Essays on Service Operations Management Assignment

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The paper “ Service Operations Management” is a meaningful variant of the assignment on management. “ The purpose and place of a service firm in the market begin with an entrepreneur’ s idea and an unmet need” (Fitzsimmons & Fitzsimmons, 2014, p. 30). The strategic service vision of any service firm describes how the company effectively identifies and addresses a need in the market (Heskett, 1986). Therefore, the strategic service vision provides a descriptive analysis of the gap which exists in the market that the company seeks to fill, how the company intends to fill the gap and how effectively the organization fills the gap.

The strategic service vision model is made up of various elements and links (Fitzsimmons, Fitzsimmons & Bordoloi, 2014). The elements describe the issues related to the need and how the company attempts to fill the need while the links describe how effective the internal processes of the organization are in helping it to effectively and profitably operate in the market. The first element, service delivery, describes how an organization uses features such as its human resources, technology, and procedures to provide quality services and differentiate its services from those of the competition (Fitzsimmons et al. , 2014).

The second element of the strategic service vision model of firms describes the important elements of strategy (Heskett, 1986). The third element, the service concept, describes how the elements of the organization in question appeal to the needs of the clients. Lastly, the target market segment describes the most important characteristics of the target markets for the service that the organization offers (Fitzsimmons et al, 2014). Application of the Strategic Service Vision to QantasThis strategic service model adequately describes Qantas Airways.

Qantas Airways is an international carrier that is based in Australia. The following is a description of the various ways in which this strategic service model adequately describes the airline. Regarding the element of the service delivery system, Qantas relies on its human resources, technology, and internal procedures to differentiate its services from those of the competition and provide barriers to entry by the competitors.

References

Bjelicic, B. (2007). The business model of low-cost airlines: Past, present and future. In S. Groß & A. Schröder (Eds), Low cost airlines: Strategies, business processes and market environment (pp. 11-30). Berlin: Erick Schmidt Verlag.

Chase, R. B., & Hayes, R. H. (1991). Beefing up operations in service firms. Sloan Management Review, 33(1), 15-26.

Dixon, M., Freeman, K., & Toman, N. (2010, July-August). Stop trying to delight your customers. Harvard Business Review.

Fitzsimmons, J.A., Fitzsimmons, M.J., &Bordoloi, S. K. (2014). Service management: Operations, strategy, information technology (8th ed). New York: McGraw- Hill.

Garcia, M. (2015, October 20). Qantas CEO shares his secrets for operating low-cost and full-service airlines together. Skift. Retrieved from https://skift.com/2015/10/20/qantas-ceo-shares-his-secrets-for-operating-low-cost-and-full-service-airlines-together/

Heskett, J. L. (1986). Managing in the service economy. Boston, Massachusetts: Harvard Business School Press.

Qantas. (2015). A strong, sustainable future: Qantas annual report 2015. Retrieved from https://www.qantas.com.au/infodetail/about/investors/2015AnnualReport.pdf

Qantas. (2014). Shaping our future: Qantas annual report 2014. Retrieved from https://www.qantas.com.au/infodetail/about/investors/2014AnnualReport.pdf

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