Answer to Question #209163 in Management for KAM

Question

SUBJECT : SERVICE MARKETING

Discuss the various aspects ( elaborate aspects in detail in points) of service process redesign ? What factors motivate a firm to go for service process redesign, explain by giving 8 factors in points with elaboration ?

Answer 1

Aspects of Service Process Redesign

·Divergence: Service providers frequently alter their services to meet the needs of their customers, as a single service may not be able to meet all of them. Divergence refers to the extent to which a service provider can vary services by departing from the typical service.

·Complexity: There are several actions involved in the creation and delivery of a service. While some activities are straightforward, others are more difficult.

·Service Location: The service location is mostly determined by the nature of the service being delivered. Depending on the nature of the service, it can be given at the service provider's site, the consumer's location, a neutral location, or virtually.

·Consumer Participation and Engagement: Service processes should be tailored to customer interaction and participation in the development and delivery of services. From service to service, the extent of client involvement and participation varies.

·The Service Itself: Services might be a process- or technology-driven. Process-based services entail several steps that a consumer must complete before receiving the service.

Factors Motivate a Firm to Go For Service Process Redesign

·Downsizing: This is the quickest way to minimize costs. Employees in many firms are always on the verge of losing their employment due to management downsizing policies. Their productivity is harmed as a result of this sense of fear.

·Human resources: Of all the resources in an organization, human resources are the most valuable. Employees at all levels play an important role in a process-driven organization. They take on the role of entrepreneurs, able to make valuable suggestions for process improvement.

·Leadership: The reengineering team's leader should be a senior executive with technical expertise. The leader should possess the personality traits required for the position.

·Quantitative targets: One or more primary objectives should be presented quantitatively to encourage staff during the reengineering process.

·Resistance to change: Human beings are naturally resistive to change. Employees at the middle and junior levels of management oppose change when it is significant or extreme.

·Time to Implement: The effectiveness of BPRE is highly dependent on the time it takes to implement it and the benefits it provides during that time.

·Organizational culture: The BPRE has a significant impact on organizational culture. There has been a paradigm shift in how organizations are managed, emphasizing business processes and teamwork replacing the conventional approach of exercising command and control.

·Human capital idea: In a process-oriented organization, the definition of assets includes capital assets like machinery and equipment and cash and human capital.