Service Design and Layout Types Quiz

The idea that value is not created solely by companies, but is co-created through interactions between customers and companies' offerings.

Services are intangible and often involve direct interaction with the customer, leading to more variability and uncertainty compared to manufacturing processes.

Goods provide access to the skills and expertise of those who made them. Therefore, even buying a product is essentially a service transaction.

The direct interaction between customers and service providers.

The behind-the-scenes operations that support the front office.

A framework classifying service types using the degree of interaction/customization and labor intensity.

The tangible features of a service that customers can directly perceive, such as the quality of food or the attitude of a waiter.

The intangible or psychological benefits of a service that customers may only sense vaguely, such as the privacy of a loan office or the security of a well-lit parking lot.

The process of arranging resources and tasks within a service operation to maximize efficiency and flow.

A service layout where services are organized in a specific order, like an assembly line, for high-volume, standardized services.

A service layout designed to group related services together, like different departments in a hospital.

A service layout where similar functions are grouped together, like different sections in a library.

A service layout where the service provider comes to the customer, like a mobile mechanic or a house painter.

The maximum level of activity an operation can handle under normal conditions within a defined period (e.g., how many meals a restaurant can serve per hour).

Factors that drive a business to expand internationally (e.g., saturated local markets, reduced global trade barriers, and convergent consumer tastes).

The difference between the amount of service a business can provide and the actual demand for that service (e.g., a restaurant having empty tables during off-peak hours).

Factors that influence a customer's decision to choose a specific service provider, like Price, Quality, or Guarantees.

Aspects of a service that are considered basic and essential for any provider to be taken seriously (e.g., cleanliness for a restaurant or safety for an airline).

Strategies to expand a service operation into new markets, such as offering new services, targeting new customer segments, or expanding geographically.

The chain of activities connecting employee satisfaction, customer loyalty, and profitability (e.g., satisfied employees lead to excellent service, attracting loyal customers and higher profits).

A factor that can negatively impact the success of a service (e.g., a mechanic failing to fix a car, rude customer service, or a delayed delivery).

The process of customizing services to meet individual customer needs and preferences (e.g., tailoring a financial plan to a client's specific financial goals).

The ability of a service to consistently deliver as promised, on time, and with good quality (e.g., a mechanic fixing a car correctly on the first try).

Characteristics or features customers take for granted. They are essential for a basic level of satisfaction. For example, clean sheets and hot water in a hotel.

Features that customers appreciate more of, leading to increased satisfaction as they are better met. For example, response time for room service in a hotel.

Features that go beyond expectations and delight customers in a positive way. For example, a complimentary bottle of wine upon arrival at a hotel.

Features that annoy customers, potentially undoing any positive elements of the service. For example, a malfunctioning TV in a hotel room.

An effective method to signal service quality and ensure internal processes are refined. It's a way to guarantee customer satisfaction.

A strategy aimed at retaining every customer who is profitable to serve. It focuses on making each customer feel valued and ensuring their loyalty.

A positive approach to handling customer complaints, ultimately leading to increased satisfaction and loyalty. It aims to turn a negative experience into a positive one.

A questionnaire-based method used to measure customer perceptions of service quality. It evaluates the gap between expected and perceived service.

The difference between what a customer expects and their actual perception of a product or service. This gap determines the customer's perceived quality.

The interconnected network of suppliers, service providers, consumers, and supporting businesses involved in creating and delivering services. It encompasses the entire process from raw materials to the final service delivery.

The process of managing information, processes, resources, and service performance throughout the entire service supply chain, from the initial supplier to the end customer.

The core of effective service supply chain operation. This includes mutual understanding, dependable collaboration, and a commitment to shared success between the various entities in the supply chain.

The fact that customers often play an active role in the service creation process, directly contributing to the final service output.

Services with a two-way flow of information and resources: Customers provide input, the service provider transforms it, and the output goes back to the customer.

A situation where outsourcing fails to deliver expected results, often due to factors like cost-centric decision making, neglecting security considerations, inadequate planning, lack of communication, and poor transition management.

A phenomenon where individuals develop a stronger liking for products or services they have actively contributed to, even if they are objectively of lower quality. This is similar to taking pride in a homemade cake.

The integration of technology into service encounters, enabling customers to access and manage services independently. Examples include online banking, self-service checkouts, and automated customer support.

Services where the customer is not just a recipient, but also actively contributes to the creation of value. This makes the interactions more complex and requires careful attention to both provider and customer perspectives.

The process of delivering a service from the perspective of the service provider. This includes all the actions and resources involved in providing the service to the customer.

The subjective experience of a customer during their interaction with a service. This includes their feelings, thoughts, and overall satisfaction with the service.

The dynamic and fluctuating nature of service supply and demand, often leading to unpredictable variations in service capacity and output. This is similar to the 'bullwhip effect' in supply chains.

The collaborative creation of value between companies and customers. Companies provide resources and capabilities, while customers actively contribute their needs, preferences, and knowledge.