第12讲管理需求与能力

ServicesMarketing工商管理学院张毓峰[e-mail][e-mail]YTheUnderlyingIssue:LackofInventoryCapacityUnderstandingCapacityConstraintsUnderstandingDemandPatternsStrategiesforMatchingCapacityandDemandYieldManagement:BalancingCapacityUtilization,Pricing,MarketSegmentation,andFinancialReturnWaitingLineStrategies:[e-mail]3:theserviceperformancegapServiceDeliveryCustomer-[e-mail][e-mail]:LackofInventoryCapacity服务中供给与需求管理的基本问题是缺乏库存能力。服务企业不能像制造企业那样在淡季建立库存以备后来需求增加时使用。缺乏库存能力归因于服务的易逝性以及生产与消费的同时性。举例说明：航班上的座位与教授的时间。而且，服务不能从一个地方运输到另一个地方，或由一个人传递给另一个人。举例说明：在九寨沟的酒店。[e-mail]:LackofInventoryCapacityThelackofinventorycapability（与需求变动结合起来）leadsto4scenariosatanygiventime:1.Demandexceedsmaximumcapacity2.Demandexceedsoptimumcapacity3.Demandandsupplyarebalancedatthelevelofoptimumcapacity[e-mail]onstraints(1)Time,Labor,Equipment,Facilities,oracombinationoftheseTime:Legal/consulting/accounting/medicalLabor:Lawfirm/accountingfirm/healthclinicEquipment:Delivery/telecommu/healthclubFacilities:Hotels/restaurants/hospitals/Airlines/schools/theaters/[e-mail]onstraints(2)OptimalversusMaximaluseofcapacityUsingcapacityatanoptimumlevelmeansthatresourcesarefullyemployedbutnotoverused,andthatcustomersarereceivingqualityserviceinatimelymanner.Maximumcapacityrepresentstheabsolutelimitofserviceavailability.whenequipment/facilityconstraints,maximumcapacityisobvious;whentime/laborconstraints,[e-mail]ternsChartingdemandpatternsPredictablecyclesdaily/weekly/monthly/yearly.(Ifthereisapredictablecycle,whataretheunderlyingcauses?)Randomdemandfluctuations[e-mail]apacityandDemand(1)1、Shifting(high)demandtomatchcapacity:1）Usesignagetocommubusydays×2）Offerincentivestocustforusageinnonpeaktimes3）Takecareofloyal/regularcustfirst4）Advpeakusagetimes&benefitsofnonpeakuse5）[e-mail]apacityandDemand(1)2、Shifting(low)demandtomatchcapacity:1）Usesales&advtoincreasebusinessfromcurrentmarketsegments2）Modifytheserviceofferingtoappealtonewms3）Offerdiscountsorpricereductions4）Modifyhoursofoperation5）Bringtheservicetothecustomer（改变服务地点）[e-mail]apacityandDemand(2)3、Flexingcapacitytomeetdemand(high):1）Stretchtime,labor,facilities,&equipment2）Cross-trainemployees3）Hirepart-timeemployees4）Requestovertimeworkfromemployees5）Rentorsharefacilitiesorequipment6）Subcontractoroutsourceactivities7）[e-mail]apacityandDemand(2)4、Flexingcapacitytomeetdemand(low):1）Performmaintenanceorrenovations2）Schedulevacations3）Scheduleemployeetraining4）[e-mail]:balancingcapacityutilization,pricing,marketsegmentation,andfinancialreturn===theprocessofallocatingtherighttypeofcapacitytotherightkindofcustomerattherightpricesoastomaximizerevenueoryield.Yield=Actualrevenue/PotentialrevenueAr=Actualcapacityused×averageactualpricePr=Totalcapacity×[e-mail]ingyieldmanagementLossofcompetitivefocusCustomeralienationEmployeemorale(士气)problemsIncompatibleincentiveandrewardsystemLackofemployeetrainingIn[e-mail]:WhenDemandandCapacityCannotBeAligned1.Employoperationallogictoreducewait(redesignsystem;waitinglineconfiguration)2.Establishareservationprocess(achallengeiswhattodoabout“noshow”.)3.Differentiatewaitingcustomers4.Makewaitingfun,[e-mail]toreducewait第一步是分析运营过程以消除所有无效率的工作。举例：万豪国际酒店采用调整运营过程的方式来减少顾客等待－实行快速入店登记。使用信用卡和提前登记的顾客可以不必在接待处等待，顾服人员会为顾客登记，替他们取钥匙，做好前台的文字工作，然后带他们到房间，顾客可以在房间里办理手续，只需要3分钟。举例：路边餐馆的代客泊车服务的目的。[e-mail]toreducewait当排队不可避免时，组织面临的运营问题是采用何种排队系统，即看样排队。排队结构是指队的数量、地点、空间要求以及它们对顾客行为的影响。排队等待的可行方法：1）多列排队2）单列排队3）分配编号[e-mail]rocess当排队不可避免时，预订系统可以帮助扩展需求。餐馆、运输公司、电影院、医院等可以使用预订系统来避免等待。预订系统背后的逻辑是保证顾客到来时可以获得及时服务；也通过转移需求到低需求时间，而获得潜在利润。预订系统的挑战是如何处理违约问题：过渡预约？收取违约金？限定到场时间？[e-mail]stomersThemostpopulardisciplineisfirst-come,first-serviced.But,differentiationcanbebasedonotherfactorssuchas:Importanceofthecustomer.Urgencyofthejob