Service Operations Management

Name: Service Operations Management
Price: 4490 ISK
Availability: InStock
Author: Robert Johnston; Michael Shulver; Nigel Slack; Alan Betts
ISBN: 9781292471075

Höfundar: Robert Johnston; Michael Shulver; Nigel Slack; Alan Betts (Útgáfa: 6)

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Address real-world organisational challenges by applying the principles of Service Operations Management Service Operations Management, 6th edition is a leading text in the field and provides an understanding of how service performance can be improved in organisations. It applies underlying theories to the real-world issues faced daily by service operations managers, by providing a diverse range of examples and illustrations from a wide range of international businesses, plus frameworks and techniques to help you better analyse existing operations and understand ways to deal with operational challenges.

This book can be used to support a dedicated Service Operations Management course, or a service-focused course in Operations Management. The book is also ideal if you want to build on knowledge of the basic principles of operations management, and it serves as a handbook for operations managers in service organisations. Key features: Real-life examples from organisations around the world ensure all types of service are covered, from Metro Bank to MÃ©decins Sans FrontiÃ¨res, from Apple to Aldi, from Costa coffee machines to Cubitts eyewear, and more End-of-chapter case studies cover essential concepts and offer application opportunities that will strengthen your understanding A focus on how concepts work out in practice, such as in the expanded Service Concept and Customer Relationships chapters, both of which now incorporate new 'running' case studies Major updates for this edition include thoroughly revised and updated chapters on Service Strategy and People in the Service Operation, new material on the impacts of innovative technologies on services, and a greater consideration of the environmental and sustainability impact of operations "The leading Service Operations book, which we have used for 9 years.

Excellent range of theory, very accessible to all student levels and extremely applicable within the global business world. " Andrew Parker, Associate Professor and former Senior Industrial Operations Practitioner, University of Birmingham "A highly readable text with invaluable insights into modern service operations. It covers cutting-edge technologies, emphasises sustainability, and illustrates key concepts though real-world examples.

An essential resource for students and managers" Dr Marina Papalexi, Senior Lecturer in Operations and Project Management, Manchester Metropolitan University "Everyone should understand what services are. We exist in them, for them and we are them. This book brings this to life through case study, theory and application". Professor Liz Breen, Professor of Health Service Operations, School of Pharmacy & Medical Sciences, University of Bradford Author Biographies Robert Johnston was Professor of Operations Management at Warwick Business School.

Robert also served on the editorial boards of ten leading journals and was an Honorary Fellow of the European Operations Management Association and a Vice President of the Institute of Customer Service. Michael Shulver has lectured on Service Operations Management at Bath School of Management, Warwick Business School and Birmingham Business School. At Birmingham Michael designed and set up the world's first accredited wholly online MBA Programme.

Nigel Slack is Emeritus Professor of Operations Management and Strategy at Warwick Business School, an Honorary Professor at Bath University and 'Honorary Fellow of the European Operations Management Association'. Nigel is a consultant, researcher and teacher with experience in financial services, oil and gas, utilities, retail, professional services, general services, aerospace, FMCG and engineering manufacturing.

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Útgefandi: Pearson International Content

ISBN: 9781292471075

Print ISBN: 9781292739090

Format: ePub

Útgáfa: 6

Höfundar: Robert Johnston; Michael Shulver; Nigel Slack; Alan Betts

Tungumál: English

Útgefið: 2025-09-23

Prent takmörkun á líftíma: 100

Prent takmörkun: 2

Afritunar takmörkun: 2

Kaflar

Cover
Prelims
Title
Mission statement
Title page
Copyright
Preface
New features for this edition
Authors’ acknowledgements
About the authors
Part I: Framing service operations
Part I: Framing service operations
Chapter 1: Introduction to service operations
Chapter 1: Introduction to service operations
Introduction
Introduction
1.1 What is ‘service’?
1.1 What is ‘service’?
Intangibility
Heterogeneity
Inseparability
Perishability
1.2 What is service operations management?
1.2 What is service operations management?
How is service operations management different from general operations management?
Service – the operations perspective
Service – the customer perspective
Where the operations and customer perspectives meet
1.3 What are service operations managers responsible for?
1.3 What are service operations managers responsible for?
1.4 Why is service operations management important?
1.4 Why is service operations management important?
Good service operations management is better for customers
Good service operations management is better for staff
Good service operations management is better for the organisation
Good service operations management is better for society and the environment
1.5 Challenges for service operations management
1.5 Challenges for service operations management
Balancing the operations and customer perspectives
Managing multiple customer groups
Managing tactically and strategically
1.6 Summary
1.6 Summary
Case exercise
Further reading
Chapter 2: The world of service
Chapter 2: The world of service
Introduction
Introduction
2.1 Services are everywhere
2.1 Services are everywhere
Types of service – B2B, B2C and so on
All services have customers
Different services within a sector
Software as a service (SaaS)
Is the distinction between different types of service reducing?
2.2 Services are what we do and consume
2.2 Services are what we do and consume
Shifting roles in the workforce – the Clark sector model
Why this shift to services?
2.3 Services are the way of the future
2.3 Services are the way of the future
The experience economy
Servitisation
Service-dominant logic
2.4 Summary
2.4 Summary
Case exercise
Further reading
Chapter 3: Service strategy
Chapter 3: Service strategy
Introduction
Introduction
3.1 What is service strategy?
3.1 What is service strategy?
Defining service strategy
3.2 Why is it important to have a service strategy?
3.2 Why is it important to have a service strategy?
Service strategy in non-profit organisations
The context, content and process of service strategy
3.3 What is the context of service strategy?
3.3 What is the context of service strategy?
The external context
The internal context
3.4 What is the content of service strategy?
3.4 What is the content of service strategy?
Top-down decisions
Outside-in decisions
Inside-out decisions
Bottom-up decisions
3.5 What is the process of service strategy?
3.5 What is the process of service strategy?
The six elements of service strategy
An iterative and continuous process
3.6 How can service provide a competitive advantage?
3.6 How can service provide a competitive advantage?
Moving to ‘world-class’ service – Chase and Hayes’ four-stage model
3.7 How can service performance objectives be converted into operations priorities?
3.7 How can service performance objectives be converted into operations priorities?
The importance–performance matrix
3.8 Summary
3.8 Summary
Case exercise
Further reading
Chapter 4: The service concept
Chapter 4: The service concept
Introduction
Introduction
4.1 The role of the service concept
4.1 The role of the service concept
The service concept ‘bridges the gaps’
4.2 What is the structure of a service concept?
4.2 What is the structure of a service concept?
The organisation responsible for the service
The organising idea
The summary of the service concept
The service(s) provided
The service(s) received
What the service concept is not
4.3 How can managers use the service concept?
4.3 How can managers use the service concept?
Using a service concept to define and communicate the nature of the business
Using a service concept to create organisational alignment
Using a service concept to design the service
Using a service concept to assess the implications of design changes
Using the service concept to stimulate innovation
4.4 Summary
4.4 Summary
Case exercise
Further reading
Part II: Service people
Part II: Service people
Chapter 5: Customer relationships
Chapter 5: Customer relationships
Introduction
Introduction
5.1 Customers – who are they?
5.1 Customers – who are they?
Classifying customers
Categorisation based on the nature of customers’ purchasing behaviour
Categorisation based on the characteristics of customer groups
Categorisation based on the customers’ position in the supply network
5.2 What are the benefits of retaining good customers?
5.2 What are the benefits of retaining good customers?
Measuring customer retention
Customer lifetime value (CLV)
5.3 How can managers develop good customer relationships (B2C services)?
5.3 How can managers develop good customer relationships (B2C services)?
Relationship marketing
Types of customer relationships
Portfolio, personal and temporary customer relationships
Risk and relationships
Customer relationship management (CRM)
Customer training
Customer removal
5.4 How can managers develop good business relationships (B2B services)?
5.4 How can managers develop good business relationships (B2B services)?
Forms of business relationships
Transactional and strategic relationships
Measuring business relationships
Key account management (KAM)
Building interpersonal relationships in business
5.5 Summary
5.5 Summary
Case exercise
Further reading
Chapter 6: Service quality
Chapter 6: Service quality
Introduction
Introduction
6.1 What is customer satisfaction?
6.1 What is customer satisfaction?
The perceptions–expectations gap
Disadvantages of the expectation–perception conceptualisation of customer-perceived service quality
Confidence
6.2 What influences expectations and perceptions?
6.2 What influences expectations and perceptions?
Perceptions
Expectations and the ‘zone of tolerance’
6.3 How can expectations and perceptions be ‘managed’?
6.3 How can expectations and perceptions be ‘managed’?
Managing expectations
Managing perceptions, and the zone of tolerance
6.4 How can service quality be operationalised?
6.4 How can service quality be operationalised?
Service quality factors
Hygiene and enhancing factors
6.5 How can managers discover customers’ expectations?
6.5 How can managers discover customers’ expectations?
Methods to capture customer expectations
6.6 How can a service be specified?
6.6 How can a service be specified?
Where does a specification come from?
What does a specification look like?
How do we ensure conformance to the specification?
6.7 Summary
6.7 Summary
Case exercise
Further reading
Chapter 7: Designing customer experience
Chapter 7: Designing customer experience
Introduction
Introduction
7.1 What is ‘customer experience’?
7.1 What is ‘customer experience’?
The experience statement
Emotions
7.2 Servicescapes – their effect on the customer experience
7.2 Servicescapes – their effect on the customer experience
Influencing customer behaviour
Influencing employees
7.3 Designing the customer journey
7.3 Designing the customer journey
Front-office processes
Back-office processes
7.4 Managing the total chain of processes
7.4 Managing the total chain of processes
Designing the customer experience
Recording customer experience
Crowd behaviour
7.5 What is the role of technology in shaping the customer experience?
7.5 What is the role of technology in shaping the customer experience?
Customer reaction to technology
7.6 Summary
7.6 Summary
Case exercise
Further reading
Chapter 8: People in the service operation
Chapter 8: People in the service operation
Introduction
Introduction
8.1 Why is service delivery a pressurised task?
8.1 Why is service delivery a pressurised task?
Organisational pressures
Customer pressures
Resultant issues for service providers
8.2 How can organisations manage service staff?
8.2 How can organisations manage service staff?
Leadership
Teams and teamwork
Clarifying the roles of service staff
Using scripts
Communication and involvement
Employee resilience
8.3 Discretion
8.3 Discretion
Discretion and high-volume/low-variety service operations
Discretion and high-variety/low-volume service operations
Managing change
The service–profit chain
8.4 How can customers be ‘managed’?
8.4 How can customers be ‘managed’?
Customer roles
The benefits of customer involvement
8.5 Summary
8.5 Summary
Case exercise
Further reading
Chapter 9: Service culture
Chapter 9: Service culture
Introduction
Introduction
9.1 What is organisational culture?
9.1 What is organisational culture?
What is ‘climate’ and how does it relate to ‘culture’?
9.2 What is service culture?
9.2 What is service culture?
9.3 Service culture in action
9.3 Service culture in action
Leadership and service culture
Supportive and committed staff – enablers of service culture
Hard-wiring service culture into systems and processes
A total approach
Why is service culture important?
9.4 Culture frameworks, typologies and taxonomies
9.4 Culture frameworks, typologies and taxonomies
The Deal and Kennedy model
The Competing Values Framework
9.5 How do national cultures vary?
9.5 How do national cultures vary?
9.6 Can culture be managed?
9.6 Can culture be managed?
Challenges of culture management and change
A stage model for changing culture
9.7 Summary
9.7 Summary
Case exercise
Further reading
Part III: Delivering service
Part III: Delivering service
Chapter 10: Service supply networks
Chapter 10: Service supply networks
Introduction
Introduction
10.1 How can service supply networks be described?
10.1 How can service supply networks be described?
Dyads and triads
Tangible and intangible supply
Internal and external supply
How is ‘service’ supply different?
Supply networks – the customer’s perspective
10.2 How can supply networks be configured?
10.2 How can supply networks be configured?
Outsourcing or in-house supply?
Choosing suppliers
Disintermediation
Network complexity
10.3 Managing supply networks on an ongoing basis
10.3 Managing supply networks on an ongoing basis
Supply relationships
The bullwhip effect
Measuring performance – service-level agreements
The purchasing or procurement function
10.4 Summary
10.4 Summary
Case exercise
Further reading
Chapter 11: Designing the service process
Chapter 11: Designing the service process
Introduction
Introduction
11.1 What is service process design?
11.1 What is service process design?
Resources and processes
Why is service process design important?
11.2 What are the main types of service process?
11.2 What are the main types of service process?
Service volume
Service variety
Combining volume and variety
The degree of customer involvement
High volume, high involvement – crowd management
11.3 How can managers ‘engineer’ service processes?
11.3 How can managers ‘engineer’ service processes?
Process mapping
Process demand and operating characteristics
Process bottlenecks
Servicescapes as part of process design
11.4 Repositioning service processes
11.4 Repositioning service processes
Moving from capability towards commodity
Moving from commodity towards capability
11.5 Technology in service process design
11.5 Technology in service process design
What do new technologies do?
The potential benefits of service technologies
11.6 Summary
11.6 Summary
Case exercise
Further reading
Chapter 12: Managing service performance
Chapter 12: Managing service performance
Introduction
Introduction
12.1 What is ‘performance management’?
12.1 What is ‘performance management’?
Performance management comprises several elements
Why is performance management important?
12.2 Setting the vision, mission and strategic objectives
12.2 Setting the vision, mission and strategic objectives
Vision and mission statements
Strategic objectives in performance management
12.3 What is ‘performance’ in service operations?
12.3 What is ‘performance’ in service operations?
How is ‘performance’ in service operations different?
12.4 Performance measurement
12.4 Performance measurement
Which are the most important performance measures?
Performance measurement in service operations
‘Balanced’ performance measurement – the Balanced Scorecard approach
Performance measurement from the customers’ perspective
Measuring customer satisfaction
12.5 Performance reporting
12.5 Performance reporting
12.6 Setting performance targets
12.6 Setting performance targets
Employee involvement in target setting
Linking targets to rewards
12.7 Achieving consistency
12.7 Achieving consistency
12.8 Performance and control
12.8 Performance and control
Performance and capable processes
12.9 Summary
12.9 Summary
Case exercise
Further reading
Chapter 13: Service resources and capacity
Chapter 13: Service resources and capacity
Introduction
Introduction
13.1 What is resource and capacity management?
13.1 What is resource and capacity management?
Defining and measuring service capacity
Resourcing and capacity in the short, medium and long term (and integrating these decisions)
13.2 Long-term resource and capacity management
13.2 Long-term resource and capacity management
The overall scale of the total operation
The number and size of each site
The activities allocated to each site
The location of each site
13.3 Medium-term resource and capacity management
13.3 Medium-term resource and capacity management
Level capacity approach
Chase capacity approach
Demand management approach
Putting the approaches together
13.4 Short-term resource and capacity management
13.4 Short-term resource and capacity management
Scheduling
Loading
Sequencing
13.5 How do services manage bottlenecks and queues?
13.5 How do services manage bottlenecks and queues?
Bottleneck management
Queue management
13.6 What happens when managers can’t cope with demand?
13.6 What happens when managers can’t cope with demand?
How to manage the coping zone
Coping – the key questions
13.7 How can organisations improve their capacity utilisation?
13.7 How can organisations improve their capacity utilisation?
Yield management
Building flexibility
Reducing capacity leakage
13.8 Summary
13.8 Summary
Case exercise
Further reading
Part IV: Improving service operations
Part IV: Improving service operations
Chapter 14: Service innovation
Chapter 14: Service innovation
Introduction
Introduction
14.1 What is innovation?
14.1 What is innovation?
Categorising change: the Henderson–Clark model of innovation
The degree of change
Change pathways – ‘service characteristics’ innovation and ‘process characteristics’ innovation
14.2 What is different about service innovation?
14.2 What is different about service innovation?
Why is service innovation important?
Who benefits from innovation?
Service innovation carries risks
14.3 What is the process of service innovation?
14.3 What is the process of service innovation?
‘Stages’ in the service innovation process
The role of the service concept
14.4 What resources are necessary for service innovation?
14.4 What resources are necessary for service innovation?
Service innovation capacity
Service innovation networks
The organisation of service innovation
Open innovation
Involving customers in innovation
14.5 Summary
14.5 Summary
Case exercise
Further reading
Chapter 15: Service improvement
Chapter 15: Service improvement
Introduction
Introduction
15.1 How can ‘value’ drive improvement?
15.1 How can ‘value’ drive improvement?
Cost-based value and features-based value
Find out what customers value
15.2 Should improvement aim to be better or different? Incremental or radical?
15.2 Should improvement aim to be better or different? Incremental or radical?
Better or different defines your improvement trajectory
Cautious and continuous, or radical and innovative?
Can improvement be both continuous and radical?
15.3 How is improving service operations different?
15.3 How is improving service operations different?
Implications for service operations improvement
Variability
15.4 What are the main approaches to improvement?
15.4 What are the main approaches to improvement?
Total quality management (TQM)
Six Sigma
Business process re-engineering
Lean thinking
Lean Six Sigma and other approaches
15.5 How can managers sustain continuous improvement?
15.5 How can managers sustain continuous improvement?
What promotes improvement sustainability?
Again, are services different?
Stability and improvement
Operations improvement depends on the relationship between resources and processes
15.6 Summary
15.6 Summary
Case exercise
Further reading
Chapter 16: Learning from problems
Chapter 16: Learning from problems
Introduction
Introduction
16.1 Why do problems occur?
16.1 Why do problems occur?
Categorising service problems
16.2 Responding to complaining customers
16.2 Responding to complaining customers
Word of mouth and word of mouse
Why do customers complain?
Dealing with complaining customers
Dealing with customers who don’t complain
16.3 How can managers use problems to drive improvement?
16.3 How can managers use problems to drive improvement?
Service recovery
The tests of service recovery
16.4 How can managers prevent problems from occurring?
16.4 How can managers prevent problems from occurring?
Failsafing
Service guarantees
The six tests of service guarantees
Disadvantages of guarantees
Designing a service guarantee
16.5 Summary
16.5 Summary
Case exercise
Further reading
Chapter 17: Learning from other operations
Chapter 17: Learning from other operations
Introduction
Introduction
17.1 What is benchmarking?
17.1 What is benchmarking?
How can inter-service comparisons improve performance?
17.2 The different approaches to inter-organisation comparison
17.2 The different approaches to inter-organisation comparison
Who sets the standard – and do we compare our practice or performance, or both?
What is the basis of comparison?
Comparison levels and focus
17.3 The comparison process
17.3 The comparison process
Step 1: Plan
Step 2: Assess
Step 3: Analyse
Step 4: Adapt
Step 5: Review
17.4 Quality awards and general comparison studies
17.4 Quality awards and general comparison studies
General comparison studies
17.5 Summary
17.5 Summary
Case exercise
Further reading
Footnotes
Glossary