Man3504 Quiz 1 Set 2

Front 1

denotes a firm’s ability to achieve market and financial superiority over its competitors.

Back 1

competitive advantage

Front 2

represent the strategic emphasis that a firm places on certain performance measures and operational capabilities within a value chain.

Back 2

competitive priorities

Front 3

three classes of customer requirements

Back 3

dissatisfiers, satisfiers, exciters/delighters

Front 4

requirements that are expected in a good or service. If these features are not present, the customer is dissatisfied, sometimes very dissatisfied.

Back 4

dissatisfiers

Front 5

requirements that customers say they want

Back 5

satisfiers

Front 6

new or innovative good or service features that customers do not expect.

Back 6

exciters/delighters

Front 7

Basic customer expectations—dissatisfiers and satisfiers—are generally considered the minimum performance level required to stay in business and are often called

Back 7

order qualifiers

Front 8

are goods and service features and performance characteristics that differentiate one customer benefit package from another, and win the customer's business.

Back 8

order winners

Front 9

are those that a customer can determine prior to purchasing the goods and/or services. These attributes include things like color, price, freshness, style, fit, feel, hardness, and smell.
Goods such as supermarket food, furniture, clothing, automobiles, and houses are high in search attributes.

Back 9

search attiributes

Front 10

are those that can be discerned only after purchase or during consumption or use.
Examples of these attributes are friendliness, taste, wearability, safety, fun, and customer satisfaction.

Back 10

experience attributes

Front 11

are any aspects of a good or service that the customer must believe in, but cannot personally evaluate even after purchase and consumption.
Examples would include the expertise of a surgeon or mechanic, the knowledge of a tax advisor, or the accuracy of tax preparation software.

Back 11

credence attributes

Front 12

Cost
Quality
Time
Flexibility
Innovation

Back 12

competitive priorites

Front 13

is perhaps the most important source of competitive advantage.

Back 13

time

Front 14

often drive simultaneous improvements in quality, cost, and productivity (see Hyundai Motor Co.).

Back 14

flow time reductions

Front 15

is being able to make whatever goods and services the customer wants, at any volume, at any time for anybody, and for a global organization, from any place in the world.

Back 15

mass customization

Front 16

requires companies to align their activities around differentiated customer segments and to design goods, services, and operations around flexibility.

Back 16

mass customization

Front 17

operations require sharing manufacturing lines and specialized training for employees.

Back 17

flexible

Front 18

is the discovery and practical application or commercialization of a device, method, or idea that differs from existing norms.
Products or services offered to customers
Internal methods for improving the creation of these products and services

Back 18

innovation

Front 19

is a pattern or plan that integrates an organization’s major goals, policies, and action sequences into a cohesive whole.

Back 19

strategy

Front 20

Effective strategies develop around a few key competitive priorities, such as low cost or fast service time, which provide a focus for the entire organization and exploit an organization’s ---------- --------- (the strengths unique to that organization).

Back 20

core competencies

Front 21

Overall strategy adopted by the firm that defines the specific businesses in which the firm will compete and the way in which -------------------

Back 21

resources will be allocated

Front 22

defines how an organization will execute its chosen business strategies.

Back 22

operations strategy

Front 23

It is how an organization’s processes are designed and organized to produce the type of goods and services to support the corporate and business strategies.

Back 23

operations strategy

Front 24

Managers recognize that the value (supply) chain can be leveraged to provide a distinct competitive advantage, and that

Back 24

operations is a core competency for the organization.

Front 25

Whoever has superior ------- ------over the long term is the odds-on-favorite to win the industry shakeout.

Back 25

operational capability

Front 26

are the decisions management must make as to what type of process structure is best suited to produce goods or create services. (See Exhibits 4.3 and 4.4)

Back 26

operations design choices

Front 27

focuses on the nonprocess features and capabilities of the organization (see Exhibits 4.3 and 4.4) and includes:
workforce
operating plans and control system(s)
quality control
organizational structure
compensation systems
learning and innovation systems
support services

Back 27

infrastructure