• No results found

INTRODUCTION TO SERVICE MANAGEMENT. Paolo Gaiardelli & Giuditta Pezzotta Service Chain Management

N/A
N/A
Protected

Academic year: 2021

Share "INTRODUCTION TO SERVICE MANAGEMENT. Paolo Gaiardelli & Giuditta Pezzotta Service Chain Management"

Copied!
43
0
0

Loading.... (view fulltext now)

Full text

(1)

INTRODUCTION TO

SERVICE MANAGEMENT

Paolo Gaiardelli & Giuditta Pezzotta

Service Chain Management

(2)

Goal & Scope

Through the utilization of theoretical and practical applications, focusing on both the strategic and operational aspects that characterise Service configuration and management, this course deals with Service design, organization, management and performance measurement.

 Introduction to Services

 The classification of services

 Service Engineering & Operations  Service Capacity

 Service Performance

Measurement

(3)

Information

 Paolo Gaiardelli  035/2052046  paolo.gaiardelli@unibg.it  Monday – 08.00-09.00  Giuditta Pezzotta  035/2052385  giuditta.pezzotta@unibg.it  Monday – 16.30-18.30

Materials (on ILIAS)

Slides

Readings

(mandatory)

Further readings

(optional)

3

EXAM : Written

(4)

Program

May 04 (3h)- Introduction

May 05 (2h)- Service classification models

May 11 (5h)- Service capacity

May 18 (5h)- Service Engineering

May 25 (3h)- Service Operations

May 26 (2h)- Service Operations – The ABB case

June 08 (4h)- Service Performance Measurement

(5)

Exam

Written

 The written exam includes exercises and questions, based on all the

Service Management program (theory and mandatory papers).

 The oral exam is taken only upon a specific request of the candidate, or

in case of a written evaluation between 15 and 18

 The oral exam will consist of a discussion on topics presented in this

course.

(6)

0,0 500.000,0 1.000.000,0 1.500.000,0 2.000.000,0 2.500.000,0

Gross value-added at basic prices, by branch of activity Year 2007 Unit of measure: Million euro.

Services Construction Industry Agriculture, www.cia.gov]

Why services?

6

(7)

[www.wikipedia.com, 2012]

Why services?

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% % of GDP from services 7

(8)

Service: a definition

8

“Any activity or benefit that one party can offer to another that is essentially intangible and does not result in the ownership of anything”

[Kotler, 1997]

“A service is an activity or series of activities of a more or less intangible nature that normally, but not necessarily, take place in interactions between

the customer and the service employees and/or physical resources or goods and/or systems of the service provider, which are provided as solutions to

customer problems”

(9)

Typical service industries

9

Transport and distribution

Telecommunication

Hospitality/tourism

Restaurant and food

Mass media

Healthcare/hospitals/pharmacy

Information Technology

Waste disposal

Banking

Insurance

Financial services

Legal services

Marketing services

Research & Development

Government

Administration

Consulting

Gambling / Entertainment

Retail sales / Franchising

Real estate

(10)

Service Taxonomy

10

Services

Goods Material services

Product extension (product-oriented)

Product utility (use-oriented)

Product Result (result-oriented)

Non-Material services

(11)

The central notion of service

11

Intangibility

The result of a service is a process or an act

Perishability

Services can not be kept in stock

Variability / Heterogeneity

Services are not standardised.

The customer-providers interaction opens up possibilities of variation

Simultaneity / Inseparability

The realisation of a service implies the presence of

provider as well as customer

(12)

Implications of Intangibility

12

Marketing implications

make tangible the intangible

Tangible

Intangible

Search Experience Credence

Search qualities

Can be determined prior to purchase (such as colour, price, feel, smell)

Experience quality

Can be discerned after the purchase or during the consumption (taste)

Credence quality

Can be evaluated after the purchase or on the basis of an achieved skill

(13)

Implications of Intangibility

13

make tangible the intangible

(14)

Implications of Intangibility

14

(15)

Implications of Intangibility

15

(16)

Implications of Intangibility

16

(17)

Implications of Inseparability

17

Production and consumption

happen at the same time

Direct interaction between

service provider and customer

The customer has to be present

where the service is provided

Services are place dependent

Services are

human-relationship dependent

Production and consumption

happen at the same time

Implications of Perishability

Supply and demand in service are dependent on capacity

(18)

Implications of Variability

18

Sources

of

variability

Service provider Customer Surroundings SERVICES PERFORMANCE

Depends on service variability

 Service provider mood / skills  Customer behaviour

 External factors

1. Adopt a strict service quality monitoring

2. Improve service process

3. Introduce a risk analysis

4. Work on employees skills and competences

(19)

Services vs. goods

19

SERVICES GOODS

An activity or process A physical object Intangible Tangible

Simultaneous production and consumption

Separation of production and consumption

Customers partecipate in production

Customers do not partecipate in production

Heterogeneous Homogeneous

(20)

Driving forces behind the growth of

services

20

The impact of income changes on buying

behaviour

Sociological and demographical changes

The growing importance of producer services

(21)

Driving forces behind the growth of

services

21

The impact of income changes on buying behaviour

The rise of disposable incomes has boosted the demand for both social and personal services (leisure, private health care, hotels, etc.)

[Maslow, 1987]

Maslow’s pyramid vs. service

Di spos ab le Inc ome Services Goods

(22)

Driving forces behind the growth of

services

22

Sociological and demographical changes

The traditional family is being replaced by the duel-income family. The family has to outsource many activities to service providers

The increase in life expectancy, boosts demand for nursing homes, health care services and specialized travel agencies

The increase of life complexity calls for the need of professional services like the legal advisers or the income tax consultants

(23)

Driving forces behind the growth of

services

23

The growing importance of producer services

― Goods provision

― Product-based organisations

― Integrated solutions

― Services (consulting, legal, accounting,

R&D, transport, surveillance, cleaning) supporting complex organisation and business models

(24)

The new manufacturing context

Deregulation

Innovation of technology Globalisation

Industrialisation of emerging economies Fierce competitive pressure

To survive manufacturing firms can rarely remain as pure manufacturing

firms …

…they have to move beyond manufacturing and offer services and solutions, delivered

through their products.

(25)

The servitization phenomenon

Product-oriented Use-oriented Result-oriented

Servitization is the evolutionary phenomenon of the business model of a

manufacturing company, moving from a product-centric perspective towards

Product-Service Systems (PSSs), based on the provision of integrated bundles consisting of both physical goods and services.

Vandermerwe, S. and Rada, J. (1988). Servitization of business: Adding value by adding services. European Management Journal, 6 (4), 314-324.

25 Video

(26)

26

(27)

The servitization of manufacturing

(by country)

[Neely et al., 2011]

(28)

Some successful examples

FROM selling photocopiers… …TO being a “document company” FROM producing explosives… …TO providing “rock on the ground” FROM

selling aircraft engines…

TO providing functionality (“Power by the hour”)

[The Economist, 2009]

(29)

What are the main reasons for offering product-support services?

48 55 73 84 Differentiation

Support for the physical product

Customer loyalty Economic objectives Other Percentage of respondents 0 10 20 30 40 50 60 70 4

The expected benefits

(30)

The expected benefits

1. Economic rationale

 Profitability of services

Stability of service revenues along the entire product lifecycle

2. Competitive rationale Differentiation

Lock in customers and lock out competitors New customer needs

3. Environmental rationale

− Dematerialization (functional economy)

[Mathieu, 2001 (pp. 455-460)] [Baines et al., 2009 (pp. 556-558)] [Mont, 2002 (pp. 237-238)]

(31)

IfM, 2004

Economic rationale

(32)

The expected benefits

32 Sharing Help Desk Green maintenance Long-term maintenance

(33)

Economic rationale

(34)

Basic Services

(e.g. spare parts, maintenance, complaints, trainings)

Consulting Services

(e.g. projection, financing, configuration)

Services to Enhance Availability

(e.g. SLA, Remote Services)

Services to Enhance Customer Productivity

(e.g. services to increase machine productivity)

On Demand Manufacturing

(e.g. takeover of production)

Different Types of Value proposition

34

(35)

Driving forces behind the growth of

services

35

(36)

STRATEGY & CUSTOMER INTEGRATION

Technology opens up new business opportunities to manufacturers through the introduction of new business models characterised by a changed notion of asset ownership and management.

36

Ex: Car-sharing

(37)

37

STRATEGY & CUSTOMER INTEGRATION

Technology provides the opportunity to

develop a better understanding of customer behaviours, easing the development of new Product-Service (PS) solutions.

Ex: Connection multi-channel

(38)

IMPROVEMENT OF SERVICE PROVISION PERFORMANCES

Provides better asset operating conditions, time in use, and

location speeding up

maintenance and repairs

activities, improving equipment design and operation behaviour and reducing service delivery costs.

38

Ex: TELESERVICE

Servitization and technology

(39)

OPERATIONS AND SERVICE CHAIN MANAGMENT Boosts value creation because it requires the redesign and the standardization of operating processes.

Enables a comprehensive vertical and horizontal information sharing and coordination in all directions between department, divisions and network partners supporting the implementation of the PS strategy.

39

(40)

The future is… «SMART» & «Social»

(41)

Services = €?

41 41

(42)

References

 Baines, T.S., Lightfoot, H., Benedettini, O., and Kay, J.M. (2009a). The servitization of manufacturing: A review of literature and reflection on future

challenges. International Journal of Technology Management, 20 (5), 547-567.

 Bartolomeo, M., dal Maso, D., de Jong, P., Eder, P.,Groenewegen, P., and Hopkinson, P., et al. (2003). Ecoefficient producer services e what are they, how

do they benefit customers and the environment and how likely are they to develop and be extensively utilised? Journal of Cleaner Production, 11, 829-37.

 Fitzsimmons, J.A., Fitzsimmons, M.J. (2000). New Service Development: Creating Memorable Experiences. Thousand Oaks, CA: SAGE Publications

 Gebauer, H., Fleisch, E., and Friedli, T. (2005). Overcoming the Service Paradox in Manufacturing Companies. European Management Journal, 23(1), 14-26.  Grönroos, C. (1990). Service Management and Marketing: Managing the moments of truth in service competition. Lexington: Lexington Books, p. 27.  Kotler, P. (1997). Marketing Management : Analysis, planning, implementation and control. Englewood Cliffs, NJ: Prentice-Hall.

 Maslow, H. (1987). Motivation and Personality (Third edition). Harper & Row , Publishers Inc.

 Mathieu, V. (2001). Service strategies within the manufacturing sector: benefits, costs and partnership. International Journal of Service Industry

Management, 12(5), 451-75.

 Mont, O. (2002). Clarifying the concept of product-service system. Journal of Cleaner Production, 10 (3), 237-245.

 Neely, A. (2009). Exploring the financial consequences of the servitization of manufacturing. Operations Management Research, 1 (2), 103-118.  Neely, A.D., Benedettini, O. and Visnjic, I. (2011) ‘The Servitization of Manufacturing: Further Evidence’, 18th European Operations Management

Association Conference, Cambridge, July 2011 http://www.cambridgeservicealliance.org/uploads/downloadfiles/2011-The%20servitization%20of%20manufacturing.pdf

 The Economist, Rolls-Royce - Britain's lonely high-flier, Jan 8th 2009. Available at: http://www.economist.com/node/12887368

 Vandermerwe, S. and Rada, J. (1988). Servitization of business: Adding value by adding services. European Management Journal, 6 (4), 314-324.  Van Looy, B.V., Gemmel, P. and Van Dierdonck, R. (2003). Services Management: An IntegratedApproach.Prantice Hall, Pearson Education Ltd.

(43)

Mandatory

 Vandermerwe, S. and Rada, J. (1988). Servitization of business: Adding value by adding services. European Management Journal, 6 (4), 314-324.

References

Related documents

We combine urban experimentation with sound simulation techniques to derive practical solutions for improving the quality of life (QoL) of the urban poor. Urban experimentation

1099) His central principle was the ideas are developed in the mind through external stimuli, and that ideas have a dynamic force, which reaches out for new

In order to create advanced business analytics, with a just-in-time information merging solution, we can easily merge real- time data from the external real-time data cache with

Difference between an Authorised Participant and market maker An Authorised Participant is a person approved by the Responsible Entity in accordance with paragraph 9.1(d) above,

Using the data from the distribution of the house mouse mtDNA clades from both ancient and modern DNA, it is possible to make an overall synthesis of the coloniza- tion history of

In the context of the rise of the private military industry, the world society therefore serves as a useful rubric for determining how a non-state actor might constitute

Untuk lebih memahami komponen listrik dan elektronika kita akan melihat beberapa simbol yang digunakan dalam suatu rangkaian listrik dan elektronika seperti

The phase composition of PM10 parti- cles from Tikveš area consists of mineral phases which have anthropogenic origin, confirmed by the high content of Fe, Ni, Cu, Zn,