Table Of Content195 × 265 SPINE: 19.7
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Analyse and address organisational challenges S E R V I C E
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using real world examples
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E O P E R AT I O N S
Service Operations Management,5th Edition is a market-leading text on service
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operations management which provides a clear understanding of how service
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performance can be improved in organisations. This text applies underlying
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theories to the real world challenges faced by service operations managers R M A N A G E M E N T
on a daily basis, by providing a diverse range of examples and illustrations. A
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Each chapter provides a range of tools, frameworks and techniques designed
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to help you better analyse existing operations and understand ways to deal
FIFTH EDITION
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with operational challenges.
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This text can be used to support a dedicated Service Operations Management
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course, or a service-focused course in Operations Management. It is also ideal
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for those who want to build on knowledge of the basic principles of operations
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management, and it serves as a handbook for operations managers in service G
organisations as they seek to develop and implement operations strategies. E
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About the authors N
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The late Robert Johnston was Professor of Operations Management at Warwick
Business School. He had a management degree from the University of Aston and
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a Ph.D. from the University of Warwick.
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Michael Shulver is a Senior Lecturer in the Information, Decision and Operations
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Division at Bath School of Management, where he is the Director of Online Teaching. IO
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Nigel Slack is Emeritus Professor of Operations Management and Strategy at Warwick SRT
Business School, an Honorary Professor at Bath University and Honorary Fellow of the LA JO
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European Operations Management Association. ANS
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Graham Clark is a Visiting Fellow at Cranfi eld School of Management, having been a GN
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member of the Operations Management Faculty for nearly 30 years. RA M
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Pearson, the world’s learning company. KU
www.pearson.com/uk L
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Front cover image: Rawpixel/iStock/Getty Images Plus/Getty Images E
Cover designed by Two Associates (cid:12)(cid:14)(cid:11)(cid:13)(cid:1)(cid:10)(cid:8)(cid:9)(cid:2)(cid:4)(cid:2)(cid:5)(cid:10)(cid:5)(cid:2)(cid:3)(cid:7)(cid:6)(cid:6)(cid:7)(cid:2)(cid:9) R,
ROBERT JOHNSTON, MICHAEL SHULVER,
NIGEL SLACK AND GRAHAM CLARK
(cid:10) (cid:8) (cid:9) (cid:4) (cid:5) (cid:10) (cid:5) (cid:3) (cid:7) (cid:6) (cid:6) (cid:7) (cid:9)
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Service Operations
Management
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Service Operations
Management
Fifth edition
Robert Johnston
Michael Shulver
Nigel Slack
Graham Clark
Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Dubai • Singapore • Hong Kong
Tokyo • Seoul • Taipei • New Delhi • Cape Town • São Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan
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PEARSON EDUCATION LIMITED
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Tel: +44 (0)1279 623623
Web: www.pearson.com/uk
First edition published 2001 (print)
Fourth edition published 2012 (print and electronic)
Fifth edition published 2021 (print and electronic)
© Pearson Education Limited 2001 (print)
© Pearson Education Limited 2012, 2021 (print and electronic)
The rights of Robert Johnston, Michael Shulver, Nigel Slack and Graham Clark to be identified as authors of
this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.
The print publication is protected by copyright. Prior to any prohibited reproduction, storage in a retrieval
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ISBN: 978-1-292-06446-8 (print)
978-1-292-09802-9 (PDF)
978-1-292-09805-0 (ePub)
British Library Cataloguing-in-Publication Data
A catalogue record for the print edition is available from the British Library
Library of Congress Cataloging-in-Publication Data
A catalog record for the print edition is available from the Library of Congress
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Front cover image: Rawpixel/iStock/Getty Images Plus/Getty Images
Print edition typeset in 10/12 Sabon MT Pro by SPi Global
Printed and bound by L.E.G.O. S.p.A., Italy
NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION
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Brief contents
Preface xii
New features for this edition xv
Case examples and exercises xvi
Authors’ acknowledgements xx
About the authors xxi
Part I
Framing service operations 1
1 Introduction to service operations 3
2 The world of service 36
3 Service strategy 63
4 The service concept 95
Part II
Service people 123
5 Customer relationships 125
6 Service quality 163
7 Designing customer experience 198
8 People in the service operation 230
9 Service culture 269
Part III
Delivering service 297
10 Service supply networks 299
11 Designing the service process 335
12 Managing service performance 377
13 Service resources and capacity 420
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vi Brief contents
Part IV
Improving service operations 461
14 Service innovation 463
15 Service improvement 500
16 Learning from problems 545
17 Learning from other operations 572
Index 599
Publisher acknowledgements 607
Supporting resources for lecturers
Please visit www.servops.net to find valuable online resources. These
include:
• A downloadable Instructor’s Manual
• PowerPoint and Keynote slides that can be downloaded and used for
classroom presentations
• Instructional video screencasts by the author team showing you how
we approach the subjects in our own teaching
• Lesson plans
• Opportunities to network, share ideas and provide feedback
• …and much, much more.
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Contents
Preface xii
New features for this edition xv
Case examples and exercises xvi
Authors’ acknowledgements xx
About the authors xxi
Part I
Framing service operations 1
1 Introduction to service operations 3
Learning objectives 3
1.1 What is ‘service’? 4
1.2 What is service operations management? 7
1.3 What are service operations managers responsible for? 18
1.4 Why is service operations management important? 22
1.5 Challenges for service operations management 24
1.6 Summary 30
Discussion questions and exercises 32
Case exercise: European Airlines Group 32
Further reading 34
Notes 35
2 The world of service 36
Learning objectives 36
2.1 Services are everywhere 37
2.2 Services are what we do and consume 47
2.3 Services are the way of the future 51
2.4 Summary 57
Discussion questions and exercises 58
Case exercise: Servitisation at Sterksteen 58
Further reading 61
Notes 62
3 Service strategy 63
Learning objectives 63
3.1 What is service strategy? 65
3.2 Why is it important to have a service strategy? 68
3.3 The process of service strategy formulation 72
3.4 How can service provide a competitive advantage? 78
3.5 How can service performance objectives be converted into operations
priorities? 82
3.6 How can a strategy be sustained? 88
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viii Contents
3.7 Summary 90
Discussion questions and exercises 90
Case exercise: Corks Nightclub – an overnight success? 91
Further reading 93
Notes 93
4 The service concept 95
Learning objectives 95
4.1 What is a service concept? 97
4.2 What is the structure of a service concept? 100
4.3 How can managers use the service concept? 106
4.4 Summary 114
Discussion questions and exercises 115
Case exercise: Trialing new concepts at Capes & Latimer 116
Further reading 121
Notes 121
Part II
Service people 123
5 Customer relationships 125
Learning objectives 125
5.1 Customers – who are they? 126
5.2 What are the benefits of retaining good customers? 135
5.3 How can managers develop good customer relationships (B2C services)? 138
5.4 How can managers develop good business relationships (B2B services)? 150
5.5 Summary 156
Discussion questions and exercises 157
Case exercise: P-Mecxx Cyber Services (P-Mecxx) 158
Further reading 160
Notes 161
6 Service quality 163
Learning objectives 163
6.1 What is customer satisfaction? 166
6.2 What influences expectations and perceptions? 175
6.3 How can expectations and perceptions be ‘managed’? 179
6.4 How can service quality be operationalised? 185
6.5 How can managers discover customers’ expectations? 190
6.6 How can a service be specified? 192
6.7 Summary 193
Discussion questions and exercises 194
Case exercise: The Northern Breast Screening Unit 194
Further reading 196
Notes 197
7 Designing customer experience 198
Learning objectives 198
7.1 What is ‘customer experience’? 200
7.2 Servicescapes – their effect on the customer experience 204
7.3 Designing the customer journey 207
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Contents ix
7.4 Managing the total chain of processes 214
7.5 What is the role of technology in shaping the customer experience? 221
7.6 Summary 224
Discussion questions and exercises 225
Case exercise: Elena’s customer experience 226
Further reading 228
Notes 228
8 People in the service operation 230
Learning objectives 230
8.1 Why is service delivery a pressurised task? 232
8.2 How can organisations manage service staff? 237
8.3 What is an appropriate level of employee discretion? 251
8.4 How can customers be ‘managed’? 259
8.5 Summary 262
Discussion questions and exercises 263
Case exercise: Superstore plc 264
Further reading 267
Notes 267
9 Service culture 269
Learning objectives 269
9.1 What is organisational culture? 271
9.2 What is service culture? 273
9.3 Culture frameworks, typologies and taxonomies 276
9.4 How do national cultures vary? 287
9.5 Can culture be managed? 289
9.6 Summary 292
Discussion questions and exercises 293
Case exercise: Modularity, AI and culture change at Dexan Consulting 294
Further reading 296
Notes 296
Part III
Delivering service 297
10 Service supply networks 299
Learning objectives 299
10.1 How can service supply networks be described? 301
10.2 How can supply networks be configured? 309
10.3 Managing supply networks on an ongoing basis 317
10.4 Summary 327
Discussion questions and exercises 328
Case exercise: Holmart and Wersa – the food waste partnership 330
Further reading 333
Notes 334
11 Designing the service process 335
Learning objectives 335
11.1 What is service process design? 337
11.2 What are the main types of service process? 340
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