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Service Marketing > FINALS WEEK 2 > Flashcards

FINALS WEEK 2 Flashcards

1
Q

services are experiences, such as
calling a customer contact center or visiting a library.

A

From the customer’s perspective

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2
Q

services are processes that
have to be designed and managed to create the desired customer
experience.

A

From the organization’s perspective

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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

The first step in designing or analyzing any process is documenting or
describing it.

A

DESIGNING AND DOCUMENTING SERVICE
PROCESSES

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7
Q

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

A

FLOWCHARTING & BLUEPRINTING

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8
Q

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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9
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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10
Q

describes an existing process, often in a fairly simple
form.

A

FLOWCHART

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11
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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12
Q

It is the key tool in
service designing.

A

LUEPRINTING

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13
Q

map customer, employee, and service-system
interactions

A

Service blueprints

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14
Q

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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15
Q

show the key customer actions, how customers and
employees from different departments interact

A

Blueprints

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16
Q

the key customer actions, how customers and
employees from different departments interact

A

the line of
interaction

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17
Q

show the frontstage actions by those service employees, and how
these are supported by back-stage activities and systems.

A

Blueprints

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18
Q

DEVELOPING A SERVICE BLUE PRINT (8)

A

1.Front-stage activities
2. Physical evidence of front-stage activities.
3.Line of visibility
4.Back-stage activities
5.Support processes and supplies
6. Fail points
7.Identifying customer waits
8.Service standards and targets

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19
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 ACTIVITES

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20
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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21
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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22
Q

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

A

BACK-STAGE ACTIVITIES

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23
Q

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

A

SUPPORT PROESS AND SUPPLIES

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24
Q

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

A

FAIL POINTS

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25
Q

should be designed out of a process and firms should have backup plans for failures
that are not preventable.

A

FAIL POINTS

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26
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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27
Q

should be established for each activity
to reflect customer expectations.

A

SERVICE STANDARDS AND TARGETS

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28
Q

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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29
Q

DIVISION OF SERVICE PROCESS (3)

A
  1. Pre-process stage
  2. In-process stage
  3. Post-process stage
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30
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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31
Q

where the main purpose of the service encounter
is accomplished, such as enjoying the food and drinks in a restaurant.

A

IN-PROCESS STAGE

32
Q

is where the activities necessary for the
closing of the encounter happens, such as getting the check and
paying for dinner.

A

POST-PROCESS STAGE

33
Q

A good blueprint should draw attention to the points in service delivery
where things are particularly at risk of going wrong. (T OR F)

A

t

34
Q

From a customer’s perspective, the most serious fail points, marked in
our blueprint by an _______, are those that will result in the failure to
access or enjoy the core product

A

F IN A CIRCLE

35
Q

Common locations for such waits are identified on the blueprint by

A

W IN ATRIANGLE

36
Q

he coined the acronym OTSU

A

David Maiser

37
Q

OTSU MEANS?

A

OPPORTUNITY TO SCREW UP

38
Q

to stress the importance of thinking
through all the things that might go
wrong in the delivery of a particular
service.

A
39
Q

a single failure committed front stage is
relatively more serious than a high-contact service.

A

for low-contact service

40
Q

often reveals opportunities for failure
proofing to reduce/eliminate the risk of errors

A

ANALYSIS OF REASON FOR FAILURE

41
Q

ERROR (2)

A

TREATMENT ERROR & TANGIBLE ERROR

42
Q

human failures during contact with customers

A

treatment errors

43
Q

failures in physical elements of service

A

tangible errors

44
Q

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.

A

Fail-safe procedure

45
Q

One of the most useful Total Quality Management (TQM) methods in
manufacturing is the application of _______________ to
prevent errors in the manufacturing processes.

A

poka-yokes or fail-safe methods

46
Q

The term poka-yokes is derived from the _______ words

A

Japanese

47
Q

POKA means

A

inadvertent
errors

48
Q

YOKERU means

A

to prevent

49
Q

roughly means “avoid unexpected surprises” or “avoid
blunders” in Japanese.

A

Poka-yokes

50
Q

In English, sometimes referred to as
“_______” or “_______.”

A

“mistake-proof” or “foolproof.”

51
Q

a safeguard that
prevents a process from proceeding to the next step until the proper
conditions have been met.

A

poka-yoke

52
Q

ensure that service employees do things correctly, as
asked, in the right order and at the right speed.

A

Server poka-yokes

53
Q

They introduced this concept to fail-safe
service processes.

A

Richard Chase and Douglas Steward

54
Q

Revitalize the process that has become outdated

A

Redesign

55
Q

Changes in the external environment make existing practices obsolete and require
redesign of underlying processing.

A

Redesign

56
Q

Opportunity exists to achieve a quantum leap in productivity and service quality

A

Redesign

57
Q

Key Measurements

A
  1. Reduce cycle failures
  2. Reduce cycle time
  3. Enhance productivity
  4. Increase customer satisfaction
58
Q

refers to the actions and resources supplied by customers
during service production, including mental, physical, and even emotional inputs.

A

CUSTOMER PARTICIPATION

59
Q

LEVEL OF CUSTOMER PARTICIPATION (3)

A

1.Low Participation Level
2. Moderate Participation Level
3.High Participation Level

60
Q

employees and systems do all the work.

A
61
Q

Service products
tend to be standardized

A

Low Participation Level

62
Q

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

A

Low Participation Level

63
Q

customers’ inputs are required to assist the firm in
creating and delivering the service, and in providing a degree of customization.

A

Moderate Participation Level

64
Q

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.

A

Moderate Participation Level

65
Q

customers work actively with the provider to co-produce
the service.

A

High Participation Level

66
Q

Service cannot be created without the customer’s active participation e.g
marriage counseling and educational services

A

High Participation Level

67
Q

the ultimate form of
customer involvement in service
production

A

Self-service

68
Q

Customer directly uses the system and
facilities available and avail the services
thereby

A

Self-service

69
Q

are also part of
self-service to divert customers from
direct contact of the customers

A

Internet-based services

70
Q

A customer who behaves in a
thoughtless or abusive fashion,
causing problems for the firm itself,
employees, or other customers

A

JAYCUSTOMER

71
Q

Why do Jaycustomer matter?

A

-Can disrupt processes.
-Affect service quality.
-May spoil experience of other
customers.

72
Q

seeks to avoid paying for
service/ manipulates

A

The Thie

73
Q

ignores rules of
social behavior and/or procedures for safe,
efficient use of service.

A

The Rule breaker

74
Q

fails to pay bills on time

A

The Deadbeat

75
Q

angrily abuses
service personnel (and sometimes other
customers) physically and/or emotionally

A

The Belligerent

76
Q

a sub-category
of belligerents who get into arguments
with other customers mostly their own
family members, and spoil the scene
around

A

The Family Feuders

77
Q

consciously damages
physical facilities, furnishings, and
equipment

A

The Vandal

Service Marketing (4 decks)

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