Essays on The Global Service Economy Growth Trend Coursework

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The paper "The Global Service Economy Growth Trend" is a great example of macro and microeconomics coursework.   The services operation management is used to refer to the decisions activates and operation managers responsibilities within a service organization. On the other hand, service operation management's main concern is in the delivery of services to the customers and involves an understanding of service needs to a target group. Other aspects contained in this case include managing the process of service delivery, making sure that the set goals and objectives are met, and there is the continued improvement of the services (Parker, Waller, & Xu, 2013).

In many countries in the world, service operations are the main economic activities. Additionally, the growth of GDP in many countries has been due to the development of these sectors of the economy. The service organizations respond to the customer requirements with the aim of satisfying their needs and leaving a particular experience in their minds through a service delivery system. This paper intends to confirm that the service economy has developed within the last decade and try to find out whether the trend might continue or not. The service systems The service system ranges from personal aspects such as an architect with extensive skills to social service Centrelink in Australia, a business like KFC, or a charity organization like Red Cross.

People’ s beliefs, language norms, attitudes make a service system and are likely to evolve over time as a result of individuals' adjustment to novel circumstances. This makes the service system complex and partially designed and evolving (Johnston, & Clark, 2008). The way these systems are designed enables delivery of services, and each of them is both a service provider offering multiple types of services.

Whenever a service operations management is designing a service system, they endeavor to apply a complementary economic network or rapidly develop and scale up the service. For instance, internet providers create a service system whereby an increased number of people and businesses use the internet and the more value that the internet holds for the service provider and the users in the system. Innovation In the service system requires technologies, value proposition, and demand management integration. The process of measuring the service is challenging whereby a certain person's measure of excellent services can be an acceptable service to another person (Johnston, & Clark, 2008).

This implies that as the service economy is being termed, as having developed a person’ s measure of excellence in service may be an unacceptable service to another person. This clearly indicates that there are varying influencing factors that determine a person’ s acceptable and excellent service. This is despite the fact that there are lived experiences of similar services that can be benchmarked against. Additionally, the significance of emotional factors in the assessment of the quality of the service is worth addressing.

This is one way, or the other contribute to the developments being experienced in this economy. Individual satisfaction, emotional reward, a feeling of trust, self-actualization, and perceived trust are just some of the emotional considerations in this in the service operations system (Parker, 2012). Customer pleasure emanates or is a response that they give due to a number of series activates that are designed in a way that enhances the level of customer satisfaction.

This is the emotion that customer’ s experience measured against preoccupied expectations. However, damaged merchandise can be exchanged using a receipt in a specified period, but replacing poor services is not possible.

References

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Johnston, R., & Clark, G. (2008). Service operations management: improving service delivery. Pearson Education.

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Parker, D. (2012). Service operations management: the total experience. Edward Elgar Publishing.

Parker, D., Waller, K., & Xu, H. (2013). Private and public services: productivity and performance migration. International Journal of Productivity and Performance Management, 62(6), 652-664.

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