resource Utilisation
ByDr. Nripendra Singh
Jaypee Business School, Noida
Agenda
• Capacity Management
• Planning & Control
• Bottlenecks and Queues
• Case Studies
Proposal input (25/hr)
Risk analysis – actuary (15/hr)
Inform customer of decision (30/hr)
Original flow
Proposal input and credit score (22/hr)
Risk analysis – actuary (15/hr)
Inform customer of decision (30/hr)
Definite yes/no (50%)
Needs analysis (50%)
Revised flow
00.00 01.00 02.00 03.00 04.00 05.00 06.00 07.00 08.00 09.00 10.00 11.00 12.00
600
500
400
300
200
100
Time on phones
Administration time
CapacityLoad(minutes)
• Proactive customer management
• Build employee flexibility
• Communicate to staff and customers
• Understand the difference between ‘Must do’s’ and ‘Nice to do’s’
• Recruit ‘resilient’ staff for high-stress situations
Managing the Coping Zone
Beyond the Coping Zone!• Short-term ‘Coping’ is usually
survivable – ‘Coping’ that seems to have no hope of ending is potentially disastrous
• ‘Coping’ provides a trade-off of short-term survival against longer-term success
• Many managers report that ‘Coping’ is now the norm – and that they spend too much time Beyond the ‘Coping Zone’
Thank You!
Discussions:
• Select four service organisations and suggest how they might measure capacity and the problems in so doing.
• What capacity strategies might be used by an insurance broker, an internet retailer, and cruise ship company? Explain why they are appropriate.
• Describe the last time you were in a queue. Apply the principles of queuing to assess the waiting experience.
• What is meant by the coping zone? What are the implications for staff and customers of a supermarket when the supermarket enters this zone?
Networks, Technology & Information
ByDr. Nripendra Singh
Jaypee Business School, Noida
Agenda
•Transforming Service
• Physical and Virtual Networks
• Integration
• Case Studies
Hub and spoke network
Ring network
Hierarchical network
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
1996 1997 1998 1999 2000
20,000
15,000
10,000
5,000
0
Pass
enge
rs c
arrie
d pe
r qua
rter
Total passengers
Southwest passengers
Passenger numbers: Baltimore Providence market
Strategic asset-seeking motives
Efficiency-seeking motives
Resources-seeking motives
Market-seeking motives
Role of operations
task in locality
and configuration
of network
Operations organisational
structure
Transfer of technology
Location of operations
facilities
Selection of partners/
subcontractors
CulturalInfluencesof differentlocalities
GLOBAL NETWORK STRATEGY
Monitor/review performance of operations
Potential opportunity benefits of extending global reach of the business
Set in strategic context
Global network strategy
Networks
Technology
Information
People
Materials
Supplier Retailer
Design Manufacture Sales Service Logistics Customer support
Production staff Sales staff
DriversWarehouse staff
SchedulesRoutes
Support diagnostics
DrawingsRaw materials
Work-in-progress
Product in store
ProductSpares
Customer and competitor information
CAD systemMachinesCAM system
Diagnostic equipment
Component manufacture in China
National store network
Regional engineering territories
National distribution centre
Strong links Missing links Missing resource
SchedulesQuality systems
Designers
Spares
Customer database
Call monitor
PDAs
Service history
Call racking
Engineers Engineers Support staff
Website
Resource activity map for a domestic appliance retailer
Thank You!
Discussions:
• Describe the network structure of two organisations of your choice and discuss the differences between the two.
• Assess the physical and virtual networks of the university/college in terms of its location, capacity, capability and flexibility.
• Select an e-service provider and assess its website and service.• Select a major service provider in your locality, such as an airport or supermarket. Explain the reasons for the location and assess its
capability.