服务管理Strategy.ppt

服务管理Strategy.ppt

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1Copyright2006byTheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinServiceStrategyServiceStrategyChp3ChapterOutlineChapterOutlineTheStrategicServiceVisionTheServiceDesignUnderstandingtheCompetitiveEnvironmentofServicesCompetitiveServiceStrategiesWinningCustomersintheMarketplaceTheCompetitiveRoleofInformationinServices3SUPPLEMENTARYMATERIALSSUPPLEMENTARYMATERIALSJamesL.Heskett,W.EarlSasser,Jr.andChristopherW.L.Hart,ServiceBreakthroughs,FreePress,NewYork,1990.JeffreyF.RayportandJohnJ.Sviokla,ExploitingtheVirtualValueChain,HarvardBusinessReview,November-December1995,pp.75-85.Case:

SouthwestAirlines（A）（HBScase575-060）:

SouthwestAirlinesbeganasasmallintrastateTexasairline,operatingcommuterlengthroutesbetweenDallas（LoveField）,Houston,andSanAntonio.InJune1971,havingovercomelegalhurdlesraisedbyentrenchedBraniffandTexasInternational,Southwestinauguratesservicewithamassivepromotionalcampaignandmanyinnovationsdesignedtoattractpassengers.OnFebruary1,1973,SouthwestmustdecidehowtorespondtoBraniffsHalfPriceSale.4Formulateastrategicservicevision.Discussthecompetitiveenvironmentofservices.Describehowaservicecompetesusingthethreegenericservicestrategies.Discusstheservicepurchasedecision.Discussthecompetitiveroleofinformationinservices.LearningObjectivesLearningObjectives5KeytermsKeytermsOverallcostleadership（成本领先）Differentiation（差别化）Focus（集中）ServiceQualifier（服务资格标准）ServiceWinner（服务优胜标准）ServiceLoser（服务失败标准）Yieldmanagement（收益管理）Expertsystems（专家系统）Dataenvelopmentanalysis（DEA，数据包络线分析）6ServicestrategytheoryServicestrategytheory-HeskettHeskett,SasserSasser,Schlesinger（1997）,Schlesinger（1997）TargetMarketSegments：

ServiceConceptOperatingStrategyServiceDeliverySystem7.StrategicServiceVisionStrategicServiceVisionTargetMarketSegmentsWhatarecommoncharacteristicsofimportantmarketsegments?

Whatdimensionscanbeusedtosegmentthemarket,demographic,psychographic?

Howimportantarevarioussegments?

Whatneedsdoeseachhave?

Howwellaretheseneedsbeingserved,inwhatmanner,bywhom?

Difficulty:

howtocopywithpotentialconsumersoutsidethetargetmarket.8.StrategicServiceVisionStrategicServiceVisionServiceConceptWhatareimportantelementsoftheservicetobeprovided,statedintermsofresultsproducedforcustomers?

Howaretheseelementssupposedtobeperceivedbythetargetmarketsegment,bythemarketingeneral,byemployees,byothers?

Howdocustomersperceivetheserviceconcept?

Whateffortsdoesthissuggestintermsofthemannerinwhichtheserviceisdesigned,delivered,marketed?

9.StrategicServiceVisionStrategicServiceVisionOperatingStrategyWhatareimportantelementsofthestrategy:

operations,financing,marketing,organization,humanresources,control?

Onwhichwillthemosteffortbeconcentrated?

Wherewillinvestmentsbemade?

Howwillqualityandcostbecontrolled:

measures,incentives,rewards?

Whatresultswillbeexpectedversuscompetitionintermsof,qualityofservice,costprofile,productivity,morale/loyaltyofservers?

10.StrategicServiceVisionStrategicServiceVisionServiceDeliverySystemWhatareimportantfeaturesoftheservicedeliverysystemincluding:

roleofpeople,technology,equipment,layout,procedures?

Whatcapacitydoesitprovide,normally,atpeaklevels?

Towhatextentdoesit,helpinsurequalitystandards,differentiatetheservicefromcompetition,providebarrierstoentrybycompetitors?

11.StrategicServiceVisionStrategicServiceVisionTheelementsneedtobeconsideredindesigningastrategicservicevisionFourstructuralelements（结构要素）:

Deliverysystem,Facilitydesign,Location,CapacityplanningFourmanagerialelements（管理要素）:

Serviceencounter,Quality,Managingcapacityanddemand,Information12.Servicedesign.ServicedesignComponentsofservicedesignProductelements（产品要素）Conditionelements（环境要素）Explicitelements（显性要素）Implicitelements（隐性要素）Thebasisprocessofservicedesignenterpriseandcustomerstudywholeserviceproductdesignservicedeliverysystemdesign13HardwaredesignSoftwaredesignFacilitylocationCapacityplanningFacilitylayoutServicequalityServiceprocessServicedisplayEnterprisegoalsCustomerstudyOperatingcharacteristicExplicitserviceelementsdesignImplicitserviceelementsdesignConditionelementsdesignGoodselementsdesignThewholeserviceproductdesignTheservicedeliverysystemdesignFigure3-1:

Theformofservicedesign14RelativelyLowOverallEntryBarriers（总体准入障碍低）EconomiesofScaleLimited（难以达到规模经济）HighTransportationCosts（运输成本高）ErraticSalesFluctuations（不稳定的销售波动）NoPowerDealingwithBuyersorSuppliers（与购买者或供应商交易时缺乏话语权）ProductSubstitutionsforService（产品替代）HighCustomerLoyalty（顾客忠诚）ExitBarriers（退出障碍）.CompetitiveEnvironmentofServices.CompetitiveEnvironmentofServices15.CompetitiveServiceStrategiesCompetitiveServiceStrategiesFigure3-2:

Marketpositionofgeneri