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[ServMana] Finals
| Term | Definition |
|---|---|
| Peak Hour | Time period in business where high volume of customers are experienced |
| 10AM-1PM & 5PM-7PM | What are the time ranges of peak hours? |
| Slack Time | Time period in business where there is not much work or activity to do. |
| Process | Refers to the system used to assist the organization in delivering the service |
| Developing a Blueprint | In Services, it is called when one identifies key activities to create and delivery a service. |
| 1. Distinguish frontstage & backstage 2. Clarify interactions and systems 3. Identify potential fail points that helps one take preventive measures & prepare contingency 4. Pinpoint the queue times | What are advantages of Blueprinting |
| 1) Physical Evidence 2) Customer Actions 3) Frontstage 4) Backstage 5) Support Processes | Elements of a Service Blueprint |
| Physical Evidence | [SER-BLU-ELE] These are the props and places that are encountered along the customer’s service journey. (Description of the Service Establishment on the surface, physically, at that stage) |
| Customer Actions (Line of interaction) | [SER-BLU-ELE] These are the things the customer has to do to access the service. (What the customer does with the physical evidence) |
| Front Stage Actions (Line of Visibility) | [SER-BLU-ELE] All of the activities, people, and physical evidence that the customer can see while going through the service journey. (POV of the customer getting the intangible service, what do they get). |
| Backstage Actions (Line of Internal Interaction) | [SER-BLU-ELE] This is all of the things required to produce the service that the customer does not see. |
| Support Processes | [SER-BLU-ELE] These are the actions that support the service. |
| Prologue / Introductory Scenes Delivery of Core Product Conclusion of the Drama | In relation to the Service Blueprint Elements. what are the three-act Performance of the Service Blueprint. |
| Redesign | The process wherein one aims to achieve a reduced number in fail points, cycle times from customer to customer, enhanced productivity, and increased customer satisfaction. |
| Self-Service Technologies | The ultimate form of customer involvement where customers undertake specific activities using facilities or systems provided by service supplier. |
| Co-producers | Customers in services are also considered as ______ |
| 1) High 2) Medium 3) Low | The three levels of customer participation |
| High | [LEV-CUS-PAR] When customer works actively with provider to co-produce the service |
| High | [LEV-CUS-PAR] When Service cannot be created without customer’s active participation |
| High | [LEV-CUS-PAR] When customer can jeopardize quality of service outcome |
| Medium | [LEV-CUS-PAR] When customer inputs required to assist provider by providing needed information & instructions; and, make some personal effort and share physical possessions. |
| Low | [LEV-CUS-PAR] When employees and systems do all the work due to it being standardized. |
| Jaycustomers | Called to Misbehaving Customers |
| Jay | The prefix came from a 19th-century slang term for a stupid person |
| Jaywalker | word used to describe people who cross streets at unauthorized places or in dangerous manner. |
| The: Thief, Rule-breaker, Deadbeat, Belligerent, Vandal, and the Family Feuders. | What are the six types of Jaycustomers? [TRDBVF] |
| Rule-breaker | [JAY-CUS] One who breaks rule. Not following establishment rules or policies. |
| Belligerent | [JAY-CUS] Abusive or hostile customer to service staff |
| Family Feuders | [JAY-CUS] People who get into argument with other people or members of their own family. |
| Vandal | [JAY-CUS] Action involving deliberate destruction of or damage to public or private property |
| Deadbeat | [JAY-CUS] Literally means a parasite. No intention to pay |
| Thief | [JAY-CUS] Steals good |
| Physical Environment | These refer to the layout and design of premises, ambience, servicescapes |
| 1) Shape customers' experience 2) Support image, positioning, & differentiation 3) Part of value proposition 4) Help shape appropriate feelings and reactions among customers & employees. | Purpose of Service Environments? |
| Message-Creating Medium | A Medium wherein: Symbolic cues to communicate the distinctive nature and quality of the service experience |
| Attention-Creating Medium | A Medium wherein: Make servicescape stand out from competition and attract customers from target segments |
| Effect-Creating Medium | A Medium wherein: Use colors, textures, sounds, scents, and spatial design to enhance desired service experience |
| The Mehrabian-Russell Stimulus-Response Model | This model explains how environmental stimuli (S) trigger an internal, emotional response (O), which in turn leads to a behavioral response (R) |
| Pleasure | According to Russel's Model: it is subjective, depending on how much individual likes or dislikes environment |
| Arousal | According to Russel's Model: it is how stimulated individual feels, depends largely on information rate or load of an environment |
| Spatial Layout and Functionality Scent Music Signs, Symbols, and Artifacts, Color | Dimensions of a Service Environment |
| Music | In service settings, these can have powerful effect on perceptions and behaviors, even if played at barely audible levels for its tempo, volume, and harmony |
| Scent | In service settings, it is an ambient that pervades an environment for it can be used to solicit emotional, physiological, and behavioral responses |
| Aromatherapy | A term called to the effects of Selected Fragrances on People |
| Signs, Symbols, and Artifacts | Communicates the firm’s image and helps customers find their way |
| People | They make contact with customers in delivering the product |
| Top Management Middle-Level Management First Level Management Frontline Staff | Levels of Management |
| President, Chairman of the Board, Vice-President. | What consists in the Top-Management? |
| Department Head, Branch Manager, Dean | What consists in the Middle-Level-Management? |
| Supervisor, Foreman, Officer Manager | What consists in the First-Level-Management? |
| Salesmen, Clerical, Technical Employees | What consists in the Frontline Staff? |
| Frontline staff | Employees who deal directly with customers |
| Organizational culture | This includes an organization’s expectations, experiences, philosophy, as well as the values that guide member behavior, and is expressed in member self-image, inner workings, interactions with the outside world, and future expectations. |
| Organization vs Client Person vs. Role Client vs. Client | What are the factors contributing to the difficulty of frontline work? |
| Organization vs. Client | [ROL-STR-FRO-EM] Dilemma whether to follow company rules or to satisfy customer demands |
| Person vs. Role | [ROL-STR-FRO-EM] Conflicts between what jobs require and employee’s own personality and beliefs |
| Client vs. Client | [ROL-STR-FRO-EM] Conflicts between customers that demand service staff intervention |
| Decision Domain Disagreements | This is when channel members explicitly or implicitly carve out for themselves an area of decision-making that they feel is exclusively theirs |
| Emotional Labor | The act of expressing socially desired emotions during service transactions |
| Cycle of Mediocrity | Most commonly found in large, bureaucratic organizations that are frustrating to deal with; complaints are often made to already unhappy employees. Still, customers often stay because of lack of choice. |
Created by:
RamRamRam