Submitted By :1. RohitBhat 2. Shila Scoots 3. Shruti 4. Simran
MARKETING OF SERVICES
Group 4 Yen Sushi Case/Golfsmith/Commuters Leaning Case Study 8/5/2011
GOLFSMITH The
case illustrates a perfect example of how a product manufacturing company becomes more than
relevant for the consumers by expanding in the service space. Golf is an experience and the company has become a part of the experience. e xperience. And that hasnt come at the cost of the core product. The experience of ordering and receiving their products has been enhanced by a very speedy order procurement process which sits on wise use of te chnology. We will examine both the sides below: T he he core business The
Golf Equipment and Accessories
company was initially manufacturing only golf club parts. This helped the company in developing
customized golf material. The mail order system was followed to make products available to remote locations. In such a case the fast delive ry of goods was a primary concern. Barcode system was used and the requests were read electronically and the required parts were automatically retrieved by machines. The
entire order would be ready for dispatch in ten minutes of receiving the order.
Soon, as most such companies do, Golfsmith diversified into a larger product portfolio and started selling all golfing equipment and accessories. T he he Golfsmith Learning and The
Practice Facility Facility
company headquarters boast of a 100-station practice range with a good environment for golf
lovers. The company has identified that the best way to please a Golfing customer is to let him play golf. The
headquarters also house a large r etail store and a Cl ubhouse Café where people can sit and watch
golf programmes. The staff is attired in golf wear and every employee knows enough about golf. For a customer it is like entering the world of Golf. Golfsmith knew the three Ps of services: PEOPLE, who are well-trained and well taken care of; PROCESSES, which seek to minimize purchase times for customers, make everything available; PHYSICAL EVIDENCE, which gives the customers an amazing golfing experience.
Service System: Goldsmith has grown from providing products to providing extensive services ar ound the product. A shift has been made towards selling experiences rather than products. The emphasis for the company then shifted from operational excellence to delivering excellent services. Having understood the importance of each interaction that a clie nt has with Goldsmith, they are able to delive r positive experiences at every moment of truth.
SERVICE BLUEPRINT BLUEPRINT FOR 100 YEN YE N SUSHI HOUSE
MOT1: Customer enters into the restaurant | Warm Welcome People: Chorus of Iratsai by every one (cooks, waiters, owner etc.)
MOT2: Customer seat themselves | Accessories with starters served Physical evidence: An ellipsoid area surrounded by stools to be seated on. Processes: Prompt service of accessories like bean paste soup, chopsticks, a cup of green tea, e tc.
MOT4: Customer Chooses Sushi | Fresh Sushi provided from inventory, uneaten removed Processes: All varieties of Sushi provided on conveyor belt and uneaten removed from counter every 30 mins.
MOT5: Customer pays | Plates counted Processes: Plates counted for a customer, customer, Billing is done per plate plate (100 yen per plate)
MOT6: Customer leaves | Thanked People: Chorus of ArigatoGosaimas from all workers.
Differentiation from competitors:
1. People: A) Unique cheerful welcome and farewell to customers by workers.s
2. Physical evidence: A) Unique seating arrangement B) New and innovative method of offering Sushi to customer (All varieties prepared beforehand and on display on conveyor belt, choose as u like, more physical evidence) 3.
Processes: A) Easy to handle billing system. (No cash register, uniform billing per plate)
B) JIT inventory control system, minimum inventory costs, less refrigeration systems. C) Demand of Sushi reviewed frequently, Uneaten Sushi on belt replaced, best quality of Sushi provided to customer. D )Inter-related tasks, workers pushed by each other, more operational efficiency. E) Processes more visible to customers and customers paid more attention to.
COMMUTERS CLEANING VENTURE
Answer 2: The
generic approach followed in this is Production line Approach. The main essence of the approach
according to Lewitt is to substitute technology and systems for people. In the following approach, the the commuters channel would be able to take advantage of the economies of scale of mass production, and thereby achieve 1. Consistent Delivery First, the production line approach, by design, favours standard outputs. Since the main service of cleaning the clothes at this stage does not offer any reason for deviation from the standard cleaning process, it is very much the optimal approach to be followed. 2. Cost savings Since, the operation of cleaning the clothes would be done in huge numbers, it would lead to discounts on the basis of volume of business provided. 3. Required optimum speed The division of labour and sequential flow of the production line approach creates work-in-process buffers, or in- and out-boxes, that result in long cycle times in the service delivery processes. 4. Low Cost Delivery Since the facility location and scheduling is done in a systemized pre-decided manner, it provides an edge of low cost delivery to the customer.
Since the need for customization of the servi ce is not required at the present s tage of the business model, the Case Manager Approach would not be able to provide any kind of edge to Commuter Cleanings Business Model.
