Book contents
- Frontmatter
- Contents
- Figures and tables
- Contributors
- Preface
- Acknowledgements
- 1 Services and their management
- 2 The services environment
- 3 Stakeholders and their influence on services
- 4 Managing strategy in services
- 5 Marketing management in services
- 6 Strategic operations management in services
- 7 Financial management in services
- 8 Human resource management in services
- 9 From managing ‘service’ to integrated services management
- Index
- References
1 - Services and their management
Published online by Cambridge University Press: 22 September 2009
Book contents
- Frontmatter
- Contents
- Figures and tables
- Contributors
- Preface
- Acknowledgements
- 1 Services and their management
- 2 The services environment
- 3 Stakeholders and their influence on services
- 4 Managing strategy in services
- 5 Marketing management in services
- 6 Strategic operations management in services
- 7 Financial management in services
- 8 Human resource management in services
- 9 From managing ‘service’ to integrated services management
- Index
- References
Summary
Learning objectives
After studying this chapter, readers will be able to:
discuss the overall global significance of services
explain the concept, nature and structure of services
understand management concepts and theories
discuss the main issues associated with the strategic management of services.
Introduction
There are many texts that focus on the strategies, plans and operational functions associated with the management of particular industries and organisations. Others explore the application of management concepts in industry sectors such as agriculture and manufacturing, or analyse services from operational or marketing perspectives. However, few books have attempted to examine global services from a strategic management perspective, which combines all management functions within an integrated approach. The reasons for this neglect reflect the complex nature of services, their unclear boundaries and shifting structures, their ‘intangible’ outputs, the perceived social and economic significance of services, and their inherent resistance to the direct transfer of manufacturing models of management.
However, services can no longer be ignored, nor their proper management responsibilities be abrogated, due to their primacy in the economies of all developed, and most developing, countries in the world. It is apparent that there is a need for the development of a strategic management approach for this important sector of the global economy. Services have now supplanted both the primary (agriculture, mining) and the secondary (manufacturing) economic sectors, as a predominant tertiary sector.
- Type
- Chapter
- Information
- Managing Services , pp. 1 - 34Publisher: Cambridge University PressPrint publication year: 2005
References
Aggarwal, N. 2003, ‘Services industries team up for growth’, Straits Times, 5 December, p. A29
and 2000, ‘Some new thoughts on conceptualizing perceived service quality: A hierarchical approach’, Journal of Marketing, vol. 65, pp. 34–49CrossRefGoogle Scholar
, and 1994, ‘The development and emergence of services management thought’, International Journal of Services Industry Management, vol. 5, no. 1, pp. 21–48CrossRefGoogle Scholar
1978, ‘Where does the customer fit in a service operation?’, Harvard Business Review, vol. 56, no. 6, pp. 137–42Google Scholar
1991, ‘The customer contact approach to services: Theoretical bases and practical extensions’, Operations Research, pp. 698–706Google Scholar
and 1998, ‘A service positioning matrix’, International Journal of Operations & Production Management, vol. 18, no. 12, pp. 1223–37CrossRefGoogle Scholar
, and 1999, ‘Service typologies: A state of the art survey’, Production and Operations Management, vol. 8, no. 3, pp. 318–38CrossRefGoogle Scholar
1991, ‘Scandinavian management and the Nordic School of Services – Contributions to services management and quality’, International Journal of Services Industry Management, vol. 2, no. 3, pp. 17–25CrossRefGoogle Scholar
2000. Services Management and Marketing: A customer relationship management approach, 2nd ed., John Wiley & Sons, Chichester, UKGoogle Scholar
1993, ‘Services management: An evaluation and the future’, International Journal of Services Industry Management, vol. 5, no. 1, pp. 77–96CrossRefGoogle Scholar
and 1992, ‘Management of technology in service firms’, Journal of Operations Management, vol. 10, no. 3, pp. 388–97CrossRefGoogle Scholar
Heskett, J. 1987, ‘Lessons in the service sector’, Harvard Business Review, March–April
, and 1990, Service Breakthroughs: Changing the rules of the game, Free Press, New YorkGoogle Scholar
1977, ‘On goods and services’, Review of Income and Wealth, vol. 23, no. 4, pp. 315–38Google Scholar
1994, ‘Operations: From factory to service management’, International Journal of Services Industry Management, vol. 5, no. 1, pp. 49–63CrossRefGoogle Scholar
1964, ‘The case for redefining services’, Journal of Marketing, vol. 28, no. 1, pp. 58–59CrossRefGoogle Scholar
and 1995, ‘A framework for strategic service management’, Journal of Operations Management, vol. 13, no. 4, pp. 323–37CrossRefGoogle Scholar
Kotler, P. and Armstrong, G. 1994, Principles of Marketing, 6th ed., Prentice Hall, Englewood Cliffs, NJ
and 1989, ‘Organisations and customers: Managing design and coordination’, Academy of Management Review, vol. 14, no. 2, pp. 213–23CrossRefGoogle Scholar
1976, ‘The industrialization of service’, Harvard Business Review, September–October, pp. 63–75Google Scholar
Lovelock, C. H. 1980, ‘Towards a classification of services’, in and (eds), Theoretical Development in Marketing, American Marketing Association, ChicagoGoogle Scholar
1983, ‘Classifying services to gain strategic marketing insights’, Journal of Marketing, vol. 47, pp. 9–20CrossRefGoogle Scholar
Lovelock, C. 1996, Services Marketing, 3rd ed., Prentice Hall, Englewood Cliffs, NJ
and 1982, ‘Managing facilitation services’, Sloan Management Review, vol. 23, no. 3, pp. 19–31Google Scholar
Matthews, J. 2004, ‘Innovation in services’, paper presented to ANZIBA Conference, Canberra, 5–6 November
1991, ‘Enhancing the customer contact model’, Journal of Operations Management, vol. 9, no. 3, pp. 391–405CrossRefGoogle Scholar
and 1999, The Marketing and Management of Services, 2nd ed., Butterworth-Heinemann, OxfordGoogle Scholar
, and 2005, Human Resource Management: Strategies and processes, 5th ed., Thomson, MelbourneGoogle Scholar
National Institute of Labour Studies. 2003, W.A. Business News, 30 January, p. 12
and 1999, ‘How professors of operational management view service operations’, Production and Operations Management, vol. 8, no. 3, pp. 339–55CrossRefGoogle Scholar
and 1998, ‘Welcome to the experience economy’, Harvard Business Review, July–August, pp. 97–105Google ScholarPubMed
1990, Competitive Strategy: Techniques for analyzing industries and competitors, Free Press, New YorkGoogle Scholar
, and 1990, ‘Beyond products: Services-based strategy’, Harvard Business Review, March–April, pp. 58–68Google ScholarPubMed
2003, ‘India call centres say hello to new challenges’, Straits Times, 6 December, p. 9Google Scholar
1996, The McDonaldization of Society: An investigation into the changing character of contemporary life, Pine Forge Press, Newbury Park, CAGoogle Scholar
1986, ‘How can service businesses survive and prosper?’, Sloan Management Review, vol. 27, no. 3, pp. 21–32Google ScholarPubMed
1977, ‘Breaking free from product marketing’, Journal of Marketing, vol. 41, no. 2, pp. 73–80CrossRefGoogle Scholar
1987, ‘Service positioning through structural change’, Journal of Marketing, vol. 51, no. 1, pp. 34–43CrossRefGoogle Scholar
, , and 1992, ‘Towards a classification of service processes’, International Journal of Service Industry Management, vol. 3, no. 3, pp. 62–75CrossRefGoogle Scholar
Smart, B. (ed.). 1999, Resisting McDonaldization, Thousand Oaks, CA
1978, ‘Strategy is different in service businesses’, Harvard Business Review, vol. 56, no. 4, pp. 158–65Google Scholar
and 2000, ‘Service classifications and management challenges’, Journal of Business Strategies, vol. 17, no. 1, pp. 5–24Google Scholar
World Bank, World Development Indicators 2002, www.worldbank.org/data/dataquery.html
www.abs.gov.au/ausstats/abs, retrieved 27 September 2002
www.ryanair.com, retrieved 26 September 2002
2000, ‘Service quality, profitability, and the economic worth of customers: What we know and what we need to know’, Journal of the Academy of Marketing Science, vol. 28, no. 1, pp. 67–85CrossRefGoogle Scholar
, and 1990, Delivering Quality Service: Balancing customer perceptions and expectations, Free Press, New YorkGoogle Scholar