MANAGEMENT. Improving Service Delivery. Robert Johnston Graham Clark and Michael Shulver. Fourth Edition SERVICE OPERATIONS PEARSON

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1 Fourth Edition SERVICE OPERATIONS MANAGEMENT Improving Service Delivery Robert Johnston Graham Clark and Michael Shulver PEARSON Harlow, England London New York Boston San Francisco Toronto Sydney Auckland Singapore Hong Kong Tokyo Seoul Taipei New Delhi Cape Town Sao Paulo Mexico City Madrid Amsterdam Munich Paris Milan

2 Contents Preface New features for this edition Case Examples Authors' acknowledgements Publisher's acknowledgements About the authors xiii xvi xvii xix xx xxi Part 1 Chapter 1 Introducing service operations management Introduction What are services? What is 'service'? What is service operations management? Why is service operations management important? Summary Discussion questions Questions for managers Chapter 2 Understanding the challenges for operations managers Introduction _ What are the key strategic challenges faced by service operations managers? What are the key tactical challenges faced by service operations managers? What are the challenges for different types of services? What are the challenges for different types of processes? What are the challenges in working with other management functions? How can this book help? Summary Discussion questions Questions for managers 41 Case Exercise: Sky Airways

3 vi Contents Part 2 Chapter 3 Developing and using the service concept 3.1 Introduction 3.2 What is a service concept? 3.3 How can managers use the service concept? 3.4 Summary 3.5 Discussion questions 3.6 Questions for managers Case Exercise: The Sunningtree Golf Club Part 3 Chapter 4 Understanding customers and relationships 4.1 Introduction 4.2 Customers, who are they? 4.3 What are the benefits of retaining good customers? 4.4 How can managers develop good customer relationships? 4.5 How can managers develop good business relationships? 4.6 Summary 4.7 Discussion questions 4.8 Questions for managers Case Exercise: The National Brewery Chapter 5 Managing customer expectations and perceptions 5.1 Introduction 5.2 What is customer satisfaction? 5.3 What influences expectations and perceptions? 5.4 How can expectations and perceptions be 'managed'? 5.5 How can service quality be operationalised? 5.6 How can managers capture customers' expectations? 5.7 How can a service be specified? 5.8 Summary 5.9 Discussion questions 5.10 Questions for managers Case Exercise: The Northern Breast Screening Unit

4 Contents. vii Chapter 6 Managing supply networks and supplier relationships Introduction What are supply chains and networks? What is the role of information and inventory? How can supply networks be managed? How can managers develop a global network strategy? Summary Discussion questions Questions for managers 155 Case Exercise: The Regional Forensic Science Laboratory Part 4 Chapter 7 Designing the customer experience 7.1 Introduction 7.2 What is a customer experience? 7.3 How can the servicescape be designed? 7.4 How can managers design the customer journey? 7.5 What is the role of technology in developing the customer experience? 7.6 Summary 7.7 Discussion questions 7.8 Questions for managers Case Exercise: The Southern Provincial Hospice Chapter 8 Designing the service process 8.1 Introduction 8.2 Why is service process design important? 8.3 What are the main types of service process? 8.4 How can managers 'engineer' service processes? 8.5 How can service processes be repositioned? 8.6 How can managers harness technology in service process design? 8.7 Summary 8.8 Discussion questions 8.9 Questions for managers Case Exercise: Banca San Giovanni Chapter 9 Measuring, controlling and managing 9.1 Introduction 9.2 Why do managers need to measure things?

5 ' viii Contents 9.3 What needs to be measured? 9.4 How can managers measure the customer's perspective? 9.5 How can managers measure, control and manage the operation? 9.6 Summary 9.7 Discussion questions 9.8 Questions for managers Case Exercise: The Squire Hotel Group Chapter 10 Managing people 10.1 Introduction 10.2 Why is service delivery a pressurised task? 10.3 How can organisations manage and motivate service providers? 10.4 How can customers be 'managed' and motivated? 10.5 Summary 10.6 Discussion questions 10.7 Questions for managers Case Exercise: The Empress Hotel Group Chapter 11 Managing service resources 11.1 Introduction 11.2 What is capacity management? 11.3 How can managers balance capacity and demand? 11.4 How is day-to-day planning and control carried out? 11.5 How do organisations manage bottlenecks and queues? 11.6 What happens when managers can't cope with demand? 11.7 How can organisations improve their capacity utilisation? 11.8 Summary 11.9 Discussion questions Questions for managers Case Exercise: Medi-Call Personal Alarm Systems Ltd Part5 Chapter 12 Driving continuous improvement 12.1 Introduction 12.2 How can managers use 'value' to drive continuous improvement'? 12.3 What are the main approaches to continuous improvement? 12.4 How can managers sustain continuous improvement? 12.5 Summary 12.6 Discussion questions

6 Contents Chapter 16 Understanding and influencing culture Introduction Why is understanding and influencing organisational culture important? What is organisational culture? What are the main culture types and the implications for service delivery? What is the influence of national cultures? How can managers influence cultural change? Summary Discussion questions Questions for managers 430 Case Exercise: North Midlands Fire and Rescue Service Chapter 17 Building a world-class service organisation Introduction What is excellent service? How do organisations go about becoming and remaining world-class? How can managers make the business case for service? A final word Summary Discussion questions Questions for managers 450 Case Exercise: Superstore Pic Index 455

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