Bharati Vidyapeeth’s
Institute of Management Studies and Research,
Navi Mumbai-400 614.
“Service Operations Management”
By
Dr. Kuldeep Bhalerao
[Link].(Textile), DMM, MBA, [Link]. UGC-NET (Mgt. & Commerce),Ph.D.(Mgt. Studies)
@KGB
Service Operations Management
Service operations management is a critical
function in any service industry. It involves
planning, coordinating, and controlling the
resources and processes required to meet
customer demand. Service operations
managers must continually strive for excellence
and efficiency to deliver quality service and rema
in competitive.
Service Operations Management
As customer demands change, they must adapt
as well. To achieve these goals, service operatio
ns managers must implement continuous
improvement initiatives. It may involve streamlining
processes, improving communication and
collaboration, and implementing new
technologies.
By carefully managing service operations,
businesses can ensure they provide the best
possible experience for their customers.
Service Operations Management
●Business-to-consumer services (e.g. financial
services, retail).
● Business-to-business services (e.g. consultants
office equipment provision and support,
communications)
● Internal services (e.g. personnel, information
technology (IT) services)
● Public services (e.g. police, education, health
services) ● not-for-profit services (e.g.
charities, faith organisations, aid organisations)
Challenges-Service Operation Manager
● Managing multiple customers.
● Understanding the service concept.
● Managing the outcome and experience.
● Managing in real-time.
● Co-ordinating different parts of the organization.
● Continually improving the operation
Managing multiple customers.
Many service organisations do not serve a homo
geneous group of customers; they often
serve, in different ways, different types of
customers.
Understanding who are the various customers,
understanding their needs and expectations,
developing relationships with them and managi
ng the various customers are key tasks for
service operations managers
Understanding the service concept.
There may be differing views about what an
organisation is ‘selling’ and/or the customer is
‘buying’. Some parents may see the nursery as
simply a babysitting service; others may see it as a
critical educational experience for their offspring.
Articulating and communicating the service concep
t is critical for clarifying the organisation’s product
to all its customers, and for ensuring that it can be
delivered and that it is delivered to specification .
Managing the outcome and experience.
One of the challenges for the service opera
tions manager is that, for many services,
there is no clear boundary between
experience and the outcome. Customers in
a restaurant are buying both the meal and
the way that they are served.
Managing in real-time.
Many services happen in real-time – they cannot
be delayed or put off. A passenger wanting to
purchase a ticket for immediate travel may not
be willing to return if the agent is busy. Streams
of aircraft coming into land cannot easily be put
on hold while controllers take a break.
Co-ordinating different parts of the organization.
The service operations manager is responsible
for co-coordinating the various parts of the
organisation in the delivery of the
service product; this includes not only
understanding the needs of customers
but also overseeing the logistics of the sup
ply chain to ensure that all materials and
equipment are in the right place at the
right time.
Continually improving the operation
A challenge faced by all service operations
managers is how continually to improve
and develop their processes and products,
ensure that the outcomes
are real improvements and that there is a
culture that is supportive of service and change .
Service Strategy
A service strategy is a key aspect of service
management that focuses on developing and
implementing strategies to deliver effective and
efficient services that align with an organization’
s overall business objectives. It involves
identifying the services that an organization
should offer, determining the target market for
these services, and developing a plan to deliver
them.
Service Strategy
A service strategy (or a manufacturing
strategy) provides the intellectual frame-
works and conceptual models that allow
managers to identify opportunities for
bringing value to customers (Normann and
Ramirez 1993) and for delivering that
value at a profit or within budget.
Service Strategy Example
Self-service: A service strategy that
empowers customers to perform tasks ind
ependently without needing assistance
from a company representative.
Examples include self-checkout kiosks in
retail stores, online customer support
portals, and mobile banking apps.
Service Strategy Example
24/7 Support: A service strategy that
provides round-the-clock customer
support. Examples include customer
service hotlines that are staffed 24/7,
chatbots that provide immediate assistance,
and social media support channels that
are monitored around the clock.
Service Strategy Example
Transparency: A service strategy emphasize
s honesty and openness in all customer
interactions. Examples include providing
clear pricing information, disclosing
potential conflicts of interest, admitting
mistakes, and taking responsibility for them
.