服務營銷第八版英文教輔TestBank-

People,Technology,Strategy

(8thedition,2016)

Chapter8:DesigningServiceProcesses

QUESTIONBANK

A.MultipleChoiceQuestions

GENERALCONTENT

1.Blueprintingisamorecomplexformof____________.

a.lineargraphing

b.flowcharting

c.non-lineargraphing

d.clusteranalysis

2.Thefirststepindevelopingaserviceblueprintis____________.

a.toreachaconsensusonwhichactivitiesaremoreimportantthanothers

b.toidentifyallthekeyactivitiesinvolvedincreatinganddeliveringtheservice

c.toidentifythelinksbetweenasetofalternativeservicepossibilities

d.toidentifythekeycustomerswhowillbeparticipatingintheservice

3.Serviceblueprints____________,andhowthesearesupportedbybackstageactivitiesandsystems.

a.enhanceservicescapefeaturessuchasfurnitureandlighting

b.complicateemployeehandlingofspecialrequests

c.clarifytheinteractionsbetweencustomersandemployees

d.diminishcustomercomplainingcapacity

4.Thelineof____________dividesfront-stageactivitiesfrombackstageactivities.

a.servicestandardsandscripts

b.physicalevidence

c.internalphysicalinteraction

d.visibility

5.WhichofthefollowingisNOTakeycomponentofaserviceblueprint?

a.Lineoftransference.

b.Lineofinteraction.

c.Lineofvisibility.

d.Front-stageactionsbycustomercontactpersonnel.

6.The____________or____________includesboththe____________and____________ofaservicefacility.

a.roll;retrieval;implicitaspects;explicitaspects

b.stage;servicescape;exterior;interior

c.stage;servicearea;customers;employees

d.roll;servicearea;front-stage;backstage

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7.Server____________ensurethatservicestaffsdothingscorrectly,asrequested,intherightorder,andattherightspeed.

a.kanbans

b.poka-yokes

c.banzais

d.sudokus

8.ServiceprocessredesigneffortstypicallyfocusonachievingallEXCEPTwhichofthefollowingkeyperformancemeasures?

a.Reducednumberofservicefailures.

b.Reducedcycletime.

c.Enhancedproductivity.

d.Increasedprofitability.

9.ServiceprocessredesigncanbecategorizedintoallEXCEPTwhichofthefollowingtypes?

a.Gettingridofnon-valueaddingsteps.

b.Shiftingtoself-service.

c.Deliveringdirectservice.

d.Separatingservices.

10.WhichofthefollowingisNOTanadvantageofself-servicetechnologies?

a.Greaterchoiceofproducts.

b.Higherperceivedlevelofcustomization.

c.Convenienceoflocation.

d.Costandtimesavings.

APPLICATIONCONTENT

11.Howmany“acts”doesamealatChezJeanconsistof?

a.Oneact.

b.Twoacts.

c.Threeacts.

d.Fouracts.

12.Banksensureeyecontactbyrequiringtellerstorecord____________onachecklistatthestartofatransaction.

a.thecustomer’seyecolor

b.thecustomer’sbankaccountnumber

c.thecustomer’saccounttype

d.thecustomer’snationality

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13.ExamplesofpreparingcustomersforserviceencountersincludeallofthefollowingEXCEPT____________.

a.printingdresscoderequestsoninvitations

b.sendingremindersofdentalappointments

c.printingguidelinesoncustomercards

d.billingcustomersforservicesrendered

14.Marriagecounselingisaservicethatrequiresa____________levelofparticipationfromcustomers.

a.minimal

b.high

c.low

d.absolute

15.TheinternetkioskwithatouchscreeninVienna,AustriaisgettingpopularforthefollowingreasonsEXCEPT____________.

a.itisconvenientlylocated

b.itsavescustomersfromhavingtodealwithotherundesirablecustomers

c.itisaccessible24/7

d.ithaseasyaccesstowebsites

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B.True/FalseQuestions

GENERALCONTENT

1.Ablueprintspecifiesinsomedetailhowaserviceprocessshouldbeconstructed.

2.Akeycharacteristicofserviceblueprintingisthatitmakeslittleornodistinctionbetweenwhatcustomersexperience“front-stage”andtheactivitiesofemployeesandsupportprocesses“backstage.”

3.Adrawbackofserviceblueprintsisthattheycannotgivemanagerstheopportunitytoidentifypotentialfailpointsintheprocesswherethereisasignificantriskofthingsgoingwronganddiminishingservicequality.

4.Blueprintscanpinpointthestagesintheprocesswherecustomerscommonlyhavetowait.

5.Partofthechallengeofimplementingpoka-yokesinservicecontextsistheneedtoaddressnotonlyservererrors,butalsocustomererrors.

6.Servicestaffpoka-yokesusuallyfocusonpreparingthecustomerfortheencounter,understandingandanticipatingtheirroleintheservicetransaction,andselectingthecorrectserviceortransaction.

7.Serviceprocessredesignencompassesreconstitution,rearrangement,orsubstitutionofserviceprocesses.

8.Customerparticipationreferstotheactionsandresourcessuppliedbycustomersduringtheserviceproductionand/ordeliveryprocess,includingallbutemotionalinputs.

9.Akeyproblemwithself-servicetechnologiesisthatsofewofthemincorporateservicerecoverysystems.

10.SSTisonlybetterthantheinterpersonalalternativeifitsavestime,provideseaseofaccess,leadstocostsavings,orsomeotherbenefits.

APPLICATIONCONTENT

11.Restaurantsareoftenquitetheatricalintheiruseofphysicalevidence(suchasfurnishing,décor,uniforms,lighting,andtablesettings).

12.“Riskofexcessivewait”pointsinarestaurantserviceblueprintprovidedinthechapteroccurmainlyinthebackstageprocesses.

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13.“Failure”pointsintherestaurantserviceblueprintprovidedinthechapteronlyoccurinthebackstageprocesses.

14.Poke-yokesoriginatedfromTotalQualityManagementmethodsinmanufacturing.

15.Agoodexampleofaservicepoka-yokeisasurgeonwhosesurgicalinstrumenttrayshaveindentationsforeachinstrument.

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C.ShortAnswerQuestions

GENERALCONTENT

1.Whatisaserviceprocess?

2.Whatisflowcharting?

3.Whatarethestepsinvolvedindevelopingaserviceblueprint?

4.Whatarethecommonlyusedtoolsforfool-proofing?

5.Howcanfirmspreventcustomerfailures?

6.Whatistheneedforserviceprocessredesign?

7.Whatarethevariouslevelsofcustomerparticipationinserviceprocesses?

8.WhatdoesSSTstandfor?

9.ListthevariousadvantagesofusingSSTs.

10.WhatthreequestionsdoesMaryJoBitnersuggestmanagersshouldputtotestintheirfirms’SSTs?

APPLICATIONCONTENT

11.Whatistheonlyfailpointintheserviceblueprintthatwaslistedasphysicalevidenceintherestaurantdrama?

12.Whataretheactsthat“restaurantdrama”canbedividedinto?

13.WhichaspectofserviceprocessredesigndidFedExemploywhenittransferredmorethan50percentofitstransactionsfromcallcenterstoitswebsite?

14.Whenarentalcarcustomerisnotinterestedinfillingoutpaperworkorprocessingpaymentandcheckoftherentalcar,thisstandsasanexampleofwhichserviceprocessredesign?

15.Howisthepatientaserviceco-creator?

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D.EssayQuestions

GENERALCONTENT

1.Listthedesigncharacteristicsofaserviceblueprint.

2.Discussthevariousstagesintheserviceprocess.

3.Discusstheimportanceofseparationofstandardsandtargets.

4.Discussthepotentialcompanybenefits,potentialcustomerbenefits,andchallengesandlimitationsofthedirectandbundledserviceapproachtomanagingtheservicedeliveryprocess.

APPLICATIONCONTENT

5.Describeanddrawaflowchartforapossessionprocessingservice.

6.Describehowpoke-yokescontributeservicesasafail-safemethod.

7.WhichkindsofservicesaretheeasiesttoofferusingSSTs.Explainwhy.

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ANSWERKEY

A.MULTIPLECHOICEQUESTIONS

GENERALCONTENT:

1-b,2-b,3-c,4-d,5-a,6-b,7-b,8-d,9-d,10-a

APPLICATIONCONTENT:

11-c,12-a,13-d,14-b,15-b

B.TRUE/FALSE

GENERALCONCEPT:

1-T,2-F,3-F,4-T,5-T,6-F,7-T,8-F,9-T,10-T

APPLICATIONCONTENT:

11-T,12-F,13-F,14-T,15-T

C.SHORTANSWERQUESTIONS

GENERALCONTENT:

1.Serviceprocessesdescribethemethodandsequenceinwhichserviceoperatingsystemswork.

2.Flowchartingisatechniquefordisplayingthenatureandsequenceofthedifferentstepsinvolvedindeliveringservicetocustomers.

3.

.Identifyallthekeyactivitiesinvolvedincreatinganddeliveringtheservicein

question

.Specifythelinkagesbetweentheseactivities

4.TotalQualityManagement(TQM)methodsinmanufacturingistheapplicationofpoka-yokesorfail-safemethodstopreventerrorsinthemanufacturingprocesses.

5.Theycanemploythethree-stepapproach:(1)systematicallycollectinformationonthemostcommonfailurepoints,(2)identifytheirrootcauses,and(3)createstrategiestopreventthefailuresidentified.

6.

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.Serviceprocessesbecomeoutdatedovertime

.Anaturalweakeningofinternalprocesses

7.

.LowParticipationLevel

.ModerateParticipationLevel

.HighParticipationLevel

8.Self-servicetechnology.

9.

.Greaterconvenience

.Greatercontroloverservicedelivery

.Lowerpricesandfees

10.DoestheSSTworkreliably?IstheSSTbetterthantheinterpersonalalternative?Ifitfails,whatsystemsareinplacetorecoverit?

APPLICATIONCONTENT:

11.Foodtaste,quality.

12.Activitiesthattakeplacebeforethecoreproductisencountered,deliveryofthecoreproduct,andsubsequentactivitieswhilestillinvolvedwiththeserviceprovider.

13.Shiftingtoself-service.

14.Eliminatingnon-valueaddingsteps.

15.Whiledoctorshavealegalandethicaldutytohelptheirpatients,theycanonlysucceedifthedoctorandpatientcooperatewitheachother.

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D.ESSAYQUESTIONS

GENERALCONTENT:

1.

.Front-stageactivitiesmaptheoverallcustomerexperience

.Physicalevidenceoffront-stageactivities-whatthecustomercanseeanduse

toassessservicequality.

.Lineofvisibilitydistinguishesbetweenwhatcustomersexperience“front-stage”

andtheactivitiesofemployeesandsupportprocesses“backstage”

.Backstageactivitiesthatmustbeperformedtosupportaparticularfront-stage

step

.Supportprocessesandsupplies

.Potentialfailpoints-failpointsarewherethereisariskofthingsgoingwrong,

resultingindiminishedservicequality

.Identifyingcustomerwaits

.Servicestandardsandtargetsshouldbeestablishedforeachactivitytoreflect

customerexpectations

2.

.Pre-processstagewherethepreliminariesoccur,suchasmakingareservation,

parkingthecar,gettingseated,andbeingpresentedwiththemenu.

.In-processstagewherethemainpurposeoftheserviceencounterisaccomplished,

suchasenjoyingthefoodanddrinksinarestaurant.

.Post-processstagewheretheactivitiesnecessaryfortheclosingoftheencounter

happens,suchasgettingthecheckandpayingfordinner.

3.

.Firstly,thecorrect(i.e.,customer-driven)standardsgetcommunicatedtoand

internalizedbytheorganization.

.Secondly,whenimplementedwell,processownersanddepartmentorbranch

managerswill,overtime,raisetheirperformancelevelsthroughcontinuousandincrementalimprovementstobringthemmoreinlinewithcustomerexpectations.

.Thirdly,itfacilitatesbuy-inandsupportforthe(tough)servicestandardsasitalso

provideslatitudetomanagementandstaff.

4.DirectApproach:

Potentialcompanybenefitsofthedirectserviceapproachincludeeliminatingstorelocations,expandingthecustomerbase,andcompanydifferentiation.Thisisbecausethedirectapproachtakesaservicetoacustomer.Thebenefitstocustomersincludeincreasedconvenienceandimprovedaccesstotheservice.Challengesandlimitationsinvolvedindirectserviceincludelogisticalburdens,cost,andaneedforcredibilityandtrust.Reducingphysicallocationsisoftentradedforanincreasein

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fieldstaffandvehicles,whichthenmustefficientlytravelfromonelocationtoanothertoservecustomers.

BundledApproach:

Potentialcompanybenefitsofthebundledserviceapproachincludecompanydifferentiation,customerretention,andincreasedpercapitaserviceuse.Theseareduetocustomerspayingslightlylessforeachcomponent,butmoreoverall,becauseofthecombinationofservices.Potentialbenefitstothecustomerincludeincreasedconvenienceandcustomizedservice.Customersarebetterservicedbecausetheydonothavetointeractwithmultipleserviceorganizationstoachievemultiplesimilarobjectives.Challengesandlimitationsincludeanextensiveunderstandingofthetargetcustomerandtheperceptionofwastefulness.

APPLICATIONCONTENT:

5.WhenyouuseyourDVDplayer,thepicturequalityontheTVscreenispoor.Fedupwiththesituation,yousearchtheonlineYellowPagestofindarepairstoreinyourarea.Atthestore,theneatly-dressedtechnicianchecksyourmachinecarefullybutquickly.Hetellsyouthatitneedstobeadjustedandcleaned.Youareimpressedbyhisprofessionalmanner.Theestimatedpriceseemsreasonable.Youarealsopleasedthatrepairsareguaranteedfor3months,soyouagreetotheserviceandaretoldthattheplayerwillbereadyinthreedays’time.Thetechniciandisappearsintothebackofficewithyourmachineandyouleavethestore.Whenyoureturntopickuptheproduct,thetechnicianexplainstheworkthathedidanddemonstratesthatthemachineisnowworkingwell.Youpaytheagreedpriceandleavethestorewithyourmachine.Backhome,youplugintheplayer,insertaDVD,andfindthatthepicturehasmuchimprovednow.SeeFigure

8.2forthediagram.

6.Serverpoka-yokesensurethatservicestaffdoesthingscorrectly,asrequested,intherightorder,andattherightspeed.Examplesincludesurgeonswhosesurgicalinstrumenttrayshaveindentationsforeachinstrument.Foragivenoperation,alloftheinstrumentsarenestedinthetraysoitisclear