Service operations management

Front Cover
Half Title Page
Title Page
Copyright Page
Brief Contents
Contents
Preface
New features for this edition
Case examples and exercises
Authors acknowledgements
About the authors
Part I Framing service operations
	1 Introduction to service operations
		Learning objectives
		1.1 What is 'service'?
		1.2 What is service operations management?
		1.3 What are service operations managers responsible for?
		1.4 Why is service operations management important?
		1.5 Challenges for service operations management
		1.6 Summary
		Discussion questions and exercises
		Case exercise: European Airlines Group
		Further reading
		Notes
	2 The world of service
		Learning objectives
		2.1 Services are everywhere
		2.2 Services are what we do and consume
		2.3 Services are the way of the future
		2.4 Summary
		Discussion questions and exercises
		Case exercise: Servitisation at Sterksteen
		Further reading
		Notes
	3 Service strategy
		Learning objectives
		3.1 What is service strategy?
		3.2 Why is it important to have a service strategy?
		3.3 The process of service strategy formulation
		3.4 How can service provide a competitive advantage?
		3.5 How can service performance objectives be converted into operations priorities?
		3.6 How can a strategy be sustained?
		3.7 Summary
		Discussion questions and exercises
		Case exercise: Corks Nightclub - an overnight success?
		Further reading
		Notes
	4 The service concept
		Learning objectives
		4.1 What is a service concept?
		4.2 What is the structure of a service concept?
		4.3 How can managers use the service concept?
		4.4 Summary
		Discussion questions and exercises
		Case exercise: Trialing new concepts at Capes & Latimer
		Further reading
		Notes
Part II Service people
	5 Customer relationships
		Learning objectives
		5.1 Customers - who are they?
		5.2 What are the benefits of retaining good customers?
		5.3 How can managers develop good customer relationships (B2C services)?
		5.4 How can managers develop good business relationships (B2B services)?
		5.5 Summary
		Discussion questions and exercises
		Case exercise: P-Mecxx Cyber Services (P-Mecxx)
		Further reading
		Notes
	6 Service quality
		Learning objectives
		6.1 What is customer satisfaction?
		6.2 What influences expectations and perceptions?
		6.3 How can expectations and perceptions be 'managed'?
		6.4 How can service quality be operationalised?
		6.5 How can managers discover customers' expectations?
		6.6 How can a service be specified?
		6.7 Summary
		Discussion questions and exercises
		Case exercise: The Northern Breast Screening Unit
		Further reading
		Notes
	7 Designing customer experience
		Learning objectives
		7.1 What is 'customer experience'?
		7.2 Servicescapes - their effect on the customer experience
		7.3 Designing the customer journey
		7.4 Managing the total chain of processes
		7.5 What is the role of technology in shaping the customer experience?
		7.6 Summary
		Discussion questions and exercises
		Case exercise: Elena's customer experience
		Further reading
		Notes
	8 People in the service operation
		Learning objectives
		8.1 Why is service delivery a pressurised task?
		8.2 How can organisations manage service staff?
		8.3 What is an appropriate level of employee discretion?
		8.4 How can customers be 'managed'?
		8.5 Summary
		Discussion questions and exercises
		Case exercise: Superstore plc
		Further reading
		Notes
	9 Service culture
		Learning objectives
		9.1 What is organisational culture?
		9.2 What is service culture?
		9.3 Culture frameworks, typologies and taxonomies
		9.4 How do national cultures vary?
		9.5 Can culture be managed?
		9.6 Summary
		Discussion questions and exercises
		Case exercise: Modularity, AI and culture change at Dexan Consulting
		Further reading
		Notes
Part III Delivering service
	10 Service supply networks
		Learning objectives
		10.1 How can service supply networks be described?
		10.2 How can supply networks be configured?
		10.3 Managing supply networks on an ongoing basis
		10.4 Summary
		Discussion questions and exercises
		Case exercise: Holmart and Wersa - the food waste partnership
		Further reading
		Notes
	11 Designing the service process
		Learning objectives
		11.1 What is service process design?
		11.2 What are the main types of service process?
		11.3 How can managers 'engineer' service processes?
		11.4 Repositioning service processes
		11.5 Technology in service process design
		11.6 Summary
		Discussion questions and exercises
		Case exercise: The GDP Central Estimation Service
		Further reading
		Notes
	12 Managing service performance
		Learning objectives
		12.1 What is 'performance management'?
		12.2 Setting the vision, mission and strategic objectives
		12.3 What is 'performance' in service operations?
		12.4 Performance measurement
		12.5 Performance reporting
		12.6 Setting performance targets
		12.7 Achieving consistency
		12.8 Performance and control
		12.9 Summary
		Discussion questions and exercises
		Case exercise: Chilli Airways
		Further reading
		Notes
	13 Service resources and capacity
		Learning objectives
		13.1 What is resource and capacity management?
		13.2 Long-term resource and capacity management
		13.3 Medium-term resource and capacity management
		13.4 Short-term resource and capacity management
		13.5 How do services manage bottlenecks and queues?
		13.6 What happens when managers can't cope with demand?
		13.7 How can organisations improve their capacity utilisation?
		13.8 Summary
		Discussion questions and exercises
		Case exercise: Treegrove Holiday Village
		Further reading
		Notes
Part IV Improving service operations
	14 Service innovation
		Learning objectives
		14.1 What is innovation?
		14.2 What is different about service innovation?
		14.3 What is the process of service innovation?
		14.4 What resources are necessary for service innovation?
		14.5 Summary
		Discussion questions and exercises
		Case exercise: Developing the County Workhouse
		Further reading
		Notes
	15 Service improvement
		Learning objectives
		15.1 How can 'value' drive improvement?
		15.2 Should improvement aim to be better or different? Incremental or radical?
		15.3 How is improving service operations different?
		15.4 What are the main approaches to improvement?
		15.5 How can managers sustain continuous improvement?
		15.6 Summary
		Discussion questions and exercises
		Case exercise: Fermat Numérique
		Further reading
		Notes
	16 Learning from problems
		Learning objectives
		16.1 Why do problems occur?
		16.2 How can complaining customers be dealt with?
		16.3 How can managers use problems to drive improvement?
		16.4 How can managers prevent problems occurring?
		16.5 Summary
		Discussion questions and exercises
		Case exercise: 'One-Stop' Protection Service
		Further reading
		Notes
	17 Learning from other operations
		Learning objectives
		17.1 What is benchmarking?
		17.2 What are the different types of benchmarking?
		17.3 How do organisations go about benchmarking?
		17.4 How can quality awards and general benchmarking studies help?
		17.5 Summary
		Discussion questions and exercises
		Case exercise: Mumbai Private Bank
		Further reading
		Notes
Index
Publisher acknowledgements
Back Cover