Configuring Service Operations in Accordance with Customer Needs and Preferences

Verma, Rohit; Thompson, Gary M.; Louviere, Jordan J.

doi:10.1177/109467059913007

Cited by 75 publications

(85 citation statements)

References 40 publications

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“…Therefore, it is not only important what is being delivered to the client, for example a quick, cheap meal at a fast-food take-away or an exclusive haute cuisine dinner at a five star restaurant, but also how the service is being delivered, for instance, how the service professional treats the client and how the client is involved in service production. The service product and service process are two complementary and intertwined elements in final service provision [23,69]. Other service characteristics that typically influence the design, functioning and improvement of service systems and processes are simultaneity of production and consumption, heterogeneity, perishability and intangibility [17].…”

Section: Operations Management In Servicesmentioning

confidence: 99%

Demand-based Provision of Housing, Welfare and Care Services to Elderly Clients: From Policy to Daily Practice Through Operations Management

2008

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Practical implementation of notions such as patient-orientation, clientcentredness, and demand-driven care is far from straightforward in care and service supply to elderly clients living independently. This paper aims to provide preliminary insights into how it is possible to bridge the gap between policy intent, which reflects an increasing client orientation, and actual practice of care and service provision. Differences in personal objectives and characteristics generate different sets of needs among elderly clients that must have an appropriate response in the daily routines of care and service providers. From a study of the available literature and by conceptual reasoning, we identify several important operational implications of client-oriented care and service provision. To deal with these implications the authors turn to the field of operations management. This field has deepened the understanding of translating an organisation's policy into daily activities and working methods. More specifically, we elaborate on the concept of modularity, which stems from the field of operations management. With respect to elderly people who live independently, this concept, among others, seems to be particularly useful in providing options and variation in individual care and service packages. Based on our line of reasoning, we propose that modularity provides possibilities to enhance the provision of demand-based care and services. 123Health Care Anal (2009) 17:68-84 DOI 10.1007 Furthermore, our findings offer direction on how organisations in housing, welfare and care can be guided in translating demand-based care to their operational processes.

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Section: Operations Management In Servicesmentioning

confidence: 99%

Demand-based Provision of Housing, Welfare and Care Services to Elderly Clients: From Policy to Daily Practice Through Operations Management

2008

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“…Presented results and examples from the retail banking industry. Verma, Thompson and Louviere (1999) Demonstrated how discrete choice experiments can be design and conducted in services to better match its operations with market preferences and present an example from the pizza delivery industry. Pullman, Verma and Goodale (2001) Presented an approach for modeling the preferences of different cultural segments and determining the appropriate strategy for service firms.…”

Section: Implications For Industry Executivesmentioning

confidence: 99%

The Role of Coordinated Marketing-Operations Strategy in Services: Implications for Managerial Decisions and Execution

Dixon,

Karniouchina,

van der Rhee

et al. 2013

SSRN Journal

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PurposeIn this article, we discuss the importance of a coordinated marketing and operations strategy in goods and service producing business organizations. Customer engagement and co-production are imperative service delivery considerations, and therefore an aligned marketing and operations strategy is essential for the formulation, development, and effectiveness of managerial decisions especially for service sector firms. Design/Methodology/ApproachWe present arguments in support of this paper's primary objectives by reviewing past research that have introduced theoretical frameworks, empirical support and applications in support of the close coordination between marketing and operations strategy. We then describe how the interrelationship between marketing and operations strategy impacts several managerial decisions. FindingsWe discuss several different types of managerial decisions within goods and service producing firms that require active interaction between marketing and operations. These decisions include aligning strategic priorities, new product development, service design, and experience design. Research Limitations/Implications (if applicable)This paper is primarily theoretical and therefore does not include any new empirical data. Practical Implications (if applicable)The inter-relationship between the marketing and operations functions is well known to practicing managers. However, they may not have a specific understanding of the academic research described in this paper that shows how firm performance can be further improved by better managing these interactions for specific managerial decisions. Originality/ValueThis paper is theoretical and provides a comprehensive review of literature and a compelling argument for including marketing and operations strategy in the corporate executive suite.Therefore, this paper should be of interest to researchers and practitioners interested in the functional areas of marketing, operations, and strategy for service organizations.

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“…Table 1 summarises the research to date on strategic fit within operations management and shows that it has predominantly focused on manufacturing businesses. Most of the limited research into service organisations has looked at external fit: both Nayyar (1992) and Smith and Reece (1999) investigated the external fit-performance relationship while Verma et al (1999) looked at how to link operations to market-based objectives. The only authors to investigate internal strategic fit in services are Hill and Brown (2007) who developed the 'strategic profiling' framework to help businesses understand the level of fit that exists within their organisation and develop strategies for improving it.…”

Section: Introductionmentioning

confidence: 99%

Fitness map: a classification of internal strategic fit in service organisations

Hill

Cuthbertson²

2011

International Journal of Operations &Amp; Production Management

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PurposeThe purpose of this paper is to investigate the relationship between internal strategic fit and business performance, propose six classifications of internal fit using the “strategic map” managerial framework and identify how firms should best move from one classification to another and the impact that these changes will have on business performance.Design/methodology/approachEmpirical research was conducted in 12 service organisations. Based on these findings, two fit‐performance relationships were identified and the “fitness map” framework was developed showing six classifications of fit.FindingsThe alignment of operations strategy within an organisation is significantly and positively related to market share, whereas, the alignment of the service delivery system is significantly and positively related to return on sales. However, neither the alignment of the operations strategy nor the service delivery system appears to have a relationship with return on investment. Six classifications of internal strategic fit emerged: poorly aligned organisations are either “understanding processes” or “understanding markets”, medium‐fit companies are “managing processes” or “developing service offerings” and well‐aligned firms are “leveraging services and process capabilities” or “leveraging markets and design capabilities”.Practical implicationsThe fit‐performance relationships show how changes in the alignment of operations strategy and delivery system impact business performance differently. Using this knowledge, practitioners can use the “strategic map” framework to identify their classification of fit and understand how it has been created, benchmark their level of fit against other businesses, understand how to move from one level of fit to another and how these decisions will impact business performance.Originality/valueThe paper's findings start to address the gap in the literature on internal strategic fit within service organisations and meet the need for more management tools to help businesses develop strategies, understand the level of fit they create and how they can impact business performance.

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Configuring Service Operations in Accordance with Customer Needs and Preferences

Cited by 75 publications

References 40 publications

Demand-based Provision of Housing, Welfare and Care Services to Elderly Clients: From Policy to Daily Practice Through Operations Management

Demand-based Provision of Housing, Welfare and Care Services to Elderly Clients: From Policy to Daily Practice Through Operations Management

The Role of Coordinated Marketing-Operations Strategy in Services: Implications for Managerial Decisions and Execution

Fitness map: a classification of internal strategic fit in service organisations

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