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FINALS > imhl03h > Flashcards

imhl03h Flashcards

1
Q

When customers fill out online customer feedback surveys, they provide information that companies can use to gain a better understanding of their customers and their unique needs.

A. Market Segmentation
B.Decision Support System (DSS)
C. Information Overload.
D.Collaborative Filters

A

Market Segmentation

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2
Q

is the systems that go beyond getting information to the right person at the right time, and actually help improve business decisions.
A. Market Segmentation
B.Decision Support System (DSS)
C. Information Overload.
D.Collaborative Filters

A

Decision Support System (DSS)

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3
Q

it is the tendency of the system to produce and transmit too much data.
A. Market Segmentation
B.Decision Support System (DSS)
C. Information Overload.
D.Collaborative Filters

A

Information Overload.

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4
Q

The environment itself becomes part of the service and therefore influences the customer’s perception of the service.

a. attractive graphics on hotel websites contribute to the service experience
b.Customer-Provided Information
c.The Environment and the Service
d.Delivering Freshness
daily count system used at Disney benefit the food and beverage department

A

attractive graphics on hotel websites contribute to the service experience

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5
Q

daily count system used at Disney benefit the food and beverage department

a.Using Data to Drive Decisions
b.The Information Flow between Levels
c.The Daily Count
d.Modeling Decisions

A

the Daily Count

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6
Q

the primary purpose of this DSS

a.Using Data to Drive Decisions
b.Modeling Decisions
c.Statistical Analysis
d.Data Mining

A

Using Data to Drive Decisions

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7
Q

to develop a mathematical model describing the situation and to discover the appropriate decision rule, such as recommended staffing based on statistical projections

a.Using Data to Drive Decisions
b.Modeling Decisions
c.Statistical Analysis
d.Data Mining

A

.Modeling Decisions

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8
Q

is a largely automated process that uses statistical analyses to search massive datasets for useful and meaningful patterns.
a.Using Data to Drive Decisions
b.Modeling Decisions
c.Statistical Analysis
d.Data Mining

A

Data Mining

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9
Q

is used to determine the optimum number of units to reorder. The customer’s inventory is monitored, future demand estimated, and orders generated automatically via EDI (Electronic Data Interchange) for next-day delivery.

a.Adding Quality and Value through Information
b.DSS
c.Customer-Provided Information
d.The Economic Ordering Quantity (EOQ)

A

The Economic Ordering Quantity (EOQ)

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10
Q

the primary purpose of a well-designed information system

a.to get data that informs to those who need to be informed.
b.gets the right information to the right person in the right format at the right time so that it adds value to that person’s decisions.
c.having caller ID to allow the service representative to address the customer by name when answering the customer’s phone call adds a special touch to the experience.
d. support organizational decision-making using a variety of approaches.

A

gets the right information to the right person in the right format at the right time so that it adds value to that person’s decisions.

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11
Q

Internet-based programs allow customers to make information about themselves available to companies

A. Market Segmentation
B.Decision Support System (DSS)
C. Information Overload.
D.Collaborative Filters

A

Collaborative Filters

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12
Q

an information system can produce bad information that looks good.

a.Maintaining Security
b.Learning the System
c.Bad Information
d.Value Versus Cost

A

Bad Information

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13
Q

It is important to develop systems and procedures to prevent the wrong information from getting to the wrong person at the wrong time.

a.Adding Quality and Value through Information
b.Informing the Guest
c.Information as Product
d.Getting Information Where It Needs to Go

A

Getting Information Where It Needs to Go

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14
Q

potential problem with Information Systems.

a.Information Overload
b.Maintaining Security
c.Learning the System
d.Value Versus Cost
e.Bad Information
f.Focusing on the Numbers
g.all of the above

A

all of the above

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15
Q

Simple orientation maps and signs

a. attractive graphics on hotel websites contribute to the service experience
b.Customer-Provided Information
c.The Environment and the Service
d.Delivering Freshness
daily count system used at Disney benefit the food and beverage department

A

attractive graphics on hotel websites contribute to the service experience

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16
Q

allow the service representative to address the customer by name when answering the customer’s phone call adds a special touch to the experience.

a.The caller ID system
b.The challenge of information systems
c.The integrated information
d.information system

A

The caller ID system

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17
Q

For example, having caller ID to allow the service representative to address the customer by name when answering the customer’s phone call adds a special touch to the experience.

a.Adding Quality and Value through Information
b.Informing the Guest
c.Information as Product
d.Getting Information Where It Needs to Go

A

Adding Quality and Value through Information

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18
Q

is used to help employees serve guests at their four full-service restaurants more effectively, such as small hand-held wireless device.
a.The caller ID system
b.The challenge of information systems
c.The integrated information
d.information system

A

The integrated information

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19
Q

planning technique, frequently used in the construction industry and the military, has many points of application in the hospitality industry as well

a.PERT/CPM
b.Simulations
c.Quality Teams
d.Forecasting Demand

A

PERT/CPM

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20
Q

defines every component part and activity, not just of the delivery system, but of the entire guest experience from the moment when the guest sees the front door or greeting sign to the time that the guest departs and moves out of sight.

a.The Universal Service Map
b.Blueprinting
c.Fishbone Analysis
d.Pareto analysis

A

Blueprinting

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21
Q

variant (and, typically, more elaborate version) of a blueprint that can be generally applied to a variety of service situations.

a.The Universal Service Map
b.Blueprinting
c.Fishbone Analysis
d.Pareto analysis

A

The Universal Service Map

22
Q

Service standards should be established early in the planning process. The criteria for service standards should be SMART.

a.Phase I: Planning the System
b.Phase II Monitoring the Service Experience
c.Phase III Assessing the Experience and Improving the System
d.Phase IV Cross-Functional Project and Matrix Organizations

A

Phase I Planning the System

23
Q

Organizations should measure the quality of service delivery against service standards whenever possible.

a.Phase I: Planning the System
b.Phase II Monitoring the Service Experience
c.Phase III Assessing the Experience and Improving the System
d.Phase IV Cross-Functional Project and Matrix Organizations

A

Phase II Monitoring the Service Experience

24
Q

This is when the organization can redesign the system and fix the problems to yield continuing improvement in the guest experience.
a.Phase I: Planning the System
b.Phase II Monitoring the Service Experience
c.Phase III Assessing the Experience and Improving the System
d.Phase IV Cross-Functional Project and Matrix Organizations

A

c. Phase III Assessing the Experience and Improving the System

25
Q

technique that may be used is a cause-and-effect analysis

a.Pareto analysis
b.Fishbone Analysis
c.Poka-Yokes analysis
d.Simulations

A

Fishbone Analysis

26
Q

calls for arranging the potential causes of the problem based on the frequency in which they occur

a.Pareto analysis
b.Fishbone Analysis
c.Poka-Yokes analysis
d.Simulations

A

Pareto analysis

27
Q

provides a way to concentrate on the problem areas to avoid or recover from faulty service outcomes
a.Pareto analysis
b.Fishbone Analysis
c.Poka-Yokes analysis
d.Simulations

A

Fishbone Analysis

28
Q

is an imitation of the real thing. It can be a computerized, role-playing exercise

a.Pareto analysis
b.Fishbone Analysis
c.Poka-Yokes analysis
d.Simulations

A

.Simulations

29
Q

cross-functional structure enables employees to…

a.enable them to focus on the guest’s needs, wants, and expectations across the boundaries of functional organizational units.
b.overlaid on the traditional functional organizational structure to work on a specific task or serve a particular customer for a limited time.
c.involves inspection of the system for possible failure points and then finding or developing simple means to prevent, or immediately detect and correct, mistakes at those points
d.preventive strategy for avoiding mistakes

A

enable them to focus on the guest’s needs, wants, and expectations across the boundaries of functional organizational units.

30
Q

basically involves inspection of the system for possible failure points and then finding or developing simple means to prevent, or immediately detect and correct, mistakes at those points

a.Pareto analysis
b.Fishbone Analysis
c.Poka-Yokes analysis
d.Simulations

A

Poka-Yokes analysis

31
Q

is a proactive or preventive strategy for avoiding mistakes

a.Pareto analysis
b.Fishbone Analysis
c.Poka-Yokes analysis
d.Simulations

A

Poka-Yokes analysis

32
Q

that forecasts demand might be an effective tool for discovering how much of a problem the waits might be and what can be done to address them before the doors open for the first customer.

a.Pareto analysis
b. statistical analysis
c.Poka-Yokes analysis
d.forecast demand

A

statistical analysis

33
Q

illustration of a multi-channel, single-phase queue would be…

a.such as bank or airport waiting line
b.airport security screening
c.McDonald’s
d.cafeteria line

A

such as bank or airport waiting line

34
Q

illustration of a single-channel, single-phase queue would be…
a.such as bank or airport waiting line
b.airport security screening
c.McDonald’s
d.cafeteria line

A

McDonald’s

35
Q

Single-channel, multi-phase queue

a.such as bank or airport waiting line
b.airport security screening
c.McDonald’s
d.cafeteria line

A

cafeteria line

36
Q

multi-channel, multi-phase queue

a.such as bank or airport waiting line
b.airport security screening
c.McDonald’s
d.cafeteria line

A

airport security screening

37
Q

the line that isn’t visible. For example, in theme parks, guests can request to enjoy an attraction or experience later in the day, so they can enjoy other experiences while they wait.

a. Virtual queue
b.Multi-channel, single-phase queue
c.single-channel, single-phase queue
d.multi-channel, multi-phase queue

A

Virtual queue

38
Q

The most complicated to manage

a. Virtual queue
b.Multi-channel, single-phase queue
c.single-channel, single-phase queue
d.multi-channel, multi-phase queue

A

a. Virtual queue
b.Multi-channel, single-phase queue
c.single-channel, single-phase queue
d.multi-channel, multi-phase queue

39
Q

Most applications of waiting-line theory in the hospitality industry are based on the idea that people do not arrive in neat patterns.

a.Queuing theory
b.Capacity theory
c.Demand theory
d.Manage theory

A

Queuing theory

40
Q

sample the arrival and service patterns of guests and use this information to simulate the distribution that best matches the reality for the particular organization’s guests.

a.Queuing theory
b.Capacity theory
c.Demand theory
d.Manage theory

A

Queuing theory

41
Q

The Numbers of Guests Arriving and the Manner in Which They Enter the Waiting Line
a. Arrival-control strategy
b.Queue Discipline
c.Time for Service
d.Arrival Patterns

A

Arrival Patterns

42
Q

Charging extra at peak times and offering discounts during the off-season would be examples of

a. Arrival-control strategy
b.Queue Discipline
c.Time for Service
d.Arrival Patterns

A

Arrival-control strategy

43
Q

the value of the experience in the eyes of customers can sometimes be enhanced, so they feel better about having taken the time to wait on the service in the first place.

a. After Service
b.Before Service
c.During Service
d.Managing Waits in an Imperfect World

A

After Service

44
Q

waiting customers can be provided with information (or even with some other service) that will enhance the value of the service that motivated them to enter the queue in the first place.

a. After Service
b.Before Service
c.During Service
d.Managing Waits in an Imperfect World

A

Before Service

45
Q

Providing customers with a service that is beyond their expectations in the first place, some more subtle actions can enhance the value of the service experience or increase the perceived cost of abandoning the wait.

a. After Service
b.Before Service
c.During Service
d.Managing Waits in an Imperfect World

A

During Service

46
Q

Simply informing guests of when the busy and slack times occur may smooth out demand. Service providers can also schedule appointments or offer inducements to customers to use capacity at nonpeak demand times.

a.Add capacity
b.Do Nothing.
c.Manage Demand.
d.Allow the Line to Form and Then Manage the Line by Diverting Customers

A

Manage Demand.

47
Q

Because this alternative is usually expensive, organizations do not usually choose it unless they believe the high demand causing the waiting lines will continue.

a.Add capacity
b.Do Nothing.
c.Manage Demand.
d. Allow the Line to Form and Then Manage the Line by Diverting Customers

A

Add capacity

48
Q

Options are first-come, first-served; last-come, first-served (not a formula for hospitality success), or some other set of service rules.

a. Arrival-control strategy
b.Queue Discipline
c.Time for Service
d.Arrival Patterns

A

.Queue Discipline

49
Q

The time boundaries of some service experiences can be carefully planned, like a flight from Boston to Atlanta, or a ride on a roller coaster car.

a. Arrival-control strategy
b.Queue Discipline
c.Time for Service
d.Arrival Patterns

A

Time for Service

50
Q

The essential feature of the calculation is to determine that point beyond which the length of the wait damages the quality of the guest experience beyond the level acceptable to the guest and the organization.

a.Capacity
b. Balancing Capacity and Demand
c.Manage Demand
d.Queuing theory

A

Balancing Capacity and Demand

FINALS (2 decks)

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