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Gase Study: Sullivan's Auto World
Provide a reportf or Carol Sullivan-Diazo n how she might improvet heposition of the organisation. Your analysls can include both short and
medium-term policies. You shourld use service encounter and recovery,process( includingb lueprint)s, eryiceq ualitya nd services trategyc oncepts.
指导美国ESSAY Analysiss hould be restrictedt o the nrateriali n the case.-fhereport work
should include both analysis and a series of recommendationst,h erecommendationcsa n includeb othc hangest o be made recommendationtos
keepp artso f the organisatiounn changed.Y ou mightf ind it usefult o treatt hesalesa nd serviced epartmenst eparatelyt,h isw ille nabley out o evaluateth em
differentlyw hen requiredb y the differentf unctionsb ut also enable you tocomparet he two departmentws herer elevantto strengthenth e analysis.
-l-herecommendationss hould be prioritiseda nd give where relevant anapproximatein dicationo f the timet heyw ouldt o taket o irnplement
Your assignmensth ouldc riticallya ppraiseth e followinga reas:
. servicee ncountera nd customers atisfaction
. measuremenot f customers atisfaction
. a flow chart for servicing
. serviceq uality
o servicer ecoveryu singt he angrys howroomc ustomera s an exarnple
. services trategyfo r the organisation
YourA ssignmenst houldb e presenteda s WrittenR eport
Word Limit 25AA Words
Sullivan's Auto World
Viewedf romW ilsonA venue,t he dealersl'ripr esenteda festives ight.Stringso f triangulapr ennantsin red,w hite,a nd bluef lutteredg ailyi n the late
afternoonb reeze.R owso f new modelc arsg leameda ndw inkedi n thesunlightG. eraniumsg racedt he flowerbedso utsidet he showroome ntranceA.
huger otatings igna t the cornero f WilsonA venuea nd Route2 3 sportedt he
Fordl ogoa nd identifietdh e businessa s Sullivan'sA utoW orld.B annersb elowurged "Let's Make a Deal!"
Insidet he handsomeh, iglrc eilingeds howroomt,h reeo f the new model
Fordsw ereo n display- a dark-blues tationw agon,a red convertiblea,n d awhiteT hunderbirdE. achw as polishedto a highs heen.T wo groupso fcustomersw erec hattingw iths alespeoplea,n d a middle-agemd an sat in thedriver'ss eato f the convertibles, tudyingth e controls.
Upstairsin the comfortablfyu rnishedg eneralm anager'so ffice,C arol
Sufifv an-Diafzi nishedr unninga nothers preadsheeatn alysiso n the computer.Shef eltt ireda ndd epressedH. erfatherW, alterS ullivanh, add iedf ourweeks
earlier at the age of 56 of a sudden heart attack. As executor of his estate, thebankh ada skedh erto temporarilay ssumet he positiono f generaml anagero f
the dealershipT.h e onlyv isiblec hangesth ats he hadm adet o herf ather'sofficew erei nstallingth e computear nd printer,b uts he hadb eenv ery busyanalyzintgh e currenpt ositiono f the business.
Sullivan-Diazdindo t liket he looko f the numberso n the printoutA. utoWorld'sf inanciasl ituationh ad beend eterioratinfgo r 1Bm onthsa, nd it had#p#分页标题#e#
beenr unningi n the redf orthe first halfo f the currenty ear.l \ew car salesh addeclinedr,e l'lectinhgi ghi nteresrt atesa nda turndownin the regional
economyM. arginsh adb eens queezedb y promotionas ndo there ffortst omoven ew carso ff the lot. Industryfo recastso f futures alesw ere
discouraginga,n d so wereh ero wnf inanciapl rojectionfso rAutoW orld'ss alesdepartmentS. eruicer evenuesw, hichw ereb elowa veragefo r a dealershipo f
thiss ize,h ada lsod eclineda, lthoughth e seruiced epartmenstt illm adea
small surplus.
Hads he had madea mistakela stw eek,C arolw onderedi,n turningdownB illF roelich'os ffert o buyt he business?lt wast ruet hatt he priceofferedh ad beens ubstantiallbye lowt he offerf rom Froelichth at her fatherhad rejectedtw o yearse arlierb, utt he businessh adb eenm orep rofitablethen.
TheS ul l ivanF ami ly
WalterS ullivanh adp urchasead smallF ordd ealershiipn 1971,renamedit SullivanA uto,a nd builti t up to becomeo ne of the bestk nowni n
the metroa rea.S ix yearsb ack,h e had borrowedh eavilyt o purchaseth ecurrents itea t a majors uburbanin tersectionin, an areao f townw ith many
new hor-rsindge velopments.Thereh asb eena dealerslliopn the site,b utt he buildingws ere3 0
yearso ld.S ullivanh adr etainedth e servicea nd repairb ays,b utt ornd ownt heshowroomin fronto f them,a nd replacedit by an attractivem odernf acility.O n
movingt o the newl ocationw, hichw as substantialllya rgerthanth e old one,he had renamedh isb usinessS ullivan'As utoW orld.
Everybodyh ads eemedt o knowW alt SurllivanH.e hadb eenaconsummatesh owmana nde ntrepreneuar,p pearingin hiso wnr adioa nd
televisionc ornmercialasn da ctivei n cornnrurriatyf fairs.H isa pproachto carsalesh ade mphasizedp romotionsd,i scountsa, ndd ealsi n ordert o maintain
volume.H e was neverh appierth anw henm akinga sale.CarolS ullivan-Diaaz,g ed2 8,w as the eldesto f Waltera nd Carmen
Sullivan'tsh reed aughtersA. ftero btaininga bachelor'ds egreei n economics,she hadg oneo n to takea n MBAd egreea nd hadt hene mbarkedo n a careerin healthc arem anagemenSt.h ew as marriedto Dr. RobertoD iaz,a surgeonat St. Luke'sH ospitalH. erZ }-yearo ldt wins istersG, aila ndJ oannew, howerec olleges ophomoresli,v edw itht heirm other.
As a colleges tudentS, ullivan-Diahza dw orkedp art-timein herf athersbusinesso n secretariaaln d bookkeepintga sks,a nda lsoa s a servicew riteri n
the serviced epartments:o shew as quitef amiliarwithth e operationso f thedealershipA.t businesss chools, heh add ecidedo n a careeri n healthc aremanagemenAt. fterg raduations,h e hadw orkeda s an http://www.ukassignment.org/daixieEssay/meiguoessaydaixie/executivea ssistanttothe presidenot f St. Luke's,a larget eachingh ospitalT. wo yearsl ater,s he
joinedM etropolitaHn ealthP lan,a largeh ealthm aintenanceo rganization
(HMO),a s assistandt irectoro f marketing- a positions he had now heldf or#p#分页标题#e#
almostt l'rreey ears.H er responsibilitieinsc ludeda ttractingn ewm embers,
complainht andlingm, arketr esearcha, nd memberr etentionp rograms.
Carol'se mployerh adg ivenh era six-weekle aveo f absenceto put herfather'sa ffairsi n order.S hed oubtedt hats he coulde xtendt hatl eavem uch
beyondt he two weekss tillr emainingN. eithers he noro therf amilym emberswerei nterestedin makinga careero f runningt he dealershipH. owevers, hewas preparedto taket imeo utf romh er healthc arec areert o worko n aturnaroundif thats eemeda viablep ropositionS. he had beens uccessfuiln
her presenjto b and believedit wouldn ot be difficultto finda notherh ealthmanagemenpt ositionin the future.
The Dealership
Likeo therc ar dealershipsS,u llivan'sA utoW orldo peratedb oths alesand serviced epartmentso, ftenr eferredto in the tradea s "fronte nd" and"backe nd,"r espectivelyH.o weverA, utoW orldd id not havea bodys hopf orrepairingd amagedb odyworkB. othn ewa nd usedv ehiclesw eres old,s inceahighp roportiono f newc ar andv an purchasesin volvedtr adingi n thepurchaser'esx istingv ehicleA. utoW orfdw oulda lsob uy low-mileagues edcarsa t auctionf or resale.P urchaserws ho decidedt hatt heyc ouldn ot affordanewc arwoLtldo ftenb uya "pre-ownedv"e hiclei nsteadw, hiles hoppersw ho
camei n lookingfo r a usedc ar coulds ometimesb e persuadedto buy a newone.
Thef ronte nd of the dealershipe mployeda salesm anagers, even
salespeoplea,n officer nanagera, nda secretaryO. neo f the salespeopleh ad
givenn oticea ndw ouldb e leavinga t the end of the followingw eek.T he
serviced epartmentw, henf ullys taffedc, onsistedo f a servicem anagera,
partss upervisorn, inem echanicsa,n dt wo servicew riters.
-[he
Sullivanfu vins
oftenw orkedp art-timea s servicew ritersf,i llingi n at busyp eriodsw, heno ne
of the otherw ritersw as sicko r on vacationo, r when- as currently- therew as
an unfi lledv acancy.T hej ob entaileds chedulinga ppointmentfso r repairsa nd
maintenancew,r itinge achw orko rder,c allingc ustomersw ithr epair
estimatesa, nd assistingc ustomersw hent hey returnedto picku p the cars
and pay for the work that
had been done.
Sullivan-Diakzn ewf rom hero wn experiencea s a servicew ritert hat it
courldb e a stressfrj-orlb . Fewp eoplel ikedt o be without heirc ar,e venf or a
day.W hena car broked owno r was havingp roblemst,h e ownerw as often
nervousa bouth ow longi t wouldt aket o get it fixeda nd,i f thew arrantyh ad
expiredh, ow mucht he labora nd paftsw ouldc ost.C ustomerws ereq uite
unforgivinwg hena problemw as notf ixedc ompleteloy n the firsta ttempta nd
they hadt o returnt heirv ehiclefo r furtherw ork.
Majorm echanicafal iluresw eren ot usuallyd ifficultto repaira, lthough
the partsr eplacemencto stsm ightb e expensivel.t was oftent he "littlet"h ings
likew aterl eaksa ndw iringp roblemsth atw eret he hardesttod iagnosea nd#p#分页标题#e#
correcta, nd it mightb e necessarfyo r the custometro returnt wo or three
timesb eforea problemw as resolvedI.n theses ituationsp,a rtsa nd materials
costsw erer elativellyo w,b ut laborc ostsm ountedu p quicklyb, eingc harged
out at $40a n hour.C ustomersc ouldo ftenb e quitea busivey, ellinga t service
writerso vert he phoneo r arguingw iths ervicew ritersm, echanicsa, nd the
servicem anagerin person.
Turnoverin the servicew riterjo b was high,w hichw as one reasonw hy
Carol- and morer ecentlyh ers isters- hado ftenb eenp ressedin tos erviceb y
theirf athert o "holdt hef ort"a s he describedit . Moret hano nre, she hads een
an exasperatesde ruicew riters napb acka t a complainincgu stomero r hang
up on one whow as beinga busiveo vert he telephoneG. aila ndJ oannew ere
currentlyta kingt urnst o covert he vacantp ositionb, utt herew eret imesw hen
botho f themh adc lassesa ndt he dealershiph ado nlyo ne servicew ritero n
d uty.
By nationasl tandardsS, ullivan'As utoW orldw as a medium-sized
dealerships,e llinga round' 1
,100c arsa year,e quallyd ividedb etweenn ew
and usedv ehiclesl.n the mostr ecenty ear,i ts revenuesto taled$ 23.1m illion
fromn ewa nd usedc ars alesa nd $2.51m illionf roms ervice( includingp arts)-
downf rom$ 26.5m illiona nd$ 3.12m illionr,e spectiveliyn, t he previousy ear.
Althoughth e unitv alueo f car salesw as high,t he marginsw ereq uitel ow.T he
reversew ast ruef or serviceI.n dustryg uidelines uggestedth att he
contributiomn argin( knowna s the departmentasle llingg ross)f romc ar sales
shouldb e about5 .5 percenot f salesr evenuesa, ndf roms eruicea, round2 5
percento f revenuesl.n a typicadl ealership6,0 percenot f the sellingg ross
camef roms alesa nd4 0 percenftr oms erviceT. he sellingg rossw as then
appliedt o fixede xpensess, ucha s administrativsea lariesr,e nto r mortgage
paymentsa nd utilities.
Fort he mostr ecent1 2 monthsa t AutoW orld,S ullivan-Diahza d
determinedth atthes ellingg rossf iguresw ere4 .6 percenta nd2 4 percent,
respectivelyb,o tho f theml owert hani n the previousy eara nd insutficientot
covert he dealership'fsix ede xpensesH. erf atherh adm aden o mentiono f
financiadl ifficultieasn ds he hadb eens hockedt o learnf romt he banka fterh is
deatht hatA utoW orldh adb eent wo monthsb ehindi n mortgagep aymentso n
the propertyF. urthera nalysisa lsos howedt hata ccountsp ayableh ad also
risens harplyin the previouss ix months.F ortunatelyth, e dealershiph elda
largei nsurancep olicyo n Sullivan'sli fe,a ndt he proceedsfr omt his had been
moret hans ufficientto bringm ortgagep aymentsu p to datea nd pay downa ll
overdue accounts.
The opportunitiefso r expandingn ewc ar safesd id nota ppear
promisingg, ivent he stateo f the economyH. oweverr,e centp romotional
^ r - \
incentivesh adr educedth e inventortyo manageablele vels.F romd iscussions#p#分页标题#e#
with LarryW intersA, utoW orldss alesm anagerS, ullivan-Diahza dc oncluded
that costsc ouldb e reducedb y not replacingth e departings alesr ep,
maintaininign ventorya t somewhalto werl evelsa, nd tryingt o makem ore
efficienut seo f advertisinagn d promotionA. lthoughW intersd id not have
WalterS ullivan'es xuberanpt ersonalityh,e had beenA utoW orld'sl eading
salesr ep beforeb eingp romoteda, nd hads howns trongm anagerial
capabilitieisr rl 'risc urrentp osition.
As she reviewedth e figuresf or the serviced epartmentS, ullivan- Diaz
wonderedw hatp otentiaml ighte xistf or improvingit s salesv olumea nd selling
gross.H erf atherh ad neverb eenv ery interestedin the partsa nd service
businesss, eeingi t simplya s a necessarya djuncto f the dealership.
"Customersa lwayss eemt o be miserableb ackt here,"h e hado nce remarked
to her." Buth erei n the fronte nd,e verybody'hs appywhens omeoneb uysa
new car."
-l-he
servicef acilityw as not easilyv isiblef rom the mainh ighway,
beingh iddenb ehindt he showroomT. he buildingw as old andg reasy,
althoughth e equipmenwt as moderna ndw ell maintained.
Customersw ere requiredt o bringc ars in for servicingb efore8 :30A M.
Afterp arkingth eirc ars,c ustomerse nteredth e serviceb uildingb y a sided oor
and waitedt heirt urn to see the servicew riters,w ho occupieda cramped
roomw ith peelingp ainta nd an interiowr indowo verlookintgh e serviceb ays.
Customerss toodw hilew ork ordersf ortheir carsw ere writtenu p by hando n
larges heets.R ingingte lephonesfr equentlyin terruptetdh e processF. iling
cabinetsc ontainingcu stomer ecordsa ndo therd ocumentsli nedt he far wall
of the room.
lf thew orkw ereo f a routinen ature,s ucha s an oil changeo r tuneu p,
the customerw as givena n estimatei mmediatelyF. or more complexjo bs,
theyw ouldb e calledw itha n estinratela teri n the morningo ncet he car had
beene xaminedC, ustomersw erer equiredto picku p theirc arsb y 6:00 PM on
the day the workw as completedO. n severaol ccasionsC, arolh ad urgedh er
fathert o computerizeth e servicew orko rderp rocess,b ut he had nevera cted
on her suggestions.
-l-he
service manager, Rick Obert, who was in his late forties, had held
the positions inceA utoW orldh ado peneda t its currentl ocation.
-fhe
Sullivan
farnilyc onsideredl'r imto be tecl'rrricasllkyi lled,a nd he managedth e
mechanicse ffectivelyH, owever,h is mannerw ith customersc ouldh e gruff
and argumentative.
Customer Survey Results
Anothers et of datat hat Sullivan-Diahza d studiedc arefullyw eret he
resultso f the customers atisfactions urveyst hat were mailedt o the dealership
monthlyb y a researchfi rm retainedb y the FordM otorC ompany.
Purchaserosf all new Fordc arsw eres enta questiorrnairbey mail#p#分页标题#e#
within3 0 dayso f makingt he purchasea nd askedt o use a five-poinst calet o
t-J2
ratet heirs atisfactiowni tht he dealershipsa lesd epartmentv,e llicle
preparationa,n dt he characteristicosf the vehiclei tself.T he questionnaire
askedh owl ikelyth e purchaserwoulbde to recommentdh ed ealershipth, e
salespersona,n dt he manufacturetor someonee lse.O therq uestionsa skedi f
the customersh ad beeni ntroducetdo the dealer'ss erviced epartmenat nd
beeng ivene xplanationosn whatt o do if theirc arsn eededs erviceF. inally,
therew eres omec lassificatioqnu estionsre latingto customedr emographics.
A seconds urveyw as sentt o newc ar purchasersn inem onthsa fter
they had bought heirc ars.T hisq uestionnairbee ganb y askinga bout
satisfactionw itht he vehiclea nd thena skedc ustomersif they hadt akent heir
vehiclesto the sellingd ealerfors erviceo f any kind.l f so, respondentws ere
then askedt o ratet he serviced epartmenot n 14 differenta ttributes- ranging
fromt he attitudeso f servicep ersonnetlo the qualityo f the workp eformed -
and thent o ratet heiro veralls atisfactionw ith servicef romt he dealer.
Customerws erea lsoa skeda boutw heret heyw ouldg o in the futuref or
maintenancsee rvicem, inorm echanicaaln d electricarle pairsm, ajorr epairsin
thoses amec ategoriesa, nd bodyworkT. he optionsl istedf or servicew ere
sellingd ealera, notherF ordd ealer," someo therp lace"o r "do-it-yourself'.
Finallyt,h erew ereq uestionsa bouto veralsl atisfactiown itht hed ealers ales
departmenatn dt he dealershiipn generala, s wella s the likelihooodf their
purchasinagn otherF ordM otorC ompanyp roducta nd buyingit fromt he same
dealership.
Dealersr eceivedm onthlyr eportss ummarizingc ustomerr atingso f
theird ealershipfo r the mostr ecentm ontha nd for severalp reviousm onths.
To providea comparisonw ith howo therF ordd ealershipsp erformedt,h e
reportsa lsoi ncludedr egionaal nd nationarla tinga veragesA. ftera nalysis,
completedq uestionnairewse rer eturnedto the dealerships;i ncet hese
includede achc ustomer'sn ame,a dealerc oulds eew hichc ustomersw ere
satisfieda nd whichw ere not.
In the 30-days urveyo f newp urchasersA, utoW orlda chievedb etter
thana verager atingso n mostd imensionsO. nef indingw hichp uzzledC arol
was that almost9 0 percento f respondentas nswered" yes"w hena skedi f
someonefr omA utoW orldh ade xplainedw hatt o do if they neededs ervice,
but lesst hana third thatt heyh adb eeni ntroducedto someonein the service
departmentS. he resolvedto ask LarryW intersa boutt hisd iscrepancy.
The nine-montshu rveyf indingsd isturbedh er.A lthoughv ehicler atings
werei n linew ithn ationaal veragest,h e overalll evelo f satisfactiowni th
servicea t AutoW orldw as consistentllyo w, placingi t in the bottom2 5 percent
of all Ford dealerships.#p#分页标题#e#
The worstr atingsf or servicec oncernedp romptnesso f writingr -rp
orders,c onveniencoef schedulintgh ew ork,c onveniencoef serviceh ours,
anda ppearanceo f the serviced epartrnenOt. rrl engtho f timet o completeth e
work,a vailabilitoy f neededp arts,a ndq ualityo f workd one ("wasi t fixed
right?")A, utoW orld'sr atingw as closet o the average.F or interpersonal
=a
variabless ucha s attitudeo f serviced epartmenpt ersonnelp, oliteness,
understandinogf customerp roblemsa, nd explanationo f workp erformedi,t s
ratingsw erer elativelyp oor.
WhenS ullivan-Diarze viewedth e individuaql uestionnairesh, ef ound
thatt herew as a wided egreeo f variationb etweenc ustomersr'e sponseso n
thesei nterpersonaval riablesr,a nginga ll the way acrossa S-poinst calef rom
"cornpletelsya tisfiedt"o "veryd issatis'liedC."u riouss, he hadg onet o the
servicef ilesa nde xaminedth e recordsfo r severadl ozenc ustomersw ho had
recentlyc ompletedth e nine-monthsu rveysA. t leastp arto f the ratingsc ould
be explainedb y whichs ervicew riterst he customerh ad dealtw ith.T hosew ho
had beens ervedt wo or moret imesb y her sisters,f or instanceg, ave much
betterr atingsth ant hosew ho hadd ealtp rimarilyw ithJ im Fiskellt,h e service
writerw ho hadr ecentlyq uit.
Perhapsth e mostw orryingr esponsesw eret hoser elatingto
customersl'i kelyu se of AutoW orld'ss erviced epartmenitn thef uture.M ore
than halfi ndicatedth att heyw ouldu se anotherF ordd ealero r "someo ther
place"fo r maintenancsee rvice( sucha s oil changel,u be,o r tuneup)o rfor
minorm echanicaaln d electricarle pairsA. bout3 0 per centw ouldu se another
sourcef or majorr epairsT. he ratingf or overalls atisfactionw itht he selling
dealera ftern inem onthsw as belowa veragea ndt he customer'sli kelihoodo f
purchasinfgr omt he samed ealershipa gainw as a full pointb elowt hato f
buying another Ford product.
An Unwelcome Disturbance
Sullivan-Diapzu sheda sidet he spreadsheetssh e hadp rintedo ut and
turnedo ff the computerl.t was timet o go homef or dinner.S hes awt he
optionsf or the dealershipa s basicallytw ofold:e itherp repareth e businessfo r
an earlys alea t whatw oulda mountt o a distressp rice,o r takea yearo r twot o
try to turn it aroundf inanciallyI.n the latteri nstancei,f the turnaround
succeededt,h e businessc oulds ubsequentlbye solda t a higherp ricet hani t
presentlcyo mmandedo,r thef amilyc ouldi nstalal generaml anagetro runt he
dealershifpo rt hem.
BillF roelicho,w nero f a Lincoln-lVercudreya lershiapb out2 miles
away,h ad offeredt o buyA utoW orldf or a pricet hat representeda fair
valuationo f the neta ssets,a ccordingto AutoW orld'sa ccountantsp,l us
$125,000in goodwillH. owevert,h e ruleo f thumbw hent he autoi ndustryw as
enjoyingg oodt imesw as thatg oodwilsl houldb e valueda t $'1,000p er vehicle#p#分页标题#e#
sold each year.
As Caroll efth ero ffice,s he spottedth e salesm anagerc omingu p the
stairsl eadingfr omt he showroomfl oor." Larry,s" he said," l'veg ot questionfo r
you".
"Firea way!"r epliedth es alesm anager.
"l'veb eenl ookinga t the custornesr atisfactiosnu rveys.Whya ren'to ur
salesr epsi ntroducinnge wc ustomersto the folksi n the ServiceD epartntent?
It'ss upposedlpy arto f our salesp rotocolb, ut it onlys eemst o be happening
abouto ne-thirdo f the time?"
LarryWinterss huffledh isf eet.' Well,C arol,b asicallyI leavei t to their
discretionW. e tellt hema bouts erviceo, f course,b uts omeo f the guyso n the
floorf eel a bit uncomfortabltea kingf olkso vert o the serviceb aysa ftert hey've
beeni n here,i t'sq uitea contrasti,f you knoww hat I mean."
Suddenlyt,h e soundo f shoutinga rosef romt hef loorb elow.A mano f
about4 0, wearinga windbreakear ndj eansw as standingin thed oorway
yellinga t one of the salespeopleT.h e two managersc ouldc atchs natcheso f
what he was saying,in betweenv ariouso bscenities":. ..threev isits.. . stilln ot
fixedr ight.. . services tinks.. . who's in chargeh ere?"E verybodye lse in the
showroom had stopped what they were doing and had turned to look at the
newcomer.
Winterslo okeda t hisy ounge mployear nd rolledh ise yes." lf therew as
somethingy ourd adc ouldn'st tand,i t was guysl iket hat,y ellinga nd
screamingin the showrooma nd askingf orthe boss.W altw ouldg o hideo ut in
his office! Don't worry. Tom'll take care of - that fellow and get him out of here.
What a jerk!"
"No,"s aidS ullivan-Dia"zl,' lld eafw ithh im.O net hingI learnedw henI
workeda t St. Luke'sw ast haty ou don'tl et peopley ella boutt heirp roblemsin
fronto f everybodye lse.Y ou take themo ff somewherec, almt hemd own,a nd
findo ut what'sb uggingth em."
She steppedq uicklyd ovunth e stairsw, onderingto herself", Whate lse
haveI learnedin healthc aret hat I cana pplyt o thisb usiness?"
(LovelocCk .H.( 1992)M anagingS eruicesP, rentice-Ha1ll9, 92.)p p 122-126.
Assessment
100%I ndividuaCla seS tudy
Sullivan'As utoW orld
Providea report for Carol Sullivan-D iaz on how she might improvet he
position of the organisation. Your analysis can include both short and
medium-term policies. You should use service encounter and recovery,
process( includingb lueprint)s, erviceq ualitya nd services trategyc oncepts.
Analysiss hould be restrictedto the materiali n the case.
-l-he
report work
shouldi ncludeb oth analysisa nd a serieso f reconrmendationsY. ou might
find it usefult o treat the sales and serviced epartmenst eparatelyt,h is will
enable you to evaluate them differently when required by the different
functionsb ut alsoe nabley out o comparet he two departmentws herer elevant#p#分页标题#e#
to strengthenth e analysis.T he recommendationssh ouldb e prioritiseda nd
give where relevanta n approximatein dicationo f the time theyw ouldt o take
to implement.
Youra ssignmenst houldc riticallay ppraiseth e followinga reas:
o the servicee ncountear nd customers atisfaction
o measuremenot f custornesr atisfaction
. a flow chart for servicing
o serviceq uality
. servicer ecoveryu singt he angrys howroomc ustomera s an example
. services trategyfo r the organisation
Word Limit 2,500.
Assessment Criteria
Yours ubmissionsh ouldp ossessth e followingq ualities:
. Submittedo n time
. Comply with the word count limits
. Displaye videnceo f understandinogf relevants erviceo perations
conceptst,h eoriesa ndi ssues
. Demonstratcer iticaal pplicatioonf the above
. Demonstrateco llectiona nd soundu se of relevanitn formationfr om
the case (e.9. objectiver ather than descriptivea nalysisw hich
指导美国ESSAYilluminateiss sr.res)
. Providea coherenat nds tructulreadr gument
o Conclusions/recommendatiosnhso r-rldb e well supported and
sr.rbstantiated
. Demonstratep,r ofessionaqlu alitys r-rbmissioann d presentation
. Providee videnceo f general reading (accurater eferencinga nd
bibliography).
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