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9. Contracting in a supply chain
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10. Innovation and new product development (INPD)
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Printable Handouts
Navigable Slide Index
- Introduction
- Why study service operations?
- What is operations?
- Characteristics of services
- Overview
- Strategic service vision
- Academic literature
- Basic principles of de-coupling
- De-coupling
- Managerial implications
- Human resource practice models
- Practitioner literature
- Restaurant service blueprint
- De-coupling and cost
- De-coupling and rounding of small numbers
- De-coupling and variance reduction
- Cost problems
- De-coupling and flexibility
- De-coupling and service quality
- De-coupling, service quality, and speed
- De-coupling: benefits and disadvantages
- Back-office decoupling strategies
- Consistent functional choices for de-coupling strategies (1)
- Consistent functional choices for de-coupling strategies (2)
- Consistent functional choices for de-coupling strategies (3)
- Retail loan processing activities
- Modeling services de-coupling
- Industry analysis: Nashville, TN retail lending
- Summary
- Thank you
This material is restricted to subscribers.
Topics Covered
- Back-office
- Front-office
- De-coupling
- Coupling
- Cost problems
- Variance reduction
Talk Citation
Metters, R. (2024, April 30). Service operations strategies [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved October 31, 2024, from https://doi.org/10.69645/YOYD7890.Export Citation (RIS)
Publication History
Transcript
Please wait while the transcript is being prepared...
0:00
Welcome to Service
Operations Strategies.
I'm your narrator
Rich Metters from
the Mays Business School,
Texas A&M University.
0:11
So, you might ask yourself,
why do we have a
separate session
just on service operations?
There are two main
reasons for this.
First of all, service firms
and the service portion of
manufacturing firms
dominate the economies
of all Western countries.
In fact, worldwide,
the World Bank
says that the service sector is
larger than the
manufacturing sector
in every country in the globe,
including some manufacturing
giants like China,
but that's not enough.
The second reason
is also very important that
the tools that are
appropriate for
manufacturing firms are often
not transferable into
a service environment.
A service environment
is special enough
that it requires
its own strategies.
0:55
Let's be specific about
what type of strategy
we're talking about.
We're talking about operations
strategy, not general strategy.
We're not going to be
talking here about
the five forces of order
instead, let's figure
out what operations is.
The traditional definition is
the transformation process.
That is you have
inputs on one side,
outputs on the other,
and what operations
is, is the act of
combining all of those
inputs, the people you have,
the technology,
the raw materials,
into the outputs on the other
side, into the services.
In terms of who is in
the operations function,
it turned out to be
the vast majority
of people in a firm.
It takes very few people to
actually run the
marketing department.
Very few people to
figure out where to
put the money from the firm
in the treasury department,
but in the operations
department,
you're typically
talking about 80%
or more of the firm
involved in that area.