服务运营管理（第3版）

Figure1.1TheserviceoperationFigure1.2Service=experience+outcomeFigure1.3

ManagingserviceandserviceoperationsFigure1.4Inside-outversusoutside-in

AdaptedfromworkbyJohnHughes,theCustomerServiceNetwork,UK.Figure1.5

FourmaintypesofserviceprocessTable1.3

CapabilityversuscommodityprocessesFigure1.6

ThestructureofthebookFigure2.2

Theserviceconcept–twoperspectivesFigure2.3ThemarketingconceptFigure2.6DevelopingtheserviceconceptFigure2.7

FocusedoperationsforanarrowmarketFigure2.8

FocusedoperationsforawidemarketTable2.1

BenefitsoffocusFigure2.9

UnfocusedoperationsforanarrowmarketFigure2.10

UnfocusedoperationsforawidemarketFigure2.11

Fourserviceconcepts

AdaptedfromJohnston(1996).9ReprintedbypermissionofTaylor&Francis,www.tandf.co.uk/journalsFigure2.12

ChangingfocusFigure2.13

CycleofproliferationandfocusFigure2.14

AchievingfocusbysplittingthebusinessFigure2.15

OperationalfocusFigure2.16

EncounterfocusFigure3.1CustomertypesFigure3.2CreatingalliesTable3.1DevelopingpersonalrelationshipsTable3.2

LinksbetweencustomerrelationshipandcustomerperceivedriskFigure3.3ReadinessforCRMFigure3.4

TransactionalversusstrategicbusinessrelationshipsTable3.3

Examplesofservice-levelagreementmeasuresFigure3.5

‘Bowtie’anddiamondrelationshipsAdaptedfromPayneetal.(1995).19Figure4.1CustomersatisfactionFigure4.2ThesatisfactioncontinuumFigure4.3SimplifiedgapmodelTable4.1ReasonsforgapsFigure4.4RangeofexpectationsFigure4.5

RangeofexpectationsandthezoneoftoleranceoracceptableoutcomesFigure4.6Expectations–keyinfluencesFigure4.7

ServicequalityanditsfactorsFigure4.8Delightinganddissatisfyingfactors

AdaptedfromLockwood,Andrew(1994)‘Usingserviceincidentstoidentifyqualityimprovementpoints’,InternationalJournalofContemporaryHospitalityManagement,6(1/2)75–80.ReprintedbypermissionofEmeraldGroupPublishingLimited,www.emerald/ijchm.htm.Figure4.9

FourtypesoffactorsforabankFigure4.10Delightversusdissatisfaction

AdaptedfromJohnston,Robert(1995)‘Thedeterminantsofservicequality:satisfiersanddissatisfiers’,InternationalJournalofServiceIndustryManagement,6(5)53–71.ReprintedbypermissionofEmeraldGroupPublishingLimited,www.emerald/ijsim.htm.Figure4.11

Importanceofvariousaspectsofahotel–staffandguestsFigure4.12

Managingperceptionsduringtheprocess

AdaptedfromJohnston,Robert(1995)‘Thezoneoftolerance:exploringtherelationshipbetweenservicetransactionsandsatisfactionwiththeoverallservice’,InternationalJournalofServiceIndustryManagement,6(2)46–61.ReprintedbypermissionofEmeraldGroupPublishingLimited,www.emerald/ijsim.htm.Figure4.13

Managingperceptionsataclinic

AdaptedfromJohnston,Robert(1995)‘Thezoneoftolerance:exploringtherelationshipbetweenservicetransactionsandsatisfactionwiththeoverallservice’,InternationalJournalofServiceIndustryManagement,6(2)46–61.ReprintedbypermissionofEmeraldGroupPublishingLimited,www.emerald/ijsim.htm.Figure4.14

Adequateperformancesatisfiesthecustomer

AdaptedfromJohnston,Robert(1995)‘Thezoneoftolerance:exploringtherelationshipbetweenservicetransactionsandsatisfactionwiththeoverallservice’,InternationalJournalofServiceIndustryManagement,6(2)46–61.ReprintedbypermissionofEmeraldGroupPublishingLimited,www.emerald/ijsim.htm.Figure4.15

Usingenhancerstodelightthecustomer

AdaptedfromJohnston,Robert(1995)‘Thezoneoftolerance:exploringtherelationshipbetweenservicetransactionsandsatisfactionwiththeoverallservice’,InternationalJournalofServiceIndustryManagement,6(2)46-61.ReprintedbypermissionofEmeraldGroupPublishingLimited,www.emerald/ijsim.htm.Figure4.16Adissatisfyingoutcome

AdaptedfromJohnston,Robert(1995)‘Thezoneoftolerance:exploringtherelationshipbetweenservicetransactionsandsatisfactionwiththeoverallservice’,InternationalJournalofServiceIndustryManagement,6(2)46-61.ReprintedbypermissionofEmeraldGroupPublishingLimited,www.emerald/ijsim.htm.Figure4.17Enhancerscompensateforfailure

AdaptedfromJohnston,Robert(1995)‘Thezoneoftolerance:exploringtherelationshipbetweenservicetransactionsandsatisfactionwiththeoverallservice’,InternationalJournalofServiceIndustryManagement,6(2)46-61.ReprintedbypermissionofEmeraldGroupPublishingLimited,www.emerald/ijsim.htm.Figure4.18

Dissatisfactionshiftsthezoneoftolerance

AdaptedfromJohnston,Robert(1995)‘Thezoneoftolerance:exploringtherelationshipbetweenservicetransactionsandsatisfactionwiththeoverallservice’,InternationalJournalofServiceIndustryManagement,6(2)46-61.ReprintedbypermissionofEmeraldGroupPublishingLimited,www.emerald/ijsim.htm.Figure4.19

Delightshiftsthezoneoftolerance

AdaptedfromJohnston,Robert(1995)‘Thezoneoftolerance:exploringtherelationshipbetweenservicetransactionsandsatisfactionwiththeoverallservice’,InternationalJournalofServiceIndustryManagement,6(2)46-61.ReprintedbypermissionofEmeraldGroupPublishingLimited,www.emerald/ijsim.htm.Figure4.20ServiceExcellenceFigure4.21

Assignmentofrelativeimportanceofservicefactors–patientsFigure4.22

Assignmentofrelativeimportanceofservicefactors–staffFigure5.1AsimplesupplychainFigure5.2MultitieredsupplychainFigure5.3

Interrelatedsupplynetworksfromacustomer’spointofviewFigure5.4Themilitarymodel

AdaptedfromArmisteadandClark(1992).4ReprintedbypermissionofPearsonEducationLimited.Figure5.5

HolidaysupplychainsanddisintermediationFigure5.6StrategicalliancesFigure6.1SimplifiedserviceprocessesFigure6.2

ChangingfrontofficeandbackofficeactivitiesFigure6.3

CustomerperceivedriskandsocialinteractionFigure6.4Volume–varietymatrixFigure6.5MotorinsuranceprocessprofileFigure6.6DepictingdifferentsurgeryprocessesFigure6.7Off-diagonalprocessesFigure6.8

Keydecisionareamatrix(KDAM)

AdaptedfromLarssonandBowen(1989)andClutterbucketal.(1993).11Figure6.9ChangingtaskallocationFigure6.10

TraditionaloperationsprocessmappingsymbolsFigure6.11

SimplifiedprocessmapforaloanapplicationFigure6.12

Walk-throughauditofanelectricalstoreFigure6.13

EmotionmapoftheloanprocessFigure6.14

ExampleofCEAforarealestateagentFigure6.15

Acapableprocessandout-of-controlprocessFigure6.16StatisticalprocesscontrolchartFigure6.17PressurestochangeFigure6.18StrategiesforchangeFigure6.19Start-uptostarburstFigure6.20Themarket–operationsgapFigure7.1PressuresonserviceprovidersFigure7.2

EffectsoforganisationalandcustomerpressureFigure7.3

ProtectingprovidersfromthepressuresFigure7.4Employeediscretion

AdaptedfromKelley(1993).19Figure7.5

TransitionsinmanagingemployeediscretionFigure7.6Growthinmembership

ThisillustrationhasbeendevelopedfromdiscussionswithTonyThompson,thefirstleaderoftheOpenDoorChurchinStNeots,Cambridgeshire,UK,andwithhissuccessor,MartinTibbert.Figure8.1

Levelcapacitystrategyinanoutpatients’clinicFigure8.2

Chasecapacitystrategyforafast-foodrestaurantTable8.1

CapacitystrategiesFigure8.3(a)Originalflow(a)Figure8.3(b)Revisedflow(b)Figure8.4

TheimpactofvariabilityonqueuesFigure8.5

Thecopingzoneinahigh-qualityrestaurantFigure8.6

ThecopingzoneinanightclubFigure8.7

MinimumeffectiveleadtimesforacallcentreFigure9.1HubandspokenetworkFigure9.2(a)Ringnetwork(b)Hierarchicalnetwork(a)(b)Table9.1

ComparingphysicalandvirtualnetworksFigure9.3

Passengernumbers:BaltimoreProvidencemarket

ThisillustrationisadaptedfrommaterialcontainedinHarvardBusinessSchool’scaseSouthwestAirlines:1993(A)9-694-023;HarvardBusinessSchool’scaseSouthwestAirlinesinBaltimore9-602-156;andfromindustrysources.Figure9.4GlobalnetworkstrategyTable9.2

Comparisonoftransactioncostsforletter,telephoneandweb

Source:Voss(2000).8ReprintedbypermissionoftheInstituteofCustomerServiceFigure9.5

ResourceactivitymapforadomesticapplianceretailerTable9.3

ChargestopatientsFigure10.1TraditionalperformancemeasurementstructureFigure10.2Thebalancedscorecard

AdaptedfromKaplan,R.andNorton,D.(1992)ReprintedbypermissionofHarvardBusinessReviewfrom‘Thebalancedscorecard–measuresthatdriveperformance’,HarvardBusinessReview,January–February,71–79.Figure10.3

TowardsabalancedperformancemeasurementstructureFigure10.4

Mixofmeasuresusedinserviceprocesses

AdaptedfromBrignalletal.(1999).5Figure10.5

Numberoftypesofmeasureused

AdaptedfromBrignalletal.(1999).5Figure10.6

MeasuresforserviceoperationsmanagersFigure10.7Displayingperformancedata

AdaptedfromworkbyCaroleDriver,PlymouthBusinessSchool;andNeely(1998).1Figure10.8

HorizontallyinterlinkedperformancemeasurementstructureFigure10.9AstrategiclinkagemodelFigure10.10ThreetypesoftargetFigure10.11

Typesoftargetusedtodrivecontinuousimprovement

AdaptedfromBrignalletal.(1999).5Figure10.12

Predominanceofinternallybasedtargetsinstep-changeimprovement

AdaptedfromBrignalletal.(1999).5Figure10.13MetricbenchmarkingFigure10.14MetricandpracticebenchmarkingFigure11.1

LinkingresultsnetworkanddriversFigure11.2TheresultsnetworkFigure11.3

RelationshipbetweensatisfactionandloyaltyFigure11.4

NPS=%ofpromoters–%ofdetractors(Reichheld,F.2006)Figure11.5TheoperationaldriversFigure11.6ServiceperformancenetworkFigure11.7

CapturingathreadthroughthenetworkFigure11.8

Relationshipbetweendriversandresults

AdaptedfromVossandJohnston(1995).19ReprintedbypermissionofProfessorC.Voss.Figure11.9Categorisingorganisationsbyperformance

AdaptedfromVossandJohnston(1995).19

ReprintedbypermissionofProfessorC.Voss.Figure11.10

ComparingUSandUKserviceorganisations

AdaptedfromVossandJohnston(1995).19ReprintedbypermissionofProfessorC.Voss.Figure11.11Complacencyindex

AdaptedfromVossandJohnston(1995).19ReprintedbypermissionofProfessorC.Voss.Figure11.12EFQMexcellencemodel

AdaptedfromEFQM1999.7TheEFQMExcellenceModelisaregisteredtrademarkandreproducedwithpermissionoftheEFQM.Copyright©1999–2003,EFQM.Table11.1PerformancemeasuresTable11.2CorrelationcoefficientsbetweenthevariousdatasetsTable12.1

Keydifferencesbetweencontinuousandstep-changestrategiesFigure12.1KeycomponentsofTQMFigure12.2

Processvariation–comparingthreesigmaandsixsigmaprocessesFigure12.3

Causeandeffectforinconsistentproduct–servicequalitybundledeliveryFigure12.4RestaurantlayoutFigure12.5Servi