Service Operations Management: Improving Service Delivery, 5th Edition
- Length: 633 pages
- Edition: 5
- Language: English
- Publisher: Pearson
- Publication Date: 2020-11-02
- ISBN-10: 1292064463
- ISBN-13: 9781292064468
- Sales Rank: #2847833 (See Top 100 Books)
Analyse and address organisational challenges using real world examples
Service Operations Management, 5th Edition, by Robert Johnston et al. is a market-leading text on service operations management and provides a clear understanding of how service performance can be improved in organisations. This textbook applies underlying theories to the real world challenges faced by service operations managers on a daily basis, by providing a diverse range of examples and illustrations. Each chapter provides a range of tools, frameworks and techniques designed to help you better analyse existing operations and understand ways to deal with operational challenges.
Front Cover Half Title Page Title Page Copyright Page Brief Contents Contents Preface New features for this edition Case examples and exercises Authors acknowledgements About the authors Part I Framing service operations 1 Introduction to service operations Learning objectives 1.1 What is 'service'? 1.2 What is service operations management? 1.3 What are service operations managers responsible for? 1.4 Why is service operations management important? 1.5 Challenges for service operations management 1.6 Summary Discussion questions and exercises Case exercise: European Airlines Group Further reading Notes 2 The world of service Learning objectives 2.1 Services are everywhere 2.2 Services are what we do and consume 2.3 Services are the way of the future 2.4 Summary Discussion questions and exercises Case exercise: Servitisation at Sterksteen Further reading Notes 3 Service strategy Learning objectives 3.1 What is service strategy? 3.2 Why is it important to have a service strategy? 3.3 The process of service strategy formulation 3.4 How can service provide a competitive advantage? 3.5 How can service performance objectives be converted into operations priorities? 3.6 How can a strategy be sustained? 3.7 Summary Discussion questions and exercises Case exercise: Corks Nightclub - an overnight success? Further reading Notes 4 The service concept Learning objectives 4.1 What is a service concept? 4.2 What is the structure of a service concept? 4.3 How can managers use the service concept? 4.4 Summary Discussion questions and exercises Case exercise: Trialing new concepts at Capes & Latimer Further reading Notes Part II Service people 5 Customer relationships Learning objectives 5.1 Customers - who are they? 5.2 What are the benefits of retaining good customers? 5.3 How can managers develop good customer relationships (B2C services)? 5.4 How can managers develop good business relationships (B2B services)? 5.5 Summary Discussion questions and exercises Case exercise: P-Mecxx Cyber Services (P-Mecxx) Further reading Notes 6 Service quality Learning objectives 6.1 What is customer satisfaction? 6.2 What influences expectations and perceptions? 6.3 How can expectations and perceptions be 'managed'? 6.4 How can service quality be operationalised? 6.5 How can managers discover customers' expectations? 6.6 How can a service be specified? 6.7 Summary Discussion questions and exercises Case exercise: The Northern Breast Screening Unit Further reading Notes 7 Designing customer experience Learning objectives 7.1 What is 'customer experience'? 7.2 Servicescapes - their effect on the customer experience 7.3 Designing the customer journey 7.4 Managing the total chain of processes 7.5 What is the role of technology in shaping the customer experience? 7.6 Summary Discussion questions and exercises Case exercise: Elena's customer experience Further reading Notes 8 People in the service operation Learning objectives 8.1 Why is service delivery a pressurised task? 8.2 How can organisations manage service staff? 8.3 What is an appropriate level of employee discretion? 8.4 How can customers be 'managed'? 8.5 Summary Discussion questions and exercises Case exercise: Superstore plc Further reading Notes 9 Service culture Learning objectives 9.1 What is organisational culture? 9.2 What is service culture? 9.3 Culture frameworks, typologies and taxonomies 9.4 How do national cultures vary? 9.5 Can culture be managed? 9.6 Summary Discussion questions and exercises Case exercise: Modularity, AI and culture change at Dexan Consulting Further reading Notes Part III Delivering service 10 Service supply networks Learning objectives 10.1 How can service supply networks be described? 10.2 How can supply networks be configured? 10.3 Managing supply networks on an ongoing basis 10.4 Summary Discussion questions and exercises Case exercise: Holmart and Wersa - the food waste partnership Further reading Notes 11 Designing the service process Learning objectives 11.1 What is service process design? 11.2 What are the main types of service process? 11.3 How can managers 'engineer' service processes? 11.4 Repositioning service processes 11.5 Technology in service process design 11.6 Summary Discussion questions and exercises Case exercise: The GDP Central Estimation Service Further reading Notes 12 Managing service performance Learning objectives 12.1 What is 'performance management'? 12.2 Setting the vision, mission and strategic objectives 12.3 What is 'performance' in service operations? 12.4 Performance measurement 12.5 Performance reporting 12.6 Setting performance targets 12.7 Achieving consistency 12.8 Performance and control 12.9 Summary Discussion questions and exercises Case exercise: Chilli Airways Further reading Notes 13 Service resources and capacity Learning objectives 13.1 What is resource and capacity management? 13.2 Long-term resource and capacity management 13.3 Medium-term resource and capacity management 13.4 Short-term resource and capacity management 13.5 How do services manage bottlenecks and queues? 13.6 What happens when managers can't cope with demand? 13.7 How can organisations improve their capacity utilisation? 13.8 Summary Discussion questions and exercises Case exercise: Treegrove Holiday Village Further reading Notes Part IV Improving service operations 14 Service innovation Learning objectives 14.1 What is innovation? 14.2 What is different about service innovation? 14.3 What is the process of service innovation? 14.4 What resources are necessary for service innovation? 14.5 Summary Discussion questions and exercises Case exercise: Developing the County Workhouse Further reading Notes 15 Service improvement Learning objectives 15.1 How can 'value' drive improvement? 15.2 Should improvement aim to be better or different? Incremental or radical? 15.3 How is improving service operations different? 15.4 What are the main approaches to improvement? 15.5 How can managers sustain continuous improvement? 15.6 Summary Discussion questions and exercises Case exercise: Fermat Numérique Further reading Notes 16 Learning from problems Learning objectives 16.1 Why do problems occur? 16.2 How can complaining customers be dealt with? 16.3 How can managers use problems to drive improvement? 16.4 How can managers prevent problems occurring? 16.5 Summary Discussion questions and exercises Case exercise: 'One-Stop' Protection Service Further reading Notes 17 Learning from other operations Learning objectives 17.1 What is benchmarking? 17.2 What are the different types of benchmarking? 17.3 How do organisations go about benchmarking? 17.4 How can quality awards and general benchmarking studies help? 17.5 Summary Discussion questions and exercises Case exercise: Mumbai Private Bank Further reading Notes Index Publisher acknowledgements Back Cover
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