Lecture 3 technology in services
•Descargar como PPT, PDF•
2 recomendaciones•4,998 vistas
Test
![Announcements ,[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Similar a Lecture 3 technology in services
Similar a Lecture 3 technology in services (20)
Último
Último (20)
Lecture 3 technology in services
- 1. ISM 270 Service Engineering and Management Lecture 3: Technology in Services
- 4. Understanding the Competitive Environment of a Company Companies do not exist in a vacuum: It is necessary to understand the competitive environment to assess the current competitive position of a company. It has become increasingly necessary to posture a company for challenges in its future.
- 5. Porter Competitive Model Intra-Industry Rivalry Strategic Business Unit Bargaining Power of Buyers Bargaining Power of Suppliers Substitute Products and Services Potential New Entrants
- 7. Competitive Model Forces Intra-industry Rivals: Strategic Business Unit (SBU) and major rivals. Buyers: Categories of major customers. Suppliers: Categories of major suppliers that play a significant role in enabling the SBU to conduct its business. New Entrants : Companies that are new as competitors in a geographic market or existing companies that through a major shift in business strategy will now directly compete with the SBU. Substitutes: An alternative to doing business with the SBU.
- 9. Role of Technology through Porter perspective: Can we… 1. Build barriers to prevent a company from entering an industry? 2. Build in costs that would make it difficult for a customer to switch to another supplier? 3. Change the basis for competition within the industry? 4. Change the balance of power in the relationship that a company has with customers or suppliers? 5. Provide the basis for new products and services, new markets or other new business opportunities
- 10. Porter Competitive Strategies Differentiation Strategies Innovation Strategies Growth Strategies Alliance Strategies Cost Leadership Strategies Primary Strategies Supporting Strategies
- 13. Dell, Inc. Strategies Primary Strategy: Differentiation Least Cost Supporting Strategies: Innovation Growth Alliances
- 22. Service Blueprint of Luxury Hotel
- 24. Structural Alternatives for a Restaurant No Reservations Self-seating. Menu on Blackboard Eliminate Customer Fills Out Form Pre-prepared: No Choice Limit to Four Choices Sundae Bar: Self-service Coffee, Tea, Milk only Serve Salad & Entree Together: Bill and Beverage Together Cash only: Pay when Leaving TAKE RESERVATION SEAT GUESTS, GIVE MENUS SERVE WATER AND BREAD TAKE ORDERS PREPARE ORDERS Salad (4 choices) Entree (15 choices) Dessert (6 choices) Beverage (6 choices) SERVE ORDERS COLLECT PAYMENT Specific Table Selection Recite Menu: Describe Entrees & Specials Assortment of Hot Breads and Hors D’oeuvres At table. Taken Personally by Maltre d’ Individually Prepared at table Expand to 20 Choices: Add Flaming Dishes; Bone Fish at Table; Prepare Sauces at Table Expand to 12 Choices Add Exotic Coffees; Sherbet between Courses; Hand Grind Pepper Choice of Payment. Including House Accounts: Serve Mints LOWER COMPLEXITY/DIVERGENCE CURRENT PROCESS HIGHER COMPLEXITY/DIVERGENCE
- 28. Project 1
- 31. Role of Technology in the Service Encounter Technology Technology Technology Technology Technology Customer Customer Server Server Server Server Server Customer Customer Customer D. Technology-Mediated Service Encounter E. Technology-Generated Service Encounter A. Technology-Free Service Encounter B. Technology-Assisted Service Encounter C. Technology-Facilitated Service Encounter
- 32. Evolution of Self-service Service Industry Human Contact Machine Assisted Service Electronic Service Banking Teller ATM Online banking Grocery Checkout clerk Self-checkout station Online order/ pickup Airlines Ticket agent Check-in kiosk Print boarding pass Restaurants Wait person Vending machine Online order/ delivery Movie theater Ticket sale Kiosk ticketing Pay-for-view Book store Information clerk Stock-availability terminal Online shopping Education Teacher Computer tutorial Distance learning Gambling Poker dealer Computer poker Online poker
- 39. Electronic and Traditional Services
- 41. Economics of Scalability Dimensions High Scalability Low E-commerce continuum Selling information (E-service) Selling value- added service Selling services with goods Selling goods (E-commerce) Information vs. Goods Content Information dominates Information with some service Goods with support services Goods dominate Degree of Customer Content Self-service Call center backup Call center support Call center order processing Standardization vs. Customization Mass distribution Some personalization Limited customization Fill individual orders Shipping and Handling Costs Digital asset Mailing Shipping Shipping, order fulfillment, and warehousing After-sales service None Answer questions Remote maintenance Returns possible Example Service Used car prices Online travel agent Computer support Online retailer Example Firm Kbb.com Biztravel.com Everdream.com Amazon.com
Notas del editor
- Companies may counter the competitive forces they face with one or more of five competitive strategies: Cost Leadership Strategies . This involves becoming a low-cost producer of products and services in the industry. Such firms can also help their suppliers or customers reduce costs. Differentiation Strategies . This involves making the products of the firm distinct from those of the competition in the marketplace. Differentiation variables valued by the market reduce the threat of substitution. Innovation Strategies . This involves finding new ways of doing business. This may involve developing new products, entry into new markets or radical change in business processes for production or distribution. Growth Strategies . This involves significantly expanding a company's capacity to produce goods and services, expanding into global markets, diversifying into new products or services, or integrating into related products and services. Alliance Strategies . This involves forming new business relationships or new ways of doing business with existing suppliers, customers, consultants, or even competitors. Such linkages may include mergers, acquisitions, joint ventures, or "virtual companies" (the pooling of resources on a per project basis). Teaching Tips This slide relates to the material on pp. 50-51.