Service firms often find themselves in a three-cornered fight between:

Services that occur without interruption, confusion, or hassle to the customer is called:

__________ is a firm's view toward planning its operations according to market
needs.

__________ refers to tasks such as the design of the product, its pricing, its packaging, and its promotion.

The department within the firm that traditionally acts as an advocate for the
consumer is:

The variety of relationships between marketing and other functions within the organization can be illustrated by:

The three tiers that make-up the Three-Tiered Services Model are:

Within the Customer Tier, experts believe that businesses now have a fairly good understanding of __________.

Security, esteem, and justice are types of __________ that are often
unrecognized by customer's themselves.

Customer competencies can be described as:

The location of the "human resource trap" that makes the mistake of placing the
full burden of "moments of truth" upon contact personnel is within:

Recruitment, selection, training, and socialization are important steps within:

The tier that it ultimately responsible for developing a service logic that runs
throughout the firm is:

__________ stresses cost containment and cost reduction through mass
production

Each department within an organization is driven by its own internal logic.
Which of the following statements most accurately reflects operations logic?

__________ stresses providing customers with options that better enable the
service offering to meet individual customer needs.

Each department within an organization is driven by its own internal logic.
Which of the following statements most accurately reflects a marketing logic?

__________ stresses recruiting quality personnel and developing training
programs that enhance the performance of existing personnel.

Each department within an organization is driven by it' own internal logic.
Which of the following statements most accurately reflects human resources logic?

The use of interfunctional task forces and interfunctional transfers are an attempt
to change the organization's culture through:

Typical approaches to changing the organizational culture by changing the
structure of the organization include:

In the effort to create a more customer-focused organization, one of the approaches to changing the culture through structure is:

Revamping the firm's evaluation and promotion procedures are attempts
to change the organization's culture through:

If XYZ company hires a new manager from outside the firm as opposed to
promoting someone from within, the company may be attempting to change
the culture of the organization through:

Programs such as "putting the customer first" and "change the way you
work" are attempts to change the organization's culture through:

The culture change program that teaches personnel that essentially "the
customer is king" is called:

The culture change program that teaches "families" of personnel to reinforce
one another on the job is called:

The culture change program that allows personnel to break the rules in the
context of serving their customers is called:

The culture change program that teaches personnel to flowchart their activities
and to re-engineer the process to better serve their customers is called:

The cultural change initiative, "change the way we work" is most directly related to:

The series of questions that force the firm to think about what drives its profits
is called:

Which one of the following service audit questions does not belong within the
profit and growth component?

Which of the following is not a major component of the service audit?

Which of the following service audit question does belong within the employee productivity component?

Which of the following service audit question does not belong within the external service value component?