Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Managing Services Promises
The foundations of success for any service organization are the strategies that are designed to transform inherently intangible services into tangible experiences for customers. From airlines fulfilling the flights they offer to the hotels accurately keeping records of reservations, the fulfillment of any service experience is directly tied to the ability of firms of services companies to make and keep commitments. The strength of a service brand is tied directly to its ability to make and keep commitments to its customers (Johnston, 2004. Empirical research shows that when customer expectations are consistently exceeded a brand becomes the standard by which consumers judge and evaluate other brands in their same industry (Apte, Apte & Venugopal, 2007).
In evaluating the performance of Time-Warner Cable and cable companies who in general deliberately over-schedule service calls assuming a predictable cancellation rate bet against themselves and risk high levels of customer dissatisfaction (Apte, Apte & Venugopal, 2007). it's a ragged edge of customer service to seek to optimize service calls, betting a percentage of them will be cancelled, only to have days where none are and customers are left waiting. Clearly the impact of continually over-committing and hoping there is a cancellation is highly efficient yet harmful to a company's reputation. No wonder cable companies who practice this approach to optimizing service calls run the risk of disgruntled, dissatisfied customers. What cable companies need to do is take the opposite approach and assume that existing service calls, in aggregate, can take over 20% longer than expected, thereby making sure there is enough time to exceed the expectations of customers. Only by a consistently defined strategy of exceeding expectations can any service company overcome a mediocre or deficient reputation for responsiveness (Johnston, 2004). The bottom line is that the concept of efficiency has to be redefined as taking whatever time is necessary to delight customers first, and then move onto to the next appointment. Merely overcomitting and rushing through service promises, as is the current approach of cable companies, leads to a major problem with their reputations.
References
Aruna Apte, Uday M. Apte, Nandagopal Venugopal. (2007). Focusing on Customer Time in Field Service: A Normative Approach. Production and Operations Management, 16(2), 189-202. Retrieved April 3, 2008, from ABI/INFORM Global database. (Document ID: 1291828291).
Johnston, R (2004). Towards a better understanding of service excellence. Managing Service Quality, 14(2/3), 129-133. Retrieved April 2, 2008, from ABI/INFORM Global database. (Document ID: 660617891).
Integrating Total Quality Environmental Management Systems - a Critical Study of TQEM Relevance of TQM to Environmental Management Scope of Dissertation Moving from Reactive to Proactive Management Understanding TQM in Relation to TQEM History of TQM Operation of TQM Quality and Environmental Management Standards Environmental Management Systems Weaknesses of EMS Standards Total Quality Environmental Management Comparing ISO 9000 and ISO 14000 Integrating the ISO 14000 Environmental Management System Demographics Impact of certification on economic and ecological performances Research Design and Nature Integrating a Sustainable EMS with
In fact, the developed world is moving very rapidly towards a greater service economy -- how can this engender a perception that these organizations are intangible and produce nothing? In fact, their model, "service," becomes even more necessary because certain process technologies remain aloof from adapting to stakeholder inputs. However, like the goal to find a unified field theory of physics to explain the universe, the unified services theory
(NHS Institute for Innovation and Improvement, 2008) The Angiotensin-converting enzyme inhibitors are stated to be "recommended as first-line treatment in all people with left ventricular systolic dysfunction (LVSD) "with or without symptoms of heart failure." (NHS Institute for Innovation and Improvement, 2008) Additionally it is stated that strong evidence exists that ACE inhibitors "...increase life expectancy in people with LVSD and reduce the risk of hospitalization -- the effect is
2. Putting together alternative plans and thinking about the following before choosing the appropriate one: difficulty, goals, flexibility, side effects, and reward proportions. 3. Plainly relaying set down goals, aims, and predictable results. The majority considerably, relay any alterations completely and on a stable foundation (Robert, 2009). The manager will have to entrust responsibilities to their subordinates, effectual designation of tasks includes defined goals, acceptance, appropriate feedback, and curative events. Allocation means
channel management practices that have been developed via thorough research and analysis of the world's leading companies? Channel management is a process that entails managing the relationship between a vendor and the third parties used by them to get goods and products into client's hands, while making sure that the post-sales services and support are still of high quality. A channel can be either a one- or two-tier relationship. In
Cloud computing is a trend in technology providing cost control and real agility business benefits. Nevertheless, services based on cloud computing are currently floating outside privacy and security standards, which is likely to be decades old thus failing to address concerns such as shared tenancy and virtualization (Gibson, 2011). Similarly, cloud computing comes with more challenges; providers of cloud services are likely to outsource third party experts and if such