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service management

Below are Essay & Assignments tackled by us on service management

Showing 1 to 5 of 5 results.

  • Critical examination on the view that ‘Service Management is so distinctive that it requires a special approach, set of concepts and body of knowledge
  • It is ancient that consumers would be satisfied with only a tangible offering i.e. product. Today the want a plethora of service too with it. In fact new business environment and consumer demand requires intangible more than tangible today. A product sale is termed incomplete till it is packaged with strong pre and post sales service. Therefore, we have chosen this topic that Service Management is not only a separate discipline to study today but its processes are distinctive. Production of a product is process oriented but delivery of service is equally crucial and needs a specific and carefully designed process. The intellectual property build in Service Management is unique and are strategic assets for organizations today. ... Less

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  • Strategic management implementation assignment on SAGE Products Inc
  • This assignment answers the question “It is often noted that implementation is the most difficult aspect of strategic management. With reference to your organisation, how might this be the case?” Sage Inc has been chosen for the purpose of this assignment.
    Sage Products is a medium sized healthcare manufacturing company. Its brand line reads- ‘Simple Interventions. Extraordinary Outcomes.’ Sage's core belief is prevention—that evidence-based interventions will lead to improved outcomes. Their healthcare facilities help to improve clinical outcomes by reducing the risk of hospital-acquired infection and skin breakdown. Sage Products develop new concepts and products that address the challenges of the ever-changing healthcare industry (www.sageproducts.com). Strategic management has become an essential for every organisation. Sage Products is also in need of strategic management especially so because with time, the number of healthcare companies have increased. Moreover, with globalisation, many multinational companies providing healthcare services have emerged, thus giving tough competition to Sage products. Thus, a strategic management programme was devised for Sage Products taking into account its SWOT analysis. The strengths of Sage Products include low price for good service and a good reputation. There are certain areas where the organisation is lacking. It is a medium sized company and therefore, its personnel and management staff is limited. In short, the managerial system at Sage Products is quite poor. Hence, the need for strategic management as Sage Products is accentuated. The strategic management programme for Sage Products focuses on its long and short term goals. Product differentiation strategy, better quality services and expansion of customer base are the three basic aims of the strategic management overhauling of Sage Products. The strategic management programme will seek to fulfil these aims through various channels. These will include training of the staff, improvisation of management capabilities of the organisation etc.
    As has already been discussed, transformational change in an organisation always encounters resistance. The next sections will discuss the process of implementation of strategic management plan at Sage Products and the problems and issues that may be encountered in it.
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  • Essay on the Strategic Management of Symantec Corporation and future recommended strategies
  • Strategic management is important in order to survive in the market amidst competition. The earlier days of linear management methods of industries of the past are no longer relevant to the current scenario of heightened competition and changing market demands. The companies need to constantly reinvent their products, services, marketing strategies, value additions etc. in order to remain in the market. Strategic approaches to management, product development, product placing in the market become important in order to order to gain competitive edge in the market. Symantec Corporation was established in 1982 in California State of the USA (Symantec Corporation, 2009). Symantec is one of the foremost companies in providing security, storage and systems management solutions to individual customers, small businesses and larger multinational corporations (Symantec Corporation, 2009). The business and home suites help customers their computers against threats like viruses, phishing, hacking etc. Symantec is also into storage management and protection in large organizations. It offers business suites to medium and large organizations to manage their servers, storage devices, batch activities such as back up and restore (Symantec Corporation, 2009). The essay discussed strategy development processes of Symantec. The essay also discusses some of the strategies adopted by the company in order to gain and retain market leadership.
    Businesses are facing increasing competition at local, national and international levels and responsiveness to these changes are considered crucial to their success (BPM, 2004). Efficiency and effectiveness are not sufficient in the current global competition, instead strategic actions of the companies are more relevant to the success of current day businesses (Milan, 2008). Strategies make or break an organization. A good strategy might take a company far ahead of its competitors. Some of strategies that are crucial to the success of a business are organizing strategies, resource management strategies, change management strategies, expansion strategies etc. The essay discusses key strategies of Symantec Corporation that are crucial to the success of the organization as the market leader. The essay also recommends a few strategic plans in order to retain the market leader position.
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  • Analysis of the famous case study – ‘Servicing customer needs’
  • This paper analysis the following case study –

    Servicing customers needs
    Jessica, Amira and John are friends who all work at the same industrial estate. Jessica works for a pharmaceutical supplier that makes alternative medicines. Her job involves being part of a team that provides customer services. John works at the same company, where he is a supervisor in the dispatch area. Amira works in a gymnasium where she provides customer services, by advising clients on appropriate trainers and suitable exercise classes. Amira also develops rosters for other trainers.
    The three friends have one other thing in common— they are all doing the same management course at TAFE. They are working on a team assignment together and were talking about their latest group assignment.
    Jessica explained that her team leader (at work) helped the team members, but upper management kept their distance from the front line staff, and didn’t talk or associate with them. Information from the Accounts Department was often incomplete or out of date:
    I am not sure that my managers believe that the people working inside our organisation are an important part of servicing customer needs. When clients call us, we mostly keep to the script for legal reasons. However, we could have better communication between staff members.
    She gave an example of how the company had been embarrassed when incorrect information was sent to a supplier. A batch of finished products was rejected because some of the inputs were not of the usual quality.
    Amira told a different story for her workplace where the instructors are keen to supply information on their availability and updates on fitness information to be published in the gym newsletter:
    In the gym there is a close relationship between staff.
    John felt that relationships between staff members and with customers are important:
    Each organisation also needs to realise that not all customers are the same. There will be customers with different needs from other clients.
    Amira agreed with John, illustrating his point by giving examples from the gym of different groups such as an older ladies’ group who preferred a particular class instructor:
    We plan these classes in advance so the customers get what they want.
    Jessica responded by talking about the needs of different customer groups in her company:
    I think our company acknowledges that different customer groups need different resources. Pharmacies who buy their products for resale want pharmacology-trained representatives to answer technical questions. Health store customers want to know more about the sales points of the supplements. They need sales people who can give them the right advice.
    John added that his customers want continuity of with particular company staff:
    We also have our products under different brands. Each of the companies that re-brands our products want different logos and information on the packaging. They want to deal exclusively with the same people each time they our business.
    Amira offered a further observation: I notice from our course that there is a relationship between the quality of the service delivered, the time it takes to deliver the service, and the cost of delivering the service. The three are inextricably linked.
    During the rest of the evening they discussed the importance of any organisation, whether a business or a charity, being able to determine the level of service it can profitably provide. This would include decisions on the quality of products or services provided, cost structures and the time frames in which products and services can be delivered to the customer.
    Customer service standards and benchmarks
    At their next meeting, the opening topic of conversation was customer service standards.
    Amira: We have standards in the gym. Each standard nominates an activity, the outcome to be achieved at the end of the activity, and the actions that need to be taken to ensure the standard is met. We keep a detailed record on each customer. If a customer comes into the gym to reduce weight, this would appear in the activity column. The goal of the weight loss specified in relation to time is listed in the next column. The various actions that need to be carried out such as key diet tips and exercises are described in the final column of the record kept on each customer.
    John: OK, but any standard needs to be checked against the best available practice; they need to be benchmarked. In the pharmaceutical industry there are industry standards as well as international standards with which an organisation should comply. To meet organisation standards we must monitor our performance. It needs to be logged on a day-to-day basis. That includes informal comments by customers whether negative or positive. We should have a logging process to monitor everything we do, comparing responses from customers to our service against the standard we have set for that activity.
    John also suggested that for each organisation to meet its customer service standards, it should have a process for giving staff proper training:
    We should consider the importance of copying good behaviours in the workplace. We could link staff members with a trusted mentor—someone who knows the job—who would advise on what they are doing; or who would give specific instructions on meeting required standards of performance.
    Level and quality of customer service
    At their third meeting, the three friends discussed the importance to an organisation of having the appropriate systems to support the level and quality of customer service it provides.
    Jessica: Customers should be the central reason that an organisation exists but the organisation needs to have the systems in place to ensure that the best possible service is given. Organisations are systems in themselves. They have inputs and processes for changing those inputs into outputs. The system may not be up to giving the level of service promised. The level of service to be provided needs to be matched to the capacity of the organisation. Over promising without sufficient resources to complete a job may mean losing customers. It’s better to be honest with our customers about resource limitations and that our systems are linked to the resources we have. Organisation systems should also accommodate informal relationships being developed by people across an organisation, allowing you to go to the right person who will help you to better service a customer.
    John: We need to deliberately seek feedback from our customers and other people who are interested in our organisation such as the local community who are also our stakeholders. There are people and other organisations such as the local council that impact on whether our organisation survives. We need to find out what our stakeholders expect of the organisation. We can use surveys or other tools to find out what they expect from us.
    The three agreed on the importance of following up on the ideas of customers and other stakeholders. If their ideas are ignored then they may be less committed to the organisation. They also discussed the importance of reviewing indirect sources of information in relation to the changing needs of our customers, including journals and publications that give us information on how customer needs may be changing.
    Jessica recapped: We discussed monitoring of performance against standards previously but I suspect there are many other sources of information to consider in respect to knowing the current situation and needs of our customers.
    They listed accounting records (reflecting the payment record of customers), repair records and sales records as being sources that may provide information on the needs of their customers.
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  • Dissertation proposal on the Differences of Service industry and Manufacturing industry
  • Industrial revolutions of the 18th and 19th century gave rise to the dynamic manufacturing industry. Manufacturing industry refers to those industries which indulge in the manufacture of products or goods that serve as goods for sale to the customers or as products that will be used in production processes in other manufacturing industries. Manufacturing industries have been a dominant force in the world economy in the past century. They have created millions of employment opportunities world wide. Manufacturing industries account for a significant share in global markets. The way manufacturing industry rose to for the industrial revolution, lately manufacturing industry has given rise to the service industry which threatens to overtake the manufacturing industry. Service industry refers to those industries which offer services to the customers. Their products are intangible and are of great demand. Lately the debate has been raised that the service industry is overtaking manufacturing industry and the manufacturing industry will soon stagnate. To understand the impact of the industries in each other, first the difference between the two must be understood. The difference between the manufacturing industry and the service industry is that manufacturing industry produces products that are tangible and that of service industry are intangible. For example, automobile industry is a manufacturing industry which manufactures automobiles for the use by the consumers and airlines industry is a service oriented industry which offers transport service to its customers. Taking this example further, an automobile that is manufactured by the automobile industry is a tangible product and has greater shelf life. A customer of the automobile industry will not return to the company for at least 3 to 4 years. Whereas in the airline industry, the service offered by the company is intangible and the shelf life is very less. The customer of a airline industry returns to the company for services depending on the his or her requirements which may vary is more consistent than the customer of the manufacturing industry.

    The above difference clearly demonstrates that the service industry is growing faster than the manufacturing industry. But manufacturing industry is not stagnating or coming to a stand still. The fact to be understood here is that the service industry has grown out of manufacturing industry and is dependent on it. That is for an airline industry to offer service, first airplanes have to be built and that happens in the manufacturing industry. Similarly for a voice service provider is dependent on the telephone device manufacturer. So the fact to be understood here is that service industry is growing faster and is more dynamic than the manufacturing industry. But at the same time it is the growth of the manufacturing industry that is slowing down but not the entire industry is stagnating. There are new products coming and which will also lead to more services. Another factor to be considered here is that most of the manufacturing industries in-house activities are now being outsourced to companies from the service industry. This has lead to a decrease in the working population in the manufacturing industry.

    The human resource in both these industry are very different from each other. The manufacturing industry demands human resource with specific and defined skills and knowledge, where in the service industry demands work force which is more dynamic. The requirements in the service industries are a lot more different than that in the manufacturing industry. The work force in the manufacturing industry does not usually communicate with the end user or the consumer. But in the service industry, communication and inter personnel skills play a very important role as the work force in the service industry interacts constantly with the end user or the consumer. The requirements of the service industry are ever changing and more challenging in the aspect that it demands multi tasking.

    The dissertation discusses the dependency of the service industry on the manufacturing industry and how it has grown on to become a bigger industry than the manufacturing industry. The paper also discusses the changing human resource in the two industries and the challenges in the human resource management in the service industry. It also recommends ways for the human resource teams to adapt to the service industry.
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