Transcript Service Strategy

Service Strategy
The Service Process Matrix
Degree of Interaction and Customization
Low
Degree of
Labor
Intensity
High
Low
High
Services Factory
Airlines
Trucking
Hotels
Resort & Recreation
Mass Service
Retailing
Wholesaling
Schools
Retails Banking
Service Shop
Hospitals
Auto repair
Other repair services
Professional Service
Doctors
Lawyers
Accountants
Architects
Challenges for Service manager
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Low Interaction/Customization:
Marketing
Making service “warm”
Attentions to physical surroundings
Maintaining SOP
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Low Labor Intensity:
Capital decisions
Technological advance
Managing demand peaks/off-peaks
Scheduling service delivery
Service
Factory
Service Shop
Mass Service
Professional
Service
High Labor Intensity:
Hiring
Training & Method of development
Employee’s welfare
Scheduling workforce
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High Interaction/Customization:
Fighting cost increases
Maintain quality
Response to customer interactions
Gaining employee loyalty
Strategic Service Classification
(Relationship with Customers)
Type of Relationship between Service Organization and
Its Customers
Nature of
Service Delivery
Continuous delivery
of service
Discrete transactions
“Membership” relationship
No formal relationship
Insurance
Telephone subscription
College enrollment
Banking
American Automobile association
Radio station
Police protection
Lighthouse
Public Highway
Long-distance phone calls
Theater series subscription
Commuter ticket or transit pass
Sam’s Wholesale Club
Egghead computer software
Restaurant
Mail service
Toll highway
Movie theater
Public transportation
Strategic Service Classification
(Method of Service Delivery)
Availability of Service Outlets
Nature of Interaction
between Customer and
Service Organization
Single site
Customer goes to
service organization
Theater
Barbershop
Bus service
Fast-food chain
Service organization
comes to customer
Lawn care service
Pest control service
Taxi
Mail delivery
AAA emergency repairs
Credit card company
Local TV station
Broadcast network
Telephone company
Customer and service
organization transact at
arm’s length (mail or
electronic communications)
Multiple site
The Strategic Service Vision
Target market segment
 Dimensi yang digunakan untuk segmentasi
Service concept
 Elemen terpenting dari jasa yang ditawarkan
Operating strategy
 Bagaimana kualitas & biaya dikendalikan
Service delivery system
 Teknologi yang digunakan, tata letak, prosedur
Competitive Environment of Services
Hambatan masuk yang relatif rendah
Economies of scale yang terbatas
Biaya transportasi yang tinggi
Fluktuasi penjualan
Tanpa kekuatan berhadapan dengan pembeli
atau pemasok
Produk substitusi
Kesetiaan pelanggan yang tinggi
Exit Barriers
Competitive Services Strategies
Major Competitive Dimensions
Cost—”make It Cheap”
Product Quality & Reliability—”make It Good”
Delivery Speed—”Make It Fast”
Delivery Reliability—”Deliver It When Promised”
Coping with Changes in Demand—”Change Its Volume”
Flexibility & New product Introduction—”Change It”
Other Product-Specific Criteria—”Support It”
(technical liaison and support, meeting a launch date,
supplier after-sale support)
Competitive Services Strategies
Generic Competitive Strategies
(Michael Porter)
Overall Cost Leadership
 Requires efficient-scale facilities, tight cost, overhead control, and
innovative technology.
Differentiation
 Creating service that is perceived as being unique such as brand
image, technology, features, customer service, and dealer network.
Focus
 Servicing a particular target market very well by addressing
customer’ specific needs. Application of differentiation and/or overall
cost leadership to a particular market segment rather than the entire
segment.
Competitive Service Strategies
(Overall Cost Leadership)
Seeking Out Low-cost Customers
Standardizing a Custom Service
Reducing the Personal Element in Service
Delivery
Reducing Network Costs
Taking Service Operations Off-line
Competitive Service Strategies
(Differentiation)
Making the Intangible Tangible
Customizing the Standard Product
Reducing Perceived Risk
Giving Attention to Personnel Training
Controlling Quality
Note: Differentiation in service means being
unique in brand image, technology use,
features, or reputation for customer service.
Competitive Service Strategies
(Focus)
Buyer Group
Service Offered
Geographic Region
Customer Criteria for Selecting
a Service Provider
Availability
Convenience
Dependability
Personalization
Price
Quality
Reputation
Safety
Speed
(24 hour ATM)
(Site location)
(On-time performance)
(Know customer’s name)
(Quality surrogate)
(Perceptions important)
(Word-of-mouth)
(Doing things to people)
(Avoid excessive waiting)
Order Winning Criteria--Service
Purchase Decision
Service Qualifier: Dimensi yang harus ada pada jasa
saat memasuki pasar. Examples are cleanliness for a
fast food restaurant or safe aircraft for an airline.
Service Winner: Dimensi persaingan yang digunakan
konsumen memilih di antara provider yang ada. Example
is price or reputation, or convenience.
Service Loser: Failure to deliver at or above the
expected level for a competitive dimension. Examples
are failure to repair auto (dependability), rude treatment
(personalization) or late delivery of package (speed).
Competitive Role of Information in
Services
Strategic Focus
External
(Customer)
Internal
(Operations)
Competitive Use of Information
On-line
Off-line
(Real time)
(Analysis)
Creation of barriers to entry
Data base asset
Reservation system
Selling information
Frequent user club
Development of services
Switching costs
Micro-marketing
Revenue generation
Productivity enhancement
Yield management
Inventory status
Point of sale
Data envelopment
Expert systems
analysis (DEA)