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58 Cards in this Set
- Front
- Back
Act, a process and a performance. For example, activities such as accounting, banking and hairdressing can be recognized as being predominantly service-based. |
Services |
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Answering questions, handling complaints, dealing with queries, taking orders, the provision of maintenance and repairs and other after sales services. |
Customer Service |
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Perceived value of the offering to the buyer is determined more by the service rendered than the product offered. |
Service Business |
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That is the entire business or not-for-profit structure that resides within the service sector. For example, a restaurant, an insurance company, a charity. |
Service as an organization |
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That is, the commercial outputs of a service organization such as a bank account, an insurance policy or a holiday. |
Service as the core products |
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That is any peripheral activity designed to enhance the delivery of a core product.For example, provision of a courtesy car,complimentary coffee at the hairdressers. |
Service as product augmentation |
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That is, any product or customer-oriented activity that takes place after the point of delivery. For example monitoring activities, a repair service, up-dating facilities. |
Service as product support |
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That is service as an mode of behavior such as helping out, giving advice. |
Service as an act |
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The characteristics of services wich states the quality of the service may vary depending on who provides it, as well as when and how it is provided. |
Variability |
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Services are first sold, then produced and consumed simultaneously. |
Inseparability |
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Services cannot be stored for later sales or use. As services are performances they cannot be stored. |
Perishability |
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The appearance and behavior of service personnel. |
People |
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Everything from the appearance, design, layout of the service setting, to brochures, signage, equipment (the ‘tangibilizing’ of the intangible) |
Physical Evidence |
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How the service is delivered, the actual procedures and flow of activities. |
Process |
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The place where the service is delivered. The larger and longer the interface, the more visible the service is. |
Factory |
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Usually formed prior to usage of a service but may also occur where a customer is actively involved in the delivery of a service. |
Expectations |
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Can also develop during a service, but invariably materialize after usage. |
Perceptions |
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Additional benefits of a service. It is usually in the form of further services and these are also referred to as supplementary, peripheral and facilitating. |
Augmented Element |
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The process by which the principles of the fast food restaurant are coming to dominate more and more sectors of American society as well as the rest of the world. |
McDonaldization |
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Is regarded as the optimum method for getting from one point to another. |
Efficieny |
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Emphasizes calculating, counting, quantifying a service, e.g. how much time should a doctor spen |
Calculability |
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Means order, certainty, or knowing what to expect. |
Predictability |
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Is exerted through the substitution of non-humans for human technology. |
Control |
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To deprive (someone or something) of human qualities, personality, or dignity; to inhuman or degrading conditions or treatment. |
Dehumanized |
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To deprive of the sense of personal identity. |
Depersonalized |
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Is referred to as ‘employees’ perceptions of the events, practice and procedures as well as their perceptions of the behaviors that are rewarded, supported, and expected’. |
Climate |
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Is often a sign of insecurity, irresponsibility and unhappiness. |
Defensive Behavior |
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Action is often avoided by resorting to a strict interpretation of one’s responsibility. |
Over - conforming |
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Responsibility for doing something is passed to someone else. |
Passing the buck |
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An unwanted task is avoided by falsely pleading ignorance or inability. |
Playing dumb |
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Unwanted demands from clients or subordinates are avoided by treating them as objects or numbers rather than people. |
Depersonalizing |
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This term was coined to describe the practice of rigorously documenting activity or fabricating documents to project an image of competence and thoroughness. It is widely referred to as ‘covering yourass’. |
Buffing |
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Situations that may reflect unfavorably on a person are avoided. |
Playing Safe |
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Responsibility for a certain event is minimized by acknowledging partial responsibility and including some expression of remorse. |
Justifying |
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Blame is deflected to others. |
Scapegoating |
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Plan or drawing produced to show the look and function or workings of a building, garment or other object before it is built or made. |
Design |
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Is the percentage of time the customer must be in the system relative to the total time it takes to serve him/her. |
Extent of Contract |
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To the physical presence of the customer in the system. |
Customer contact time |
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To the work process entailed in providing the service. |
Service creation time |
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Refers to the service organization’s incomplete knowledge of what the customer is going to bring to the service and how he or she is likely to behave. |
Input Certainty |
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Refers to the uniqueness of customer demands. |
Diversity of Demand |
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Refers to different patterns with respect to division of service work and customizationversus standardization of standard actions and interdependencies. |
Interdependencies |
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A flowchart of the service process. It is a map in which all the elements or activities, their sequencing and interaction, can bevisualized. |
Service Blueprint |
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A way of reasoning or a perspective. |
Logic |
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Is the underlying rationale that drives customers’ behavior, based on their needs and wants. It will be evident in what customers expect of the service and how it might compare with other services. |
Customer Logic |
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Is seen as the ‘engine’ of the service operation. It is essentially concerned with the way things are done dictated largely by organization policy, rules and regulations. |
Technical Logic |
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Is the underlying rationale that drives employee behavior. It will be evident in employees’ perception of working conditions, working methods, organization of work and role clarity. |
Employee Logic |
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A customer-dominated design in which they serve themselves after service employees have provided the goods and facilities needed for self-service. It is a standardized service in which the front and back office can be decoupled to allow for efficient delivery of service. |
Sequential standardized service design |
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Joint participation of the parties ‘ in which the output of each becomes the input for the others’. The service is produced largely on the basis of significant interactions between front-office employees and customers. |
Reciprocal service design |
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The bulk of the work here is performed by the service employees in a system of strong interdependence between back and front offices. |
Sequential customized service design |
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Most of the work done by an efficient back office, largely decoupled from front-office disturbances. Customers do not interact extensively with service employees but engage in the sharing of resources that makes mass service possible. |
Pooled service design |
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He identified three variables that can aid the design of service systems: type of customer contact. |
Wammerlöv |
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“No customer contact” + “rigid process” +“goods” |
Manufacturing |
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“Direct customer contact” + “interaction with service workers” + “fluid process” +“people/information” |
Pure service |
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He suggested two elements that can be used to classify different kinds of service businesses |
Schmenner |
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He gave prominence to the customer in a 2x2 matrix for service classification |
Maister and Lovelock |
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He pointed to the diversity of the service sector, prompting the need for classification to make the management job possible. |
Haywood-Farmer |
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He proposed a classification of services as either ‘equipment-based’ or ‘people-based’. |
Thomas |