Service Ops, Exam #1

Front 1

ensuring that goods and services are created and delivered successfully to customers

Back 1

Operations Management

Front 2

The principles of OM help on to view a business enterprise as ______ which all activities are coordinated not only vertically throughout the organization, but also horizontally across multiple functions

Back 2

Total System

Front 3

Area responsible for transforming inputs to outputs, while adding value in the process

Back 3

OM

Front 4

Responsible for continually meeting/exceeding costumer expectations

Back 4

OM

Front 5

Good Producing Industries

Back 5

Manufacturing, Construction, fishing, forestry, mining, and agriculture

Front 6

80% =
20%=

90%

Back 6

80- Service
20- goods


90- evolve designing and managing service, information, or entertainment intensive processes = SERVICE

Front 7

physical product that you can see, tough, or possibly consume

Back 7

Good

Front 8

product that typically last at least 3 years

Back 8

Durable good

Front 9

perishable and generally last for less than 3 years

Back 9

Non- Durable good

Front 10

any primary or complementary activity that does not directly produce a physical product

Back 10

service

Front 11

integrates marketing, human resources, and operations functions to plan, create, and deliver goods and services, and their associated service encounters

Back 11

Service Management

Front 12

an interaction between the customer and the service provider

Back 12

Service encounter

Front 13

an episode, transaction, or experiences in which a customer comes into contact with any aspect of the delivery system, however remote, and thereby has an opportunity to form an impression

Back 13

Moments of Truth

Front 14

Similarities btw goods and services

Back 14

1. Goods and services provide value and satisfaction to customers who purchase and use them.
2. they both can be standardized or customized to individual wants and needs.
3. A process creates and delivers each good or service, and therefore, OM is a critical skill

Front 15

Differences btw goods and services

Back 15

1. Intangibility
2. Simultaneity and Heterogeneity: customers participate in may service processes activities, and transactions
3. The demand ( & pattern) for services is more difficult to predict that the demand for a good
4. Perishability
5. Service management skills are paramount to a successful service encounter
6. Service facilities typically need to be in close proximity to the customer.
7. Patent do not protect services.

Front 16

clearly defined set of tangible (good-content) and intangible (service-content) features that the customer recognizes, pays for, uses, or experiences

Back 16

CBP

Front 17

some combination of goods and services configured in a certain way to provide value to consumers

Back 17

CBP

Front 18

the "core" offering that attracts customers and responds to their basic needs

Back 18

Primary good or service

Front 19

those that are not essential to the primary good or service, but enhance it

Back 19

Peripheral goods or service

Front 20

CBP attribute that departs from the standards CBP and is normally location or firm specific

Back 20

Variant

Front 21

Understand Operations as

Back 21

1. Structural processes, systems, and values of an individual firm
2. integrated with other business functions within the firm
3. in a multi-firm competing value chain
4. in the face of global competition

Front 22

The underlying purpose of every organization is to provide _____ to its customers and stakeholders

Back 22

VALUE

Front 23

the perception of the benefits associated with a good, service, or bundle of goods and services (CBP) in relation to what the buyers are willing to pay for them

Back 23

Value

Front 24

network of facilites and processes that describe the flow of goods, services, information, and financial transactions from suppliers through the facilities and processes that create goods and services and deliver them to customers

Back 24

Value Chain

Front 25

"cradle-to-grace" model of the operations function

Back 25

Value Chain

Front 26

portion of the value chain that focuses primarily on the physical movement of goods and materials. and supporting through the supply, production, and distribution processes.

Back 26

Supply chain

Front 27

broader in scope than a supply chain and encompasses all pre- and post- production services and deliver the entire customer benefits package. Also views organization from the consumer's prospective ( the integration btw goods and services to create value)

Back 27

Value chain

Front 28

more internally focused on the creation of physical good

Back 28

supply chain

Front 29

refers to the process of acquiring and consolidation elements of value chain to achieve more control

Back 29

vertical integration

Front 30

process of having suppliers provide goods and services that were previously provided internally

Back 30

outsourcing

Front 31

building, acquiring, or moving of process capabilities from a domestic location to another country location while maintaining ownership and control

Back 31

offshoring

Front 32

refers to acquiring capabilities at the front-end of the supply chain (suppliers)

Back 32

backward integration

Front 33

refers to acquiring capabilities toward the back-end of the supply chain (distributors or even customers)

Back 33

forward integration

Front 34

3 waves of outsourcing

Back 34

1. Goods producing jobs
2. simple service work
3. skilled knowledge work

Front 35

requirement that are expected in a good or service.

Back 35

Dissatisfiers

Front 36

Requirements that customers say they want

Back 36

Satisfier

Front 37

New or innovative good or service feature that customers do not expect

Back 37

Exciters/ Delighters

Front 38

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

Back 38

Order qualifier

Front 39

good and service features and performance characteristics that differentiate one CBP from another, and win the customer's business

Back 39

Order Winner

Front 40

those that a customer can determine prior to purchasing the goods/ or service ( price, color, freshness)

Back 40

Search Attributes

Front 41

those that can only be discerned after purchase or during consumption or use
(friendliness, taste, safety)

Back 41

Experience attributes

Front 42

any aspects of a good or service that the customer must believe in, but cannot personally evaluate even after purchase and consumption. ( mechanic, surgeon)

Back 42

Credence attributes

Front 43

Customers evaluating services

Back 43

1. rely more on personal sources
2. use a variety of perceptual features in evaluating services
3. normally adopt innovation more slowly
4. perceive greater risk
5. dissatisfaction with service often is the result of customers inability to properly perform or co-produce their part of the service

Front 44

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

Back 44

Competitive advantage

Front 45

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

Back 45

Competitive priorities

Front 46

one thing that a company does better than any of its competitors

Back 46

Core competence

Front 47

Competitive priorities

Back 47

Cost
Quality
Time
Flexibility
Innovation
Availability or Convenience
Experience or Personalization
Range
Reputation

Front 48

A strong Competitive advantage is difficult to copy, bc of a firms ________, _________, or ______.

Back 48

culture, habits, or sunk cost

Front 49

Quality

Back 49

Large Market Shares
Early entrants
higher ROI
Cost in terms of reduced short-run profitably
Usually charger premium prices

Front 50

Time

Back 50

MOST important source of Competitive Advantage.

Front 51

Flexibility

Back 51

high-levels of flexibility might require special strategies such as modular design, interchangeable components, and postponement strategies

Front 52

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

Back 52

Mass Customization

Front 53

discovery and practical application or commercialization of device, method, or idea that differs from existing norms

Back 53

Innovation

Front 54

Innovation in all forms encapsulate __________.

Back 54

Human Knowledge

Front 55

Pattern or plan that integrates an organization's major goals, policies, and action sequences into a cohesive whole

Back 55

Strategy

Front 56

process of determining long-term goals, policies, and plans for an organization

Back 56

Strategic Planning

Front 57

businesses in which the firm will participate are often called ________, and are usually defined as families of goods or services having similar characteristics or methods of creation.

Back 57

Strategic Business Units : SBU

Front 58

Necessary to define the business in which the corporation will participate and develop plans for the acquisitions and allocation of resources among those businesses.

Back 58

Corporate Strategy

Front 59

defines the focus for SBUs. The major decisions involve which markets to pursue and how best to compete in those markets; that is, what competitive priorities the firm should pursue

Back 59

Business Strategy

Front 60

set of decisions that each functional area- marketing, finance, operations, R&D, engineering, and so on- develops to support its particular business strategy.

Back 60

Functional Strategy

Front 61

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 61

Operations Strategy

Front 62

refers to a company's approach, formal or informal, for making key long-term business decisions.

Back 62

Strategy development

Front 63

defines how an organization will execute its chosen business strategies.

Back 63

Operations Strategy

Front 64

are the decisions management must make as to what type of process structure is best suited to produce goods or create services

Back 64

Operations Design Choices

Front 65

focuses on the non-process features and capabilites of the organization and includes:
Workforce, operating plans and control systems, quality control, organizational structure, compensation systems, support services

Back 65

Infrastructure

Front 66

Represent 30-70% of cost of business
requries at least one process to create and deliver its outputs
Cost money, influence customers satisfaction, and consume time!

Back 66

Support Services