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quiz 1 Flashcards

1
Q

are economic activities offered by one party to another, most commonly employing time-based performances to bring
about desired results in recipients themselves or in objects or other assets for which purchasers have responsibility

A

Services

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2
Q

is a value-coproduction configuration of people,
technology, other internal and external service systems, and
shared information (such as language, processes, metrics, prices, policies, and laws).

A

service system

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3
Q

Both infrastructure and distribution services function as intermediaries and as the channel of distribution to
the final consumer

A

complex economy

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4
Q

Specialized firms can supply business services to manufacturing firms more cheaply and efficiently than manufacturing firms can supply these services for themselves

A

industrialized economy

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5
Q

Infrastracture services like transportation and communication

A

foundation of economy

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6
Q

In much of Africa and parts of Asia, more than__ percent of the labor force is engaged in extractive
activities

A

70

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7
Q

hierarchy of economic activity:
Agriculture, mining, fishing, forestry

A

primary (extractive)

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8
Q

hierarchy of economic activity:
manufacturing, processing

A

secondary (goods-producing)

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9
Q

hierarchy of economic activity:
restaurants, hotels, laundry, maintenance

A

tertiary (domestic services)

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10
Q

hierarchy of economic activity:
transpo, communications, retailing, finance, government

A

quaternary (trade and commerce)

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11
Q

hierarchy of economic activity:
health, education, research, arts, recreation

A

quinary (extending human potential)

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12
Q

Working with muscle power and tradition, the labor force is engaged in agriculture, mining, and fishing. Productivity is low and bears little evidence of technology

A

PREINDUSTRIAL SOCIETY

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13
Q

The predominant activity in an _____ is the production of goods.

Energy and machines multiply the output per labor-hour and structure the nature of
work.Division of labor is the operational “law” that creates routine tasks and the notion of the semiskilled worker

A

Industrial Society

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14
Q

Concerned with the quality of life, as measured by services such as health, education, and recreation.
The central figure is the professional person because rather than energy or physical strength, information is the key
resource.

A

POSTINDUSTRIAL SOCIETY

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15
Q

During the past 30 years, more than ____ new jobs have been created in the service sector to absorb the influx of women into the workforce and to provide an alternative to the lack of job opportunities in manufacturing.

A

44 million

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16
Q

experiences create added value by engaging and connecting with the customer in a
personal and memorable way.

Displays four types of consumer experiences characterized by the level of customer participation and level of
interaction with the environment.

A

Consumer Service Experience: Business-to-customer (B2C)

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17
Q

is illustrated by the Forum Shops in Las Vegas that are decorated with Roman columns and where salespeople wear togas

A

Theme the experience

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18
Q

with positive cues is found at the O’Hare Airport Parking Garage where each
floor is painted with a distinctive color and unique music is played to help returning travelers find their parked automobiles (e.g., hard rock on the first floor and classical on the second).

A

harmonize impressions

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19
Q

is illustrated creatively by the use of talking trash containers (i.e., the container says “thank you” when an item is discarded) at a Cinemark Theater in Austin, Texas

A

Eliminate negative cues

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20
Q

is providing group pictures of vacationers at Club Med.

A

mix in memorabilia

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21
Q

is found at the Rainforest Café in Las Vegas (e.g., jungle sounds and mist in the air).

A

Engage all five senses

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22
Q

value is derived from the
coproduction or collaborative nature of the relationship such as we see in a
consultancy engagement.

A

business-to-business (B2B) services

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23
Q

3 dimension:

The customer is a coproducer of the value extracted from the
relationship.
The customer is an input to the service process.

A

Co-creation of value

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24
Q

3 dimension:

The relationship with the customer is paramount because it is a source of
innovation and differentiation.
Long-term relationships facilitate the ability to tailor the service offerings to customers’ needs.

A

Relationships

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25
Q

Provide service capacity to meet fluctuations in demands while retaining quality of service.

Quality of service is measured primarily from the perspective of the customer.

A

Service capability

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26
Q

true or false

THE CORE EXPERIENCE OF B2B SERVICE IS ONE OF CREATING, ENABLING, PROBLEM SOLVING, AND INNOVATIVE USE OF INFORMATION THAT IS NOT CONSUMED IN THE EXCHANGE, BUT IS ENHANCED AND REMAINS AVAILABLE FOR FURTHER USE BY OTHERS

A

true

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27
Q

is a service - centered alternative to the
traditional goods - centered paradigm for describing economic exchange and value creation.

A

service - dominant logic

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28
Q

The application of scientific, management, and engineering disciplines to tasks that one organization beneficially performs for and with another organization or individual.

A

ssme

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29
Q

true or false

The objective is to make productivity, quality, performance, compliance, growth, and learning improvements more predictable in work-sharing and risk-sharing (co-production) relationships.

A

true

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30
Q

The ____ is the transfer and sharing of resources within and among service systems.

A

heart of services science

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31
Q

The ____ of service systems is to connect people, technology, and information through value propositions with the aim of co-creating value for the service systems participating in the exchange of resources within and across systems.

A

normative function

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32
Q

The presence of the customer as a participant in the service process requires an attention to facility design that is not found in traditional manufacturing operations.
An important consideration in providing a service is the realization that the customer can play an active part in the process

A

CUSTOMER PARTICIPATION

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33
Q

The fact that services are created and consumed simultaneously and, thus, cannot be stored is a critical feature in the management of services.

This inability to inventory services precludes using the traditional manufacturing strategy of relying on inventory as a buffer to absorb fluctuations in demand.

A

SIMULTANEITY

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34
Q

A service is a perishable commodity.
Consider an empty airline seat, an unoccupied hospital or hotel room, or an hour without a patient on the day of a dentist. In each case, a lost opportunity has occurred.

A

PERISHABILITY

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35
Q

Services are ideas and concepts; products are things. It follows that service innovations are not patentable.
To secure the benefits of a novel service concept, the firm must expand extremely rapidly and preempt any competitors.

A

INTANGIBILITY

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36
Q

The combination of the intangible nature of services and the customer as a participant in the service delivery system results in a variation of service from customer to customer.

The interaction between customer and employee in services, however, creates the possibility of a more satisfying human work experience. In services, work activity generally is oriented toward people rather than toward things

Dramatic reduction in the level of labor intensiveness through
the introduction of self-service technology.

A

HETEROGENEITY

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37
Q

The ___ is defined as a bundle of goods and services with information
that is provided in some environment.

A

service package

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38
Q

The physical resources that must be in place before a service can be offered.

A

supporting facility

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39
Q

The material purchased or consumed by the
buyer, or the items provided by the customer.

Examples are golf clubs, skis, food items, replacement auto parts, legal
documents, and medical supplies.

A

Facilitating goods

40
Q

Data that is available from the customer or
provider to enable efficient and customized service.

Examples include electronic patient medical records, airline showing seats available on a flight

A

Information

41
Q

The benefits that are readily observable by
the senses and that consist of the essential or intrinsic features of the service. Examples are the absence of pain when a tooth
is repaired, a smooth-running automobile after a tuneup, and the response time of a fire department.

A

Explicit services.

42
Q

Psychological benefits that the customer may sense only vaguely, or the extrinsic features of the service.
Examples are the status of a degree from an Ivy League school, the privacy of a loan office, and worry-free auto repair

A

Implicit services.

43
Q

t or f

Little interaction between customer and service provider is needed when the service is standardized rather than customized

A

t

44
Q

provide a standardized service with high capital investment, much like a line-flow manufacturing plant.

A

Service factories

45
Q

permit more service customization, but they do so in a high capital environment.

A

Service shops

46
Q

will receive an undifferentiated service in a labor intensive environment

A

mass service

47
Q

will be given individual attention by highly trained specialists.

A

professional service

48
Q

also allows one to view
the customer as a coproducer.

Permitting the customer to participate actively in the service process (e.g., pro viding a salad bar at a restaurant) can
increase productivity, which in turn can create a competitive edge.

A

open-system concept of
services

49
Q

Service innovations are not patentable, and in most cases, services are not capital-intensive. Thus, innovations can easily be copied by competitors

A

Relatively low overall entry barriers.

50
Q

The necessity of physical travel for many services limits the market area and results in small-scale outlets.

A

Minimal opportunities for economies of scale.

51
Q

Service demand varies as a function of the time of day and the day of the week (and sometimes seasonally), with random arrivals.

A

Erratic sales fluctuations.

52
Q

The small size of many service firms places them at a disadvantage in bargaining with powerful buyers or suppliers

A

No advantage of size in dealing with buyers or suppliers.

53
Q

Product innovations can be a substitute for services (e.g., DIY covid rapid test). Thus, service firms must not only watch other service competitors but also anticipate potential product innovations that might make their services obsolete

A

Product substitution.

54
Q

Established firms can use personalized service to create a loyal customer base, which becomes a barrier to entry by new services.

A

customer loyalty

55
Q

Marginal service firms may continue to operate despite low, or even nonexistent, profits. For example, a privately held firm may have employment of family members rather than maximizing profit as its goal

A

exit barriers

56
Q

strategy requires efficient-scale
facilities, tight cost and overhead control, and often innovative technology as well. Having a low-cost position provides a
defense against competition, because less efficient competitors will suffer first from competitive pressures

A

overall cost leadership strategy

57
Q

lies in creating a service that is perceived as being unique. Approaches to differentiation can take many forms: brand image (e.g., McDonald’s golden arches)

A

differentiation strategy

58
Q

is built around the idea of servicing a particular target market very well by addressing customers’ specific needs. The
market segment could be a particular buyer group (e.g., USAA and the military community), service (e.g., Shouldice Hospital and patients with inguinal hernias), Motel 6 (budget travelers),

A

focus strategy

59
Q

How accessible is the service? The use of ATMs by banks has created 24- hour availability of some banking services

A

Availability

60
Q

The location of the service defines
convenience for customers who must travel to that service. Gasoline stations, fast-food restaurants, and dry cleaners are examples of services that must select locations on busy streets

A

Convenience

61
Q

How reliable is the service? For example, once the exterminator is gone, how soon do the bugs return? A major complaint
regarding automobile repair services is the failure to fix the problem on the first visit.

A

Dependability

62
Q

Are you treated as an individual? For example, hotels have discovered that repeat customers respond to being greeted by their name. The degree of customization allowed in providing the service, no matter how slight, can be viewed as more personalized
service.

A

Personalization

63
Q

Competing on price is not as effective in services as it is with products, because it often is difficult to compare the costs of services objectively.

A

price

64
Q

Service quality is a function of the relationship between a customer’s prior expectations of the service and his or her
perception of the service experience both during and after the fact.

A

QUALITY

65
Q

The uncertainty that is associated with the selection of a service provider often is
resolved by talking with others about their experiences before a decision is made.

A

Reputation

66
Q

Well-being and security are important considerations because in many services, such as air travel and medicine, the customers are putting their lives in the hands of the service provider.

A

Safety

67
Q

How long must I wait for service? For
emergency services such as fire and police protection, response time is the major criterion of performance. In other services, wait ing sometimes might be considered a trade-off for receiving more personalized services, or in reduced rates

A

speed

68
Q

Failure to deliver at or above the expected level for a competitive dimension can
result in a dissatisfied customer who is lost forever

A

service losers

69
Q

are dimensions such as price, convenience, or reputation that are used by a customer to make a choice among competitors. Depending on the needs of the customer at the time of the purchase, the service winner may vary.

A

Service Winners

70
Q

Before a service firm can be taken seriously as a competitor in the market, it must attain a certain level for each service-competitive dimension, as defined by the other market players.

A

Qualifiers

71
Q

is the internet working of physical devices, vehicles, buildings, and many other items that are embedded with electronics,
software, sensors, actuators, and network
connectivity. These embedded capabilities enable objects to collect and exchange data via the Internet, which allows them to be remotely sensed and controlled.

A

Internet of Things

72
Q

refers to the discovery, interpretation, and processing of meaningful patterns in data for improved decision making. This process involves simultaneous application of statistics, computer programming, and operations research to quantify an organization’s performance

A

Data analytics

73
Q

The process of creating value is called

A

value chain

74
Q

physical world of people and things called
a

A

marketplace

75
Q

virtual world of information called a

A

marketspace

76
Q

traditionally has been treated as information supporting physical value-adding elements, but not as a source of value itself.

A

virtual value chain

77
Q

involves seeing the physical operations more effectively with information.
USAA became a “paperless operation,
” as it moved from a manual paperbased filing system to one based on a central computerized database with access via desktop terminals.

A

First Stage (New Processes)

78
Q

virtual alternatives substitute for physical activities. At USAA, information systems were installed to automate the core business of insurance sales and underwriting.

A

Second Stage (New Knowledge)

79
Q

member information is analyzed to discover new product needs and meth ods to deliver value. As the database accumulated, USAA prepared member risk profiles and customized policies

A

Third Stage (New Products)

80
Q

opportunities for customer collaboration in the co-creation of value are explored. Retired and active duty members of USAA need financial planning. In response, USAA created web-based investment planning
tools and frequent online interactive seminars dealing with current financial
issues

A

Fourth Stage (New Relationships)

81
Q

can deliver data directly to handsets, which
are, in essence, always connected

A

gprs system

82
Q

The product development model that is driven by technology and engineering
could be called a ______

A

push theory of innovation

83
Q

A new service concept often originates with an observant contact
employee who identifies an unmet customer need.

A

pull theory of innovation

84
Q

new service, new ideas are screened, and winning concepts are developed and tested for feasibility.

A

development stage

85
Q

to determine their potential as
part of a profitable business venture.

A

analysis stage

86
Q

considerable time and money are expended in ___ to create a new service product and process that can be field tested with
appropriate personnel training and a
marketing campaign in a given city or region

A

design stage

87
Q

A proven new service is given a “full launch”
that could be available nationwide or
worldwide.

A

full launch stage

88
Q

delivery, facility, location, capacity

A

structural

89
Q

information, quality, service encounter, managing capacity and demand

A

managerial

90
Q

the number and intricacy of the steps represent

measured by the number of steps in the service blueprint

A

degree of complexity

91
Q

The amount of discretion or freedom that the server has to customize the service that is allowed at each service process step

A

degree of divergence

92
Q

is designed for high volume with a narrowly defined and focused service. The tasks are routine and require a workforce with relatively low levels of technical skills.

A

standardized service

93
Q

manufacturing-in-the-field approach to
service

A

production line approach

94
Q

Degree of customer contact - Customer contact refers to the physical presence of the customer in the system

A

customer contact approach

95
Q

No service today could survive without use of IT, andsuccessful managers see that IT offers much more than simply a convenient way to maintain records. Indeed, one of its most important functions is to empower both employees and customers

A

information empowerment

96
Q

involving the customer in the service process can support a competitive strategy of cost leadership with some customization if it is focused on customers who are interested in serving themselves

A

customer as coproducer

97
Q
A

SOM (2 decks)

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