C8- FINALS Flashcards

1
Q

From the customer’s perspective, services are experiences, such as calling a customer contact center or visiting a library.

A

SERVICE PROCESS

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2
Q

From the organization’s perspective, services are processes that have to be designed and managed to create the desired customer experience.

A

SERVICE PROCESS

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3
Q

describe the method and sequence in which service operating systems work and specify how they link together to create the value proposition promised to customers.

A

Processes

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4
Q

are likely to annoy customers because they often result in slow, frustrating, and poor-quality service delivery.

A

Badly designed processes

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5
Q

They also make it difficult for front-line
employees to do their jobs well, resulting in low productivity, and increasing the risk of service failures.

A

Badly designed processes

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6
Q

DESIGNING AND DOCUMENTING SERVICE PROCESSES

what are the Two key tools that are used for documenting and redesigning existing service processes and designing new ones:

2 TOOLS?

A

FLOWCHARTING
BLUEPRINTING

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7
Q

is a technique for displaying the nature and sequence of the different steps involved when a customer “flows” through the service process.

A

Flowcharting

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8
Q

By _____________ the sequence of encounters that customers have with a service organization, we can gain valuable insights into the nature of an existing service.

A

flowcharting

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9
Q

___________- describes an existing process, often in a fairly simple form

A

Flowchart

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10
Q
  • is a more complex form of flowcharting and specifies in detail how a service process is constructed Including what is visible to the customer and all that
    goes on in the back-office.
A

Blueprinting

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11
Q

It is the key tool in service designing.

A

Blueprinting

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12
Q

map customer, employee, and service-system interactions. They show the full customer journey from service initiation to final delivery of the desired benefit, which can include many steps and service employees from different departments.

A

Service blueprints

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13
Q

show the key customer actions, how customers and employees from different departments interact (called the line of interaction), the frontstage actions by those service employees, and how these are supported by back-stage activities and systems.

A

Blueprints

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14
Q

These maps the overall customer experience, the
desired inputs and outputs, and the sequence in which the delivery of that
output should take place.

A

Front-stage activities.

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15
Q

This is what the customer
can see and use to assess service quality.

A

Physical evidence of front-stage activities.

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16
Q

clearly separates what customers experience and can see front-stage, and the back-stage processes customers can’t see.

A

Line of visibility

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17
Q

These must be performed to support a particular
front-stage step.

A

Back-stage activities.

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18
Q

where support processes are typically provided by the information system, and supplies are needed for both front- and back-stage steps.

A

Support processes and supplies

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19
Q

are where there is a risk of things going wrong and affecting service quality.

A

Fail points

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20
Q

_____________ should be designed out of a process (e.g., via the use of poka-yokes), and firms should have backup plans for failures that are not preventable.

A

Fail points

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21
Q

—. These can then either be designed out of the process, or if that is not always possible, firms can implement strategies to make waits less unpleasant for customers.

A

Identifying customer waits

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22
Q

should be established for each activity to reflect customer expectations. They include specific times set for the completion of each task and the acceptable wait between each customer
activity.

A

Service standards and targets

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23
Q

DIVISION OF SERVICE PROCESS

Most service processes can be divided into three main steps:

A

Pre-process stage
In-process stage
Post-process stage

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24
Q

is where the preliminaries occur, such as making a reservation, parking the car, getting seated, and being presented with the menu.

A

Pre-process stage

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25
where the main purpose of the service encounter is accomplished, such as enjoying the food and drinks in a restaurant.
In-process stage
26
is where the activities necessary for the closing of the encounter happens, such as getting the check and paying for dinner.
Post-process stage
27
A good __________ should draw attention to the points in service delivery where things are particularly at risk of going wrong.
blueprint
28
IDENTIFYING FAIL POINTS From a customer’s perspective, the most serious fail points, marked in our blueprint by an F in a _____, are those that will result in the failure to access or enjoy the core product. They involve items such as the reservation 1.(“Could the customer get through by phone?”, 2.“Was a table available at the desired time and date?,” or 3.“Was the reservation recorded accurately?”) 4.and seating (“Was a table available when promised?”).
circle
29
Since service delivery takes place over time, there is the possibility of delays between specific actions, requiring the customers to ________. Common locations for such waits are identified on the blueprint by _______
wait ON A TRIANGLE
30
IDENTIFYING FAIL POINTS Excessive _____ will annoy customers. In practice, every step in the process both front-stage and back-stage has some potential failures and delays.
waits
31
___________ WHO coined the acronym OTSU (“opportunity to screw up”)
David Maister
32
WHAT IS THE MEANING OF 'OTSU'
(“opportunity to screw up”)
33
stress the importance of thinking through all the things that might go wrong in the delivery of a particular service.
OTSU (“opportunity to screw up”)
34
It’s only by identifying all the possible ________ associated with a particular process that service managers can put together a delivery system that is designed to avoid such problems
OTSU (“opportunity to screw up”)
35
Design high standards for each step to satisfy and delight Time parameters, correct performance, prescriptions for style and demeanor.
SETTING SERVICE STANDARDS
36
First impressions affect customer’s evaluations of quality during later stages of service delivery
SETTING SERVICE STANDARDS
37
Customer perceptions of service experiences tend to be cumulative
SETTING SERVICE STANDARDS
38
For low-contact service, a single failure committed front stage is relatively more serious than a high-contact service.
SETTING SERVICE STANDARDS
39
often reveals opportunities for failure proofing to reduce/eliminate the risk of errors
Analysis of reasons for failure
40
— human failures during contact with customers
treatment errors
41
— failures in physical elements of service
tangible errors
42
— include measures to prevent omission of tasks or performance of tasks in the wrong order, incorrectly and too slowly. Also doing work that wasn’t requested in the first place.
Fail-safe procedure
43
Need for fail-safe methods for both _________and __________
employees customers
44
One of the most useful Total Quality Management (TQM) methods in manufacturing is the application of _______________________ to prevent errors in the manufacturing processes.
poka-yokes or fail-safe methods
45
The term ___________ is derived from the Japanese words poka (inadvertent errors) and yokeru (to prevent)
poka-yokes
46
The term poka-yokes is derived from the Japanese words______ (inadvertent errors) and ________(to prevent)
poka yokeru
47
__________ roughly means "avoid unexpected surprises" or "avoid blunders" in Japanese. In English, a poka-yoke is sometimes referred to as "mistake-proof" or "foolproof."
Poka-yokes
48
Essentially, a ___________ is a safeguard that prevents a process from proceeding to the next step until the proper conditions have been met.
poka-yoke
49
Server _____________ ensure that service employees do things correctly, as asked, in the right order and at the right speed.
poka-yokes
50
____________________________________ Who introduced this concept to fail-safe service processes.
Richard Chase and Douglas Steward
51
Online banking system incorporate validation checks at various stages of the transaction process e.g providing real-time feedback such as displaying the recipients name associated with the entered number allowing users to verify the accuracy before confirming the transaction.
POKA-YOKES DESIGN USED BY FIRMS
52
Some firms place mirrors at the exits of staff areas and frontline staff can then automatically check their appearance before greeting a customer
POKA-YOKES DESIGN USED BY FIRMS
53
Restaurants digital ordering systems can help reduce the likelihood or getting an order wrong
POKA-YOKES DESIGN USED BY FIRMS
54
Starbucks barristers are trained to repeat their customers’ orders to ensure that the correct coffee is served.
POKA-YOKES DESIGN USED BY FIRMS
55
*Revitalize the process that has become outdated. *Changes in the external environment make existing practices obsolete and require redesign of underlying processing. *Rusting occurs internally *Opportunity exists to achieve a quantum leap in productivity and service quality.
REDESIGN
56
KEY MEASUREMENT OF REDESIGN (4)
1. Reduce cycle failures 2. Reduce cycle time 3. Enhance productivity 4. Increase customer satisfaction
57
*Examining the service blueprint with key stakeholders — customers, frontline employees, support staff and IT teams are invited to review the blueprint and to brainstorm for ideas on how to improve the process. * Elimination of non-value adding steps. * Reducing bottlenecks and balancing process capacity. * Shifting to self-service.
PROCESS REDESIGN: APPROACHES
58
refers to the actions and resources supplied by customers during service production, including mental, physical, and even emotional inputs.
Customer participation
59
Levels of Customer Participation (3)
1.Low Participation Level 2. Moderate Participation Level 3.High Participation Level
60
employees and systems do all the work. Service products tend to be standardized. In situations where customers come to the service factory, all that is needed is the customers’ physical presence e.g visiting a movie theater or taking a bus
Low Participation Level
61
customers’ inputs are required to assist the firm in creating and delivering the service, and in providing a degree of customization. These inputs may include the provision of information, personal effort, or even physical possessions e.g when getting their hair washed and cut, customers must let the stylist know what they want and cooperate during the different steps in the process.
Moderate Participation Level
62
_________________ customers work actively with the provider to co-produce the service.
High Participation Level
63
Service cannot be created without the customer’s active participation e.g marriage counseling and educational services
High Participation Level
64
____________ is the ultimate form of customer involvement in service production
Self-service OR SELF SERVICE TECHNOLOGIES (SSTS)
65
Customer directly uses the system and facilities available and avail the services thereby
SELF SERVICE TECHNOLOGIES (SSTS)
66
Internet-based services are also part of self-service to divert customers from direct contact of the customers
SELF SERVICE TECHNOLOGIES (SSTS)
67
“A customer who behaves in a thoughtless or abusive fashion, causing problems for the firm itself, employees, or other customers”.
“Jaycustomer”
68
________________________ Can disrupt processes. Affect service quality. May spoil experience of other customers.
JAYCUSTOMER
69
seeks to avoid paying for service/ manipulates
The Thief
70
– ignores rules of social behavior and/or procedures for safe, efficient use of service.
The Rule breaker
71
– fails to pay bills on time
The Deadbeat
72
Finding out various ways how people can steal – then prosecuting them. But in severe check should not overlook the genuine ones WHAT TYPE OF JAY CUSTOMERS?
The Thief
73
ACTIONS: Depends upon which type of rule has been broken If legally supported one then can be punished. If health and safety related then needs to be educated. If social, then needs to be guided and warned. WHAT TYPE OF JAY CUSTOMERS?
The Rule breaker
74
ACTIONS; Ask for Pre-payments Present the bill immediately to the customer If sending the bill then send it sooner when the service is still fresh in the minds of customers WHAT TYPE OF JAY CUSTOMERS?
The Deadbeat
75
– angrily abuses service personnel (and sometimes other customers) physically and/or emotionally
The Belligerent
76
– a sub-category of belligerents who get into arguments with other customers mostly their own family members, and spoil the scene around
The Family Feuders
77
– consciously damages physical facilities, furnishings, and equipment
The Vandal
78
ACTIONS: Move away such customers from public Bring a third party in between Break for reflection (telephone conversation) WHAT ARE THE TYPES OF JAY CUSTOMERS?
The Belligerent
79
Employee intervention may either spoil the situation or even solve so should give a trial-error-based effort Detailed analysis of the situation needs to be taken & managers need to take a quick respond If no other option then warn your customer. WHAT ARE THE TYPE OF JAY CUSTOMERS?
The Family Feuders
80
ACTIONS: Improved Security Security deposits Sign an agreement Warnings about fragile objects WHAT ARE THE TYPES OF JAY CUSTOMERS?
The Vandal