不確実なキャパシティと需要 Flashcards

1
Q

COVID-19のパンデミックとロックダウンはサービス業に前例のないキャパシティと需要の不確実性をもたらした。()

A

The COVID-19 pandemic and lockdown brought unprecedented capacity and demand uncertainty to the services industry (Xie et al., 2022).

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2
Q

企業がこの不確実な時代にキャパシティと需要を調節するための戦略がいくつかある。

A

There are several strategies that companies can use to adjust capacity and demand in these uncertain times.

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3
Q

まず、柔軟な労働力を活用する(Xie et al.,2022)。企業はパートタイムや契約社員の雇用を増やすことで、柔軟に労働力を調節することができる。

A

First, make use of a flexible workforce (Xie et al.,2022). Companies can flexibly adjust their workforce by hiring more part-time and contract workers.

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4
Q

また、従業員のクロストレーニングを行うことで、異なる業務に対応できる柔軟性を持たせることが重要である。(?)

A

It is also important to cross-train employees to give them the flexibility to handle different tasks. (Xie et al,.2022)

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5
Q

O2は列管理システムやでデジタルグループの予約システムを導入し、店舗での顧客の流れを管理しました。

A

O2 managed the flow of customers in the shops by using a queue management system and a digital group booking system in the shops.

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6
Q

これにより顧客が安全にサーブス利用できる環境を整え、需要の波に柔軟に対応しました。

A

This created a safe environment for customers to use the serves and allowed them to respond flexibly to waves of demand.

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7
Q

また、需要予測はキャパシティと需要のバランスを保つために不可欠です (Vogus and Sutcliffe, 2012)。

A

Demand forecasting is also essential to maintain a balance between capacity and demand (Vogus and Sutcliffe, 2012).

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8
Q

企業は、顧客データを、分析し需要の傾向を予測し、それに基づいてキャパシティを調整することが求められる (Vogus and Sutcliffe, 2012)。

A

Companies are required to analyze customer data, predict demand trends and adjust capacity accordingly (Vogus and Sutcliffe, 2012).

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9
Q

例えば、O2は顧客データを利用して異なる顧客層のニーズを特定し、それに応じたサービスを提供した。セルフサービスの導入も有効な手段です。

A

For example, O2 used customer data to identify the needs of different customer segments and provided services accordingly. Introducing self-service is another effective way of doing this.

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10
Q

これにより、企業は一時的な需要の急増時にも顧客対応の負荷を軽減することができる。

A

This allows companies to reduce the burden of customer service during temporary spikes of demand.

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11
Q

O2はデジタルグループの予約を通じて、顧客が自宅からサービスを利用できるようにした。

A

O2 enabled customers to access services from home through digital group bookings.

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12
Q

マーケティング・アジリティとは、企業が市場の変化に迅速に対応し、顧客ニーズに柔軟に答える能力を指します (Kalaignanam et al., 2020)。

A

Marketing agility refers to a company’s ability to respond quickly to market changes and respond flexibly to customer needs (Kalaignanam et al., 2020).

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13
Q

この概念は、特にCOVID-19のような不確実な時代において企業のキャパシティと需要の調整に貢献する (Kalaignanam et al., 2020)。

A

This concept contributes to the adjustment of firm capacity and demand, especially in uncertain times such as COVID-19 (Kalaignanam et al., 2020).

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14
Q

マーケティング・アジリティを持つ企業は、市場の変化に迅速に対応できます (Kalaignanam et al., 2020)。

A

Companies with marketing agility can respond quickly to market changes (Kalaignanam et al., 2020).

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15
Q

例えば、O2はロックダウンの直後に店舗を閉鎖したが、すぐに再開計画を立て、デジタルツールを活用して顧客にサービスを提供した。こうした迅速な対応は、顧客の期待に応え、ブランドへの信頼を維持するのに役立つ。

A

For example, O2 closed its shops immediately after the lockdown, however, it quickly developed a reopening plan and utilised digital tools to serve its customers. Such quick responses help to meet customer expectations and maintain trust in the brand.

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16
Q

また、マーケティング・アジリティは企業内のクロスファンクショナルチームの形成を促進します (Kalaignanam et al., 2020)。

A

Marketing agility also facilitates the formation of cross-functional teams within companies (Kalaignanam et al., 2020).

17
Q

O2では、マーケティング、営業、財務、等様々な会社の部署が協力して顧客対応を行いました。

A

At O2, various company departments such as marketing, sales, finance, etc. worked together in dealing with customers.

18
Q

これらのことから、マーケティング・アジリティの概念は、市場変化への迅速な対応やクロスファンクショナルチームの形成、顧客志向の強化を通じて、企業の柔軟性と適応力を高めるのに貢献します (Xie et al,.2022)。

A

Accordingly, the concept of marketing agility contributes to increasing the flexibility and adaptability of enterprises through quicker responses to market changes, the formation of cross-functional teams and enhanced customer orientation (Xie et al,.2022).