Chapter 7: Service Delivery Process

The manner in which “operational competitiveness” is embraced by various service firms can be described by all the following stages except:
1. available for service
2. marketing and operations
3. journeyman
4. distinctive competencies achieved
5. world-class service delivery
Customers ultimately determine:
1. the type of demand
2. the levels of marketing effectiveness and operational efficiency
3. the cycle of demand
4. the length of the service experience
5. all of the above
The place within an organization where its primary operations are conducted is called:
1. technical core
2. organizational point
3. factory
4. main system
5. none of the above
The strategy of breaking up large, unfocused plants into smaller units buffered from one another so that each can be focused separately is referred to as:
1. the perfect-world model
2. operations segmentation
3. the plant-within-a-plant concept
4. operations segregation
5. management by focus
The major goal of the plant-within-a-plant-concept is to:
1. produce a variety of services in one location
2. reduce operating costs
3. provider quicker response times to market demand
4. break up large, unfocused plants into smaller units buffered from
  one another so that each can be focused separately
5. none of the above
According to Thompson's Perfect-world model, perfect efficiency occurs
when:
1. employees understand their jobs
2. role congruence occurs between customers and employees
3. inputs, outputs, and quality happen at a constant rate and remain known
  and certain
4. customer needs are being met
5. when the operation concentrates on performing one particular task in one
  particular part of the plant
Strategies to increase the efficiency of service operations include all of the
following except:
1. buffering
2. smoothing
3. anticipating
4. rationing
5. all the above
The strategy that resorts to triage when the demands placed on the system by the environment exceed its ability to handle them is referred to as:
1. buffering
2. smoothing
3. anticipating
4. rationing
5. allocating
The strategy that surrounds the technical core of the operation with input
and output components is called:
1. buffering
2. smoothing
3. anticipating
4. rationing
5. all the above
Which of the following strategy is not on the list regarding overcoming some of the problems of service operations?
1. isolating the technical core
2. production-lining the whole system
3. creating flexible capacity
4. increasing customer participation
5. maximizing the servuction system
The objective of decoupling is:
1. separating consumption in time and space
2. unbundling services so that the may be purchased separately
3. separating the technical core of the operation from the high customer
  contact areas of the firm so that efficiencies may be achieved
4. managing consumers so that they do negatively influence one anothers
  service experience
5. separating co-workers who, due to their differences, decrease the
  operational efficiency of the system
Production-lining a service operation can be achieved through:
1. utilizing hard technologies
2. customizing services
3. utilizing soft technologies
4. meeting individual customer needs
5. a and c
With regards to the concept of "production-lining", the rules, regulations, and procedures that facilitate the production of a standardized product are called:
1. guidelines
2. specifications
3. soft technologies
4. organizational standards
5. codes of conduct
Soft technologies refer to:
1. the personal touches that ultimately lead to customer satisfaction
2. flexible rules that can be bent to meet customer needs
3. guidelines that permit employee empowerment
4. hardware that facilitates the production of a standardized product
5. rules, regulations, and procedures that facilitate the production of a
  standardized product
An Automatic Teller Machine (ATM) is an example of:
1. hard technology
2. soft technology
3. the perfect-world-model
4. complexity
5. divergence
One of the most common techniques used to analyze and manage
complex processes is:
1. CAD analysis
2. blueprinting
3. sequencing
4. process analysis
5. decoupling
Blueprints identify all of the following process steps except:
1. the direction in which processes flow
2. the time it takes to move from one process to the next
3. the costs involved with each process site
4. the amount of inventory build-up at each step
5. all the above are identified in a flowchart
With regards to constructing a service blueprint, the time required to perform one activity at one station is called:
1. process time
2. activity time
3. maximum output per hour
4. operation time
5. bottleneck time
The following question is based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E.

What is the activity time for Counter C?
1. 10 seconds
2. 20 seconds
3. 30 seconds
4. 45 seconds
5. 60 seconds
The following question is based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E.

What is the process time for Counter E?
1. 10 seconds
2. 15 seconds
3. 20 seconds
4. 30 seconds
5. 60 seconds
The following question is based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E.

Which of the following counters produces a maximum output per hour of
240 customers?
1. Counter A
2. Counter B
3. Counter C
4. Counter D
5. Counter E
The following question is based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E.

How many customer can this cafeteria process in an hour?
1. 360
2. 120
3. 90
4. 240
5. 180
The following question is based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E.

Based on its current configuration, the cafeteria's service cost per meal is:
1. $42.00
2. $ .11
3. $ .46
4. $ 2.14
5. $ .62
The following question is based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E.

Where is the bottleneck located in this example?
1. Counter A
2. Counter B
3. Counter C
4. Counter D
5. Counter E
The following question is based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E.

If an extra counter is added at the bottleneck location, how many customers can the cafeteria process in an hour?
1. 360
2. 120
3. 90
4. 240
5. 180
The following question is based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E.

If an extra counter is located at the bottleneck location, what is the new service cost per meal?
1. $49.00
2. $ .52
3. $ .46
4. $ 2.14
5. $ 1.90
A service operation consists of four stations. Station One can process 150 customers per hour. Station Two can process 300 customers per hour. Stations Three can process 100 customers per hour, and Station Four can process 150 customers per hour. What is the maximum number of customers the entire operation can process in an hour?
1. 700
2. 300
3. 150
4. 100
5. none of the above
The __________ is calculated by dividing the activity time by the number of locations at which the activity is performed.
1. service cost per meal
2. maximum output per hour
3. process time
4. activity time
5. bottleneck time
The most common mistake made when constructing a service blueprint is:
1. bottlenecks are not identified correctly
2. failure points are not identified correctly
3. the blueprint is one-sided
  -representing only the firm's perception of the process
4. script norms are misunderstood
5. the time frame for service execution is miscalculated
Which of the following is not a step in the construction process of a service
blueprint?
1. obtaining scripts from both customers and employees
2. segmenting customers based on the content of the script
3. dentify steps in the process where the system can go awry
4. calculating the time frame for service execution
5. analyzing the profitability of the system
A volume-oriented positioning strategy is achieved by:
1. increasing divergence
2. reducing divergence
3. increasing complexity
4. reducing complexity
5. unbundling the service
The positioning strategy that increases divergence so that the operation can tailor the service experience to each customer is referred to as:
1. niche positioning strategy
2. volume-oriented positioning strategy
3. specialization positioning strategy
4. penetration strategy
5. market diversification strategy
A specialization positioning strategy is accomplished by:
1. increasing divergence
2. reducing divergence
3. increasing complexity
4. reducing complexity
5. unbundling the service
The positioning strategy that increases complexity by adding more services and/or enhancing current services to capture more of the market is referred to as:
1. niche positioning strategy
2. volume-oriented positioning strategy
3. specialization positioning strategy
4. penetration strategy
5. market diversification strategy
Divesting an operation of different services and concentrating on providing only one or a few services in order to pursue a specialization position strategy is called:
1. increasing divergence
2. reducing divergence
3. increasing complexity
4. unbundling the service
5. none of the above

Chapter 7: Service Delivery Process

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