New technologies in the service sector. Development and creation of new services. Features and main problems of management in the service sector Modern trends in the development of the economy of the service sector
TOPIC 4. Features of production in the service sector.
Service characteristics.
As mentioned above, manufacturing activity can be considered as the process of converting materials into a finished product and the ability to deliver this product to the buyer. An important feature of this process is that the buyer does not take part in the manufacturing process of the product and finished products can be held in stock until consumed (shipped).
Service is an activity, benefit or satisfaction that is sold separately or offered at the same time as the sale of goods.
The service sector, from the point of view of production management, has a number of important characteristics.
First, the consumer is usually present in manufacturing process, i.e. there is a tighter contact or interaction with the consumer than in the field industrial production.
Secondly, in the service sector, a higher degree of product customization is required in accordance with the requirements of the consumer.
Thirdly, work in the service sector is much more labor-intensive than in industry.
These three features make the process of managing operations in the service sector more difficult to achieve in terms of efficiency.
The higher the degree of interaction with the consumer, the higher the degree of individualization of products, the more laborious process the more difficult it is to ensure its high economic efficiency.
It is these characteristics that distinguish the service sector from industrial production in terms of operational activities.
Consider the specific features of services that allow you to maneuver the quality of reducing or increasing it for different categories of consumers.
Buyer participation.
In any service activity, the customer is, to one degree or another, a participant in the process (e.g., transport services, supermarket, etc.)
When organizing activities, it is necessary to take into account the needs and abilities of customers. If this is not done, they immediately get the impression of poor quality of service. A customer who cannot find sugar in a supermarket or cannot make out the advertisements at a railway station may, of course, be at fault himself, however, he will turn into a dissatisfied customer and will not hesitate to tell a dozen others about his dissatisfaction. Since the cost of acquiring a new customer can be more than 5 times the cost of retaining an old one, the importance of customer satisfaction becomes self-evident.
In the field of individual services, for example, in retail store, hairdresser, restaurant, hospital, the main role in customer satisfaction is played by the issue of personal interaction and environment. Again, what matters most is not the actual condition, but the buyer's perception of them.
The main differences that the presence of the buyer makes are: firstly, the quality of the service cannot be checked in advance, since its production and consumption occur simultaneously; secondly, it is very likely that the buyer may be unprepared and unpredictable.
Services cannot be stored.
Since production and consumption took place simultaneously, it is impossible to store services. If a bank employee capable of serving 20 customers per hour does not have a single visitor from 10 to 11 hours, he will not be able to serve 40 people from 11 to 12 hours. The “production capacity” of a service is something that is not permanent, volatile, because if the service does not work, it is lost.
The demand for services is changing.
Any demand is changeable; however, the demand for services is characterized by large, complex and rapid fluctuations. The demand for all services is seasonal (more or less the same changes throughout the year), in addition, there are also shorter-term cycles ( public transport, restaurants, entertainment).
All these fluctuations are predictable. However, the difficulty lies in meeting the demand during peak hours or days and at the same time avoiding inefficient downtime of capacities at the rest of the time, because. stock cannot be created.
The intangibility of a service component.
The intangibility of the service component of any transaction is characterized by the following problems:
1. It is usually difficult to come up with a clear specification, and with it an agreement on the exact nature of the service. People understand the “correctness” of the provision of services in different ways. Some shoppers want the clerk to come to them right away in a self-service store, while others are annoyed (intrusiveness). As an indicator when designing services, the maximum latency is usually used. However, it is impossible to take into account the whole problem (for example, waiting in the hospital).
2. Some people like it when they are greeted by service personnel, and some do not accept it, considering such a greeting artificial and overly obsequious. In general, achieving a complete understanding of the customer's needs is important, but very difficult.
3. In their feedback, customers tend to highlight the material elements of the transaction, which can lead to unbalanced perceptions of the quality of the service.
4. It is quite difficult to evaluate service activities. There is a tendency to value what can be valued instead of what really matters.
It is relatively easy to measure customer wait time, it is difficult to make sure that this indicator really plays a role. important role.
These problems cause two major challenges in service design that are not obvious, or at least much less significant, in the design of tangible products (efficiency and quality).
Service efficiency.
Since the customer is involved in production, the design of the service activity and the development of the service itself become inseparable. The critical moment of any activity is the optimal utilization of capacities, and, consequently, production costs. Wide and rapid fluctuations in demand, and the use of stocks of finished goods as shock absorbers, make the task of developing an effective service very, very difficult.
Service quality.
It is difficult to define quality without a clear specification (standardization) of a product or service. The high degree of intangibility inherent in services makes clear standardization almost impossible. Moreover, the perception of the same service by the supplier and the buyer can differ significantly. Adding to the complexity is the tendency for customers to criticize only the material elements of the service, whether that's the point or something else.
Because the customer is part of the process, traditional quality control methods are not acceptable. It is impossible to guarantee the quality of the service before it is provided. The presence of a quality inspector affects quality and interferes with both the worker and the customer.
Today, service issues are considered in the same aspect as quality issues: the customer is at the center of all decisions and actions of every service organization.
The philosophy of service can be represented as a service triangle:
Figure 4.1. Customer Service Philosophy
The customer is at the center of the service system. Looking at service in this way confirms the general truth that the service organization exists to serve the customer, and the system and staff exist to ensure the process of performing the service.
The role of operations in the service triangle is paramount. Operations define the structure of service systems (procedures, equipment, facilities) and manage the work of maintenance personnel.
Service system types
In the industrial sector, in contrast to the service sector, there are certain terms for classifying production operations (for example, mass production, continuous, etc.), when used in the production process, they immediately reveal the essence of the process. These definitions are also used to describe the service process, however, in order to distinguish those in the service, the consumer (client) of the service is included in the production system, additional information is needed. Information that distinguishes production function one service system from another, consists in establishing the degree of control with the client in the process of providing the service. The definition of "contact with the consumer of the service" reflects the physical presence of the client in the system. "Providing a Service" displays the workflow used to provide a particular service.
"Degree of contact" can be in general view represent as a percentage of the time that the client must be in the service system, to the total time that the entire process of his service takes. The longer the contact between the service system and the consumer of the service, the higher the degree of interaction between them in the course of providing this service.
Based on this concept, it can be concluded that service systems with a high degree of customer contact are much more difficult to manage than systems with a low level of customer contact.
In the first type of system, the client has a strong influence on the duration of the service, the composition of the service, and its actual or expected quality.
Table 4.1.
Impact of customer presence in service delivery
|
Characteristics of the service enterprise |
System with a high degree of customer contact (bank branch) |
Low customer contact system (check processing center) |
|
Location of a service point |
The service must be located in close proximity to the consumer of the service. |
Service is mainly carried out closer to transport hubs, sources work force. |
|
Room planning |
Should take into account the psychological and physical requirements and perceptions of clients. |
The main criterion is to ensure maximum labor productivity. |
|
Determined by the environment and physical presence of the client. |
The client is missing. A service may be defined by fewer elements. |
|
|
Staff skills |
In addition to professional skills, the main element of service is direct work with the client, so the staff must undergo special training. |
Only professional skills. |
|
Service quality control |
The client's presence is monitored and subject to change. |
The quality standard can be precisely set. |
As can be seen from the table, the presence of a client during the provision of a service affects absolutely all the characteristics that must be taken into account when a service company is present.
Technology in the service sector
There are three main technologies for providing services:
1. Production lines (for example, post office, McDonalds);
2. Self-service (this technology is widely known when using vending machines, self-service gas stations);
3. Technology of individual approach.
Service development.
When designing service organizations, remember that it is not possible to create a stock of services.
In the service sector, with rare exceptions, it is necessary to satisfy demand at the moment of its occurrence. In this regard, the criterion of throughput in customer service is a matter of paramount importance (hotel, restaurant). Thus, one of the most important questions in the design of a service enterprise is: what should be the throughput (capacity)? Excess capacity leads to increased costs, and insufficient capacity leads to loss of customers.
You can “keep” customers by queuing them up, or use an appointment system. Queue models are used. These models allow more precise answers to questions such as how many employees should work on the bank floor.
The service strategy begins with the choice of operational direction, i.e. with setting priorities that are achieved, on the basis of which the firm will compete in the market. These priorities include:
1. respectful treatment of customers;
2. high speed and convenience in the provision of services;
3. price of the service;
4. variety of services (“buy everything at once”);
5. quality of materials used in the provision of services;
6. unique skills that shape the level of service offering, such as designing hair styles, performing brain surgeries, etc.
To achieve a competitive advantage in the service sector, service marketing must be integrated with the service delivery process.
The main directions of solving the problems of service activities.
The first direction is the industrialization of the service, when the emphasis is on efficiency and contact with customers is reduced, and the maximum possible part of the work is transferred to the “workshop”.
The second direction is based on the allocation of those characteristics of service that make up its quality.
Industrialization in service development.
Industrialization in service development involves three approaches:
1. Remove the buyer from the process for as long as possible and apply industrial process design strategies to those parts of them in which the buyer does not participate.
2. If the presence of the buyer is unavoidable, use it as labor.
3. Increase staffing flexibility to match capacity to demand.
The office/workshop approach. In this approach, an effort is made to identify the minimum acceptable degree of buyer involvement and to attribute the corresponding activity to the “office”. All other activities are hidden from the eyes of the client in the “workshop”, where traditional (industrial) principles of production organization can be applied (for example, the meat section in a supermarket and, for comparison, an ordinary butcher's shop). The separation between office and workshop improves efficiency, but the costs in terms of service maintenance, degraded staff skills, and reduced job satisfaction can be high.
The “buyer as labor force” approach. The whole concept of self-service is based on the use of buyers as a labor force. In this case, "capacity" exactly follows demand. Often, a rigid division into an office and a workshop is also used. Disadvantages: It is often impossible to get advice and help to an inexperienced client.
The “flexible workforce” approach involves the widespread use of part-time work. This allows companies to vary their capacity based on demand, rather than holding excess labor during off-peak times. This organization of work creates problems.
Service quality
Quality, as measured by customer satisfaction in terms of customer retention, is generally highly dependent on the intangible elements of the service. From this point of view, most of the actions taken to increase productivity through "industrialization" come at the expense of the quality of service.
In the service sector, the biggest costs are the costs of quality assurance, both the cost of direct service and the cost of error.
An important aspect in determining the quality of service perceived by customers is the degree of customer confidence. Service will be considered bad when the customer is in a state of uncertainty, either because they do not know how to behave, or because they feel uncertainty and lack of coordination in the service provider itself. The internal consistency of the service delivery system is important in achieving high quality by maximizing customer trust and confidence.
Figure 4.2. Service provision system.
The figure shows 4 interconnected elements; service personnel, service management, the service itself and the duration of the process of its provision.
Consistency is achieved by matching each of these elements to the needs of customers, as well as by agreement between service personnel and managers regarding the nature of the needs and how to achieve them.
In order to make sure that the service is provided in the required quality and with sufficient efficiency, it is necessary to follow the procedure of the following steps:
1. Make sure that the concept of the service is clearly stated, with all the details.
2. Imagine the image that the service concept will project to the market. This is necessary to understand the expectations of consumers from the service. Whatever the quality of the service, it will be considered bad if it does not meet these expectations.
The role of the service sector in modern society
Services are economic activity, which directly satisfies the personal needs of members of society, households, the needs of various kinds of enterprises, associations, organizations, social needs or the needs of society as a whole, not embodied in material form.
One of the most important patterns of economic development around the world is the relationship economic growth and enhancing the role of services in the national economy. This finds expression in an increase in the share of labor, material, financial resources used in the service industry. With the development of society, the growth of productive forces, a certain development of the service sector occurs. There is an increase in employment in this area, an increase in the technical equipment of labor, the introduction of more and more advanced technologies. Despite this, for many years, services have been practically not studied by the theory of international economics. This was partly due to the difficulty of defining the very concept of services, of which there are a great many.
Trade in services is also widely developed, as is international trade in goods (in the real sense of the word). International trade in services has its own specifics:
intangibility
invisibility
Inseparability of production and consumption
heterogeneity and variability of quality
service failure to store
It is because of the intangibility and invisibility of most services that trade in them is sometimes referred to as invisible exports or imports. However, even in this case there are many exceptions. Usually services do not have a materialized form, although a number of services acquire it in the form computer programs on magnetic media, films, various documentation.
Unlike goods, services are produced and consumed mostly at the same time and are not subject to storage. In this regard, the presence abroad of direct producers of services or foreign consumers in the country of production of services is required. Unlike operations with goods, they are not subject to customs control. Services may be capital and knowledge intensive, industrial or personal in nature, may be unskilled or require very high skill levels. Not all types of services, unlike goods, are suitable for wide involvement in international circulation, for example public Utilities. The service sector, as a rule, is more protected by the state from foreign competition than the material production.
Service enterprises do not produce means of production or goods. They offer services: banking, construction, retail, education and health services.
The service industry covers a wide range of activities, which include: public administration at the national and local level, health care, education and science, transport and marketing of goods, including retail; professional services- accounting, banking, legal and insurance; utilities - water supply, gas and electricity; the entertainment industry, including television; as well as hotel business, catering and tourism.
In the developed countries of Europe and North America, as well as in Australia and Japan, the service sector employs most of labor resources far exceeding the percentage of workers in all other industries combined. In the Netherlands, 78% of employees are employed in the service sector. For comparison: in India, this figure is 38%. In poorer countries, this proportion is even smaller (for example, in Niger, 85% of the workforce is employed in agriculture, while only 15% is in industry and services). Since the end of World War II (1945), the service industry has been the most rapidly developing industry in the developed countries. Their economy is commonly referred to today as a service economy. The United States was the first country to develop such an economy.
A characteristic feature of the service sector is that this industry is generally labor-intensive, that is, it cannot be "indiscriminately" mechanized. Therefore, it, in comparison with other industries, provides more jobs. As a rule, work in the service does not require much physical strength, and therefore many more women are employed in it than in other industries.
In some service industries, especially in the catering and leisure industries, work is often seasonal, providing temporary employment opportunities.
So, we can say that over the past two decades, the service sector has been one of the most dynamically developing sectors of the world economy. Therefore, this topic is becoming so relevant today.
(service) - a sphere of the economy where goods are produced, the beneficial effect of which is manifested in the very process of their creation.
The production of economic (limited) goods is divided into two spheres - the sphere of material production and the sphere of services. In the first sphere, the consumption of the created good is separated from its production; in the second, it is combined.
For example, the labor of producing a loaf of bread does not in itself satisfy any human need (except for the need for labor), the consumption of bread will occur later and elsewhere; on the other hand, the lecturer's reading of the lecture immediately satisfies the students' need for knowledge.
Up to the 20th c. the service sector was generally excluded from the sphere of production. Thus, the famous English economist Adam Smith directly pointed out that the wealth of society depends only on productive labor - the work to create wealth. To unproductive occupations, when nothing is produced, but only previously created social wealth is consumed, he attributed the services of such professions as "priests, lawyers, doctors, writers ... actors, clowns, musicians, opera singers, dancers, etc." (Smith A. An Inquiry into the Nature and Causes of the Wealth of Nations. T. 1. M., 1935. S. 279). This point of view about the unproductivity of the service sector was adopted by Marxist political economy, and then by Soviet statistics.
In developed countries already in the 19th century. began to understand that the service sector, although it does not directly produce material goods, however, creates the fundamental conditions for this production. Therefore, in modern statistics (including Russian), the service sector (tertiary sector) is considered as a full-fledged part of production, equivalent to agriculture(primary sector) and industry (secondary sector).
Zhiltsov E.N., Kazakov V.N., Voskolovich N.A. Economy of the sphere paid services
. Kazan, 1996
Demidova L.S. The service sector in the post-industrial economy. World economy and international relations. 1999, No. 2
Service sector: problems and development prospects. Tt. 1–3. Ed. Yu.V. Sviridenko. M., 2001
Klikich L.M. Service Economics: Problems of Methodology and Analysis. Ufa: BPAU, 2004
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The need for management in the service sector. The concept of management. The main stages of the evolution of management. Marketing management concept. Specific features of the service sector. Service management model. Characteristics of services and their impact on the management system. The main problems of management in the service sector and ways to solve them.
The radical reform of economic management is the basis of market reforms carried out in Russian society. The reform fundamentally affects the service sector, which, like any other field of activity, objectively needs to be managed. Management is a targeted impact on the service sector with the aim of orienting it to meet the needs of people, improve performance and ensure an acceptable level of profitability.
The quality of management predetermines both the results of the activities of the service sector and the choice of ways and means to achieve them. The role of management in the service sector is also important in promoting the growth of the efficiency of social production by creating conditions that free up the time of the population and favor highly productive labor.
In connection with the implementation of the policy of ensuring social priorities When a person from the periphery of the economic interests of society moves to their center, the role of the service sector increases significantly, and at the same time the requirements for organizing its management.
The twentieth century has experienced a powerful influence of management on all aspects of society, organizations and people. It was during this period that management was formed as a science that managed to generalize the rich practice of management and developed sound recommendations for its improvement. Numerous and diverse in their approaches and content, theories and schools have significantly expanded the understanding of management as an independent field of knowledge and the possibilities of its application. Therefore, the principles, forms and methods of management have spread from the sphere of business organizations to institutions of science, education, healthcare, religion, they are actively used in art and politics, which until recently was considered almost impossible.
Management, as a practical activity, originated about seven thousand years ago. As a science, management began to take shape at the end of the 19th century and went through several stages in its development.
First step ( end of the nineteenth century - 30s of the XX century) - separate fragmentary studies in the field of enterprise management become the basis for the formation of scientific schools and directions; there is a formation of management as an independent science and a separate type of business activity, as well as the separation of management from ownership.
Second phase(30s - 60s) - management relies on economic fundamentals a rigid vertically integrated management system with a clear distribution of responsibilities between departments and performers. Of particular importance is the study of the problems of labor motivation, the human factor, and the influence of groups on the behavior of workers.
Last, third stage (from the 60s to the present) is characterized by the fact that an informal, flexible management system has prevailed, based on a horizontally integrated motivational model using predominantly divisional departmentalization. Much attention has been paid to the study of ways to enhance the behavior of people in the organization.
In addition, in the mid-1950s, signs of chronic overproduction began to appear in developed countries, the market was oversaturated with goods. Under such conditions, production could no longer develop in the direction of unlimited self-expansion. There was a need to develop a different strategy. React appropriately to these changes economics, which previously traditionally focused on the production sector and solved the problems of increasing the efficiency and modernization of this sector, regardless of the influence of the consumption sector on it.
wide practical use during this period received the theory of marketing. The development of marketing had a direct impact on the management of the company. The close interaction of marketing and management led to the emergence of a new term "marketing management". The most important principle marketing approach to the management of the firm is the target orientation of all elements production system, as well as the production and social infrastructure serving this system, to solve problems that arise for a potential consumer of goods and services brought to the market by the company.
The marketing concept of management is of particular importance for enterprises and organizations in the service sector, whose activities are directly focused on customers (consumers) and significantly depend on their requests.
The marketing orientation of management is the main, but not the only distinguishing feature of modern management. In order to find out other features and problems of the management of the service sector, it is necessary to briefly dwell on the specifics of this field of activity and its difference from the sphere of material production.
The service provision system, according to B. Karlof, is similar to the system of production and distribution in industrial company, although it is often presented in a completely different form. And the service management system, according to G. Assel, is similar to the goods management system.
At the same time, there are a number of specific features of the service sector that distinguish it from the sphere of material production:
1) the services themselves are known to have characteristic features (intangibility, heterogeneity, perishability, inseparability of the provision of services from consumption). Services are often opposed to products, although, according to P. Doyle, “pure goods and services are rather a scientific abstraction. Majority trade offers are various combinations of tangible and intangible elements. As Professor T. Levitt writes: “Service industries, as such, do not exist. It's just that in some industries the share of services offered is higher than in others. Everyone provides services." Thus, most manufacturers provide customers with delivery, repair and maintenance services, insurance, consulting and staff training along with goods. The airline, along with the transportation of passengers, offers them lunch, drinks, magazines and newspapers. This opinion is shared by B. Karlof, who points out: “The concept of a company operating in the field of non-material production should be used with some caution, since the production of many industrial products is currently accompanied by the provision of a wide range of services.” To resolve this apparent contradiction, one should refer to the classification of services proposed by G. Assel, according to which all services are divided into services related to goods, services based on the use of equipment and services based on human labor. Characteristics services increase and are most pronounced as you move from the first group of services to the third;
2) not only the types of services are diverse, but also the organizations that can provide them: state institutions (education, healthcare, transport, information and other services), commercial organizations(banks, Insurance companies, advertising agencies, etc.), as well as non-profit structures (provision of charitable, entertainment, educational and other services);
3) services are provided not only by specialized industries and service firms, but also manufacturing enterprises(delivery of products, repair and Maintenance, insurance, consulting and training of personnel, etc.). As P. Doyle points out, “many manufacturing firms are actually service enterprises. About half of production costs are related to the purchase of services (eg advertising, transportation, financial services). More and more employees manufacturing firms engaged in design, marketing, finance, after-sales service, and not the production of goods ";
4) services are oriented both to individual consumers (for example, medical institutions, catering establishments, consumer services for the population), and to meet the needs of firms and other organizations (for example, the provision of business services: technical, accounting, auditing, legal, etc.);
5) there is a direct relationship between the growth of incomes of the population and the increase in demand for various services, for example, allowing you to get rid of routine duties (house cleaning, cooking, etc.) associated with leisure activities (art, sports, recreation, etc.).
These features have an impact on the formation of a management system in the service sector.
Service management model, proposed by B. Karlof, is as follows (Fig. 1.1).
|
Rice. 1.1. Service management model.
The service management model begins with a market niche (market segment) and then, moving counterclockwise, leads to the concepts of "service concept", "service delivery system" and "image". The image is seen here as a tool of information that management can use to influence staff, consumers and resource providers, whose perception of the company and its development prospects affects the position of the company in the market and cost efficiency.
The culture and philosophy of the company are of paramount importance, with their help, management controls, supports and develops the social process, carried out in the form of the delivery of services that benefit customers. Along with the organization of the delivery system and the development of a realistic concept of services, the culture and philosophy of the company are the most important factors in long-term efficiency. It is within a company's culture and philosophy that the values and morale that underlie its viability and success are shaped. Therefore, the formation of the philosophy and mission of the service sector company will be considered in more detail when studying the functions of management.
When developing a service delivery system, and therefore a management system, a number of factors must be taken into account:
These differences in the service sector make the management of operations in the service sector, according to V.D. Markova, more difficult than in industry, in terms of ensuring efficiency, and also determine the specifics of management in this area.
The main reason for the peculiarities of the management of the service sector is the nature of the services themselves.
The process of rendering services differs from the process of production and sale of goods in many characteristics, which determine the presence of features of managerial activity in organizations in the service sector.
So, intangibility services, which makes it difficult to demonstrate to consumers the expected result and quality of the service before the start of their service, requires special attention of managers not only to the process of customer service itself, but also to other factors that indirectly indicate the quality of the service and are much less important in manufacturing industries: location and interior of the room, convenience and design of equipment, appearance and the behavior of employees, the mode of operation of the organization.
Heterogeneity services leads to the fact that their standardization is difficult, and sometimes impossible. Therefore, the methods of planning, motivating and controlling the activities of employees, traditional for the production of goods, based on the use of norms and standards, are not always acceptable when serving consumers. Particularly difficult and requiring special approaches is the quality control of the provision of services, since it depends not only on the material and labor factors of the organization, but also on the specific client.
One of the main problems of management in the service sector creates perishability services, which does not allow you to easily and quickly respond to changes in demand through the creation of stocks. This problem is less noticeable for services with relatively stable demand: cleaning of the premises, repair of audio equipment, etc. However, for services characterized by the presence of peak demand during the day, week or season - transport, medical, resort facilities, etc. - the perishability of services leads to a sharp decrease in the efficiency of activities due to downtime of employees and equipment during periods of decline in demand and lost income during periods of its peak, which forces managers to take management decisions look for ways to reduce the impact of this problem, use statistical observation methods that help determine the volume and structure of demand for services.
Since the provision of services inseparable from their consumption , the heads of the organization are assigned specific tasks related to the participation of the consumer in the process of providing the service - training the staff in an attentive, sensitive attitude towards consumers; creating favorable conditions not only for the directly served client, but also for others, for example, those waiting in line; building an effective control system that allows you to separate the results associated with the work of employees from factors due to the characteristics of the client. Many services are provided with the direct presence of consumers, so the chosen mode of operation of the organization should be convenient for most customers. The degree of customer involvement in the service process varies in different services from high (in healthcare, education) to low (in telecommunications). This, in particular, is related to the specificity of management methods in the provision of various services.
Thus, the main characteristics of services, management problems and ways to solve them can be presented in the following form (Table 1.1).
Table 1.1
The main problems of management and ways to solve them
| Service characteristics | Management issues | Problem Solving Ways |
| Intangibility | Lack of goods; service is an action or experience. Difficulties in providing reference materials: the provision of services is associated with a risk for the client. The service cannot be demonstrated: it is difficult to differentiate offers. No patent system: free market entry for competitors | Stimulating satisfied customers, recommending them to friends and acquaintances, identifying opinion leaders and encouraging them to use the company's services. Development of tangible landmarks indicating a high level of service: the appearance of the premises, equipment, employees, brand advertising. |
| The inseparability of the provision of services and their consumption | Consumers participate in the process of providing services. Involvement in the service process of consumer groups: the problem of control. The company providing services is represented by its staff: the perception of the company is determined by the attitude of the client towards its employees. The terms of service are the hallmark of a service provider. Difficulties in expanding service companies: the need for networking. | Training staff in effective communication with customers: the art of listening, understanding the emotional state of another person, polite behavior. Availability of premises that enable simultaneous servicing of large groups of consumers. Fast service: core operations need to be streamlined and non-essential work removed from the service delivery process. Creation of a network of branches: the company has the opportunity to open standard service modules, for example, using franchising. |
Continuation of the table. 1.1
| Service characteristics | Management issues | Problem Solving Ways |
| Heterogeneity | Standardization of services is difficult because their characteristics are largely determined by consumers. The problem of service quality control: the heterogeneity of service conditions. | Investment in personnel selection, motivation and training. Service optimization: automation of the process of providing services, detailing job descriptions, careful control. Service personalization. |
| Perishability | Services cannot be stored: there is no inventory. Peak load problems: low labor efficiency. Difficulties in setting prices for services: problems with pricing. | Differentiated pricing. Acceptable waiting conditions. Increase in demand outside peak periods. Using the pre-order system. Transition to part-time work. Redistribution of work. Assistance from customers (encouraging customer participation). Separation of services. |
Features of management associated with the main characteristics of services determine the main problems that confront the leaders of service companies. Of the variety of problems listed in Table. 1.1, the most important are those related to the human factor, which plays a paramount role in service enterprises, namely:
quality control;
achieving high performance;
personnel Management.
The very concept of "quality of service" is ambiguous. This is due to the specifics of services and their main characteristics, which complicates the quality management of services. As a result of research conducted by foreign authors, ten criteria for evaluating services by consumers were identified, of which the first five take into account the quality of the results of the provision of services, and the last five - the quality of the service process.
The main criterion for consumers' judgments about the quality of services is their compliance with expectations. If the perceived quality exceeded the expectation, the consumer will be satisfied with the service. If the results of the service did not live up to his expectations, the client will remain dissatisfied. The main task of the company's management is to ensure the quality of services that meets the expectations of the consumer.
The gap between the expected and actual quality of services can occur for various reasons. Knowing and eliminating these causes will allow the management of companies to improve the results of their activities. The main reasons may be:
· Misjudgment by managers of consumer expectations. The gap between the expected and perceived quality of services often occurs when management does not even try to find out what consumers expect from the company's services;
misconceptions about the quality of services. Even if management correctly assesses customer expectation, managers are often unable or unwilling to commit company resources to fixing the problem. For example, many organizations that accept utility bills, banks, shops have an unfortunate mode of operation for customers, which has not changed for many years;
low quality of service. The quality of services may not meet the standards or requirements of consumers for various reasons, but most often due to the fact that the employees of the company directly serving customers are not sufficiently motivated or unable to perform the task due to their low professional and qualification level. The reason for the low quality of service may also be the lack of an appropriate material and technical base, for example, diagnostic and medical equipment in institutions providing medical services;
False advertising. Advertising that inflates the quality of services leads to a decrease in their perceived quality and customer frustration, because. The result does not justify consumer expectations. If the level of service is deliberately exaggerated, the likelihood that even high-quality service will receive a negative rating increases.
To solve the above problems of service quality management, the company's management needs to:
1) develop the right strategy: determine the target market and the most valuable characteristics of services for consumers;
2) always follow high standards of service;
3) conduct a thorough and detailed preparation of measures to improve the quality of services:
Establish high and measurable criteria for the performance of the company;
Provide training and encouragement to employees;
Develop systems for monitoring labor productivity;
Conduct consumer surveys, checking the compliance of services with established criteria;
4) convey to consumers only real promises.
One of the biggest problems in the service industry is low productivity. objective reason the complexity, and sometimes the impossibility of measuring the volume of services and labor productivity in service activities is due to the lack of a tangible result.
The value of labor productivity in the service sector is based on the interaction of three factors:
1) a high degree of consumer involvement in the service process makes it difficult to standardize and automate this process;
2) services, as a rule, are characterized by high labor intensity;
3) non-persistence of services often leads to the appearance of excess capacity of the company.
An important management problem is the ratio of productivity and quality. For example, the productivity of a doctor increases with a decrease in the norm of time for receiving patients. But the inevitable consequence of this is, as a rule, a decrease in the quality, and, consequently, the effectiveness of the service.
The main ways to increase labor productivity without reducing the quality of services can be:
1) division of activities according to the degree of contact with the consumer.
Different types of services imply different degrees of consumer participation in the provision of services, for example, in medical and educational services the degree of customer involvement is very high, in the provision of postal utilities, telecommunications, etc. services is much lower. Many services include both high and low consumer contact activities, such as air passenger check-in and baggage handling; the work of the bank operator directly with the client and the processing of information on accounts; the work of a pharmacy pharmacist with a client and the preparation of medicines.
The manager must separate the phases of the service process depending on the degree of customer involvement in them. At those stages of the service process that do not require close contact with consumers, it is necessary to increase labor productivity by streamlining and accelerating the process. At the stages of direct interaction with the client - to increase labor efficiency without reducing the quality of services;
2) conveyor approach to service.
This approach involves automation manual labor(e.g. automatic car washes, vending machines, ATMs) and systems that reduce staffing (e.g. supermarkets, fast food restaurants).
Until recently, such technological solutions were applied only to those services that gave a standard result, but given the constant technical progress, the growing awareness of consumers about technologies and systems, we can conclude that the pipeline approach to service is already being applied, and in the near future will be widely used for those services that are performed in accordance with the individual requirements of customers. An encouraging example of this is the diagnosis and surgical treatment of patients in the MNTK "Eye Microsurgery";
3) increasing the degree of customer participation in the service process.
Effective way performance improvement is the transfer of customers to partial self-service: direct, without the assistance of operators, international and long-distance telephone calls; cleaning up after themselves dishes in some enterprises Catering; equipping hotel rooms with household appliances that allow customers to make tea or warm up breakfast on their own, etc.
Such innovations are based on knowledge of the needs and behavior of customers. Managers need to pre-test innovations, explain their benefits to customers in such a way that they are happy to accept the activation of their role in the service process;
4) establishing a balance between supply and demand.
The main reason for the discrepancy between the production capacity of the company and the demand for services is the perishability of services. The main ways to increase labor productivity are:
· reduction of peak demand, which can be achieved by differentiated pricing, a system of pre-orders, increased attention to customers who are forced to wait in line for services;
· increased flexibility of supply, which can be achieved by introducing part-time work, bundling the services of several companies and more efficient use of equipment and personnel during periods of increased demand.
Special requirements in the service sector are imposed on personnel management. Unlike production, where people act on the substances and forces of nature, the object of influence in the service sector is mainly a person with his needs.
In the management of services that involve a high degree of customer involvement, the highest priority should be given to the relationship of company employees to consumers. It is important for the management of the company to form such norms of behavior for employees that would orient them towards respect for the needs of customers, i.e. to use such an interesting socio-psychological phenomenon as the “client” type of behavior of employees in “hot spots”, where they meet directly with clients.
Two principles always struggle in a person: rational and emotional, which is important to consider in the relationship of a service worker with a client. When a client enters the office, it is necessary first of all to create an atmosphere of cordiality, care and goodwill. The professionalism, tact and courtesy of employees, especially those who meet the client first, are important here. If the client is greeted with a friendly smile, offered a cup of coffee or tea, asked a few neutral questions, then this forms a certain positive attitude. In addition, the company employee gets time and opportunity to assess the partner and choose the right direction of the conversation.
A very important role is played by what the employee will say about the company and its services. The staff must understand what exactly is being sold and what benefits it can bring to the consumer, i.e. staff training is very important. For example, in a shoe repair shop, the receiver and the master must explain to the client that a very good glue is used in the work: waterproof, durable, universal, as it glues leather, plastic, synthetics, etc., so the repaired shoes will be worn for a long time.
In other words, the company's employees should be able to tell the client that it is here that he will receive high-quality services. But the professionalism of the attendants is not so much in convincing the client, but in the fact that this conviction itself comes to him from information about the company and from the experience of using the services. It is the client's independent awareness of the uniqueness of services in terms of quality, accessibility, usefulness, duration, etc. - the strongest means of attracting him.
The behavior of employees adequately forms the image of the company. In this case, there is no need for its artificial creation.
Foreign experience, which is actively used Russian firms services sector, developed a number of recommendations on the use of the clientele type of behavior of employees.
In order to attract a client, you must:
take into account the composition and homogeneity of buyers;
to introduce original services;
· carefully consider the reference and information policy (instructions, descriptions, diagrams, addresses and phone numbers of warranty workshops, etc.);
Provide appropriate design of retail space and offices;
make discounts regular customers;
· introduce new forms of service (for example, field service, participation in fairs, order service, etc.);
constantly expand the range, updating services;
Require compliance with relevant standards of behavior from employees of the company (constant search for new, study of customer requests and their adjustment);
Be "open" to clients.
General structure the behavior of employees of the firm, customer-oriented, includes a number of elements.
The above example is one of the fragments of the "client" behavior of the personnel of a company providing services.
The “anti-client” type of behavior of the company’s personnel gives an answer to the question: “How to alienate a client?” It contributes to:
maintaining the range of services unchanged;
lack of guarantees for customers;
staff incompetence;
unsightly appearance of service items (for example, wrinkled clothes, unironed tablecloth-napkins set);
tightness and congestion trading floor and offices;
Lack of services (assembling furniture, setting up computers, delivering oversized cargo to an address, etc.);
Inflexible prices, no discounts;
· lack of consideration of the needs of consumers and the infrastructure of the region in which services are provided (for example, the opening of an atelier for tailoring exclusive models of clothes in a microdistrict of the city, where mainly low-income groups of the population live);
Uncomfortable for clients mode of operation of the company.
The “anti-client” type of behavior can also be manifested in business communication among company employees. The client may be repelled by such situations:
· the price agreed earlier by phone changes when the client appears in the office;
failure to fulfill the obligations assumed;
corporate symbols on dirty, untidy overalls;
Poorly crafted branding
· Lack of name and designation plates on the doors in the office.
The client can be repelled by the employees themselves in such situations:
Instead of showing interest in the client, they try to “get rid of” him;
employees do not introduce themselves and do not have brand identification marks;
Haste is felt in a verbal or telephone conversation;
The client is asked to call back without explaining the reason;
· instead of a “real person” (an employee of the company), the client hears the “voice” of an answering machine, which blocks feedback;
employees refer to employment;
Employees look for information for a long time or do not fully possess information.
Thus, the described situations testify to the high demands placed on the personnel of the service sector. Along with professional skills, employees must have the basic knowledge of psychology, aesthetics, morality in order to better meet customer needs, a deep understanding of their tastes and desires. And for this they must be appropriately motivated. The importance of personnel management is also increasing due to the fact that specific gravity living labor in the service sector is much higher than in production, and the increase in the volume of services is achieved mainly by increasing the number of employees, and not by organizational and technical ones.
The considered features and problems of management of the service sector affect the process of implementation of all management functions. If the laws, patterns, principles and methods of management are almost the same for production and services, then the main functions of management (planning, organization, motivation, control) have the specifics of their manifestation in various fields of activity. Therefore, in the following sections of the textbook, we will dwell in more detail on the characteristics of management functions and the features of their manifestation in enterprises and organizations in the service sector.
1. What is the evolution of control systems and what is modern management?
2. What is the essence of the marketing concept of management?
3. What, in your opinion, is common in the management of production and the service sector?
4. What are the main reasons that determine the features of the management of enterprises and organizations in the service sector?
5. List the most important characteristics services that distinguish them from products, and explain their impact on the characteristics of management in the service sector. Give examples.
6. Describe the main problems of the service sector.
7. Try to define the quality of the service.
8. What are the main factors affecting the quality of the service? Give examples of the influence of individual factors on the quality of the results and the service process.
9. Using the example of a particular company providing services, consider the reasons for the insufficiently high (low) quality of customer service.
10. What actions should managers take to effective management service quality?
11. What are the main problems of labor productivity management in service enterprises?
12. Describe on concrete examples the main ways to increase labor productivity in service enterprises.
13. What are the most important problems of personnel management in the service sector and ways to solve them?
Questions for discussion at the seminar
1. Service sector: state and main problems of its development: The need to manage the indication of services.
2. Characteristics of services and their impact on the management system.
3. Modern problems of management in the service sector, ways and practical experience of their solution.
Ñ Basic concepts
Service sector, management in the service sector, marketing concept of management, management model in the service sector.
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Service planning
Planning: essence, purpose and constituent elements. Features and tasks of planning at service enterprises. Forecasting and its purpose. Goals in the organization in the service sector: their functions and classifications. Mission and philosophy of the organization providing services. Strategic, tactical, operational and operational goals. The organization's goals tree. Principles of effective goal setting.
Types of service planning and their classification. Strategic and current planning. Factors affecting the composition and structure of plans in the organization. Principles, stages and methods of planning in service industries.
Planning and goal setting in service organizations
The content of management in the service sector, as in other areas, is revealed in its functions, which arose as a result of the division and specialization of managerial work. Process approach to management suggests that management is not some kind of one-time action, but a series of continuous interrelated actions called managerial functions. It is now generally accepted to consider four main functions applicable to all organizations: planning, organizing, motivating and controlling.
Planning, being one of the main functions of management, allows to ensure the effective functioning and development of the organization in the future, to reduce uncertainty. Decisions made in the planning process form a complex system within which they influence each other, therefore, they need to be interconnected to ensure their optimal combination in terms of the most full use the organization's potential and opportunities.
Distinguish planning in a broad and narrow sense. IN broad sense under planning understand the decision-making process related to setting goals and objectives, developing a strategy, allocating and redistributing resources. In the narrow sense, planning is the preparation of special documents - plans that determine the specific steps of the organization in achieving the goals set. plan called an official document that reflects the final and intermediate goals of the organization and its units, as well as the methods and timing of their achievement. In the conditions of market relations, plans are not given to enterprises from above, but are developed by them independently. The plan becomes the basis for the activities of organizations of all forms of ownership and sizes, since without it it is impossible to ensure the consistency of the work of departments, control results, determine the need for resources, and stimulate the labor activity of employees.
Planning in the service sector has a number of features that complicate the work of drawing up plans for the activities of the relevant organizations. These features are due to the specifics of the services themselves and the processes of their provision. If in material production there is a rigid fixed relationship between economic factors (for example, the norms of time for all work performed, the consumption rates of raw materials and materials), then in the provision of services such a relationship is more flexible. At the same time, the use of norms and standards is difficult or impossible, and the relationship between economic or technological factors is largely determined by the consumer of services, his preferences, tastes, and capabilities. At most enterprises in the service sector, it is difficult to accurately determine, and, consequently, reasonable planning of the total volume of services provided. In-kind indicators are unacceptable for this because of the diversity and incompatibility of individual services, and cost indicators - due to the lack of an objective monetary assessment for a number of services and work performed (in education, health care, etc.) Since the activities of service enterprises largely depend on the volume and structures of demand for the services provided, planning in such organizations, unlike production ones, is more probabilistic in nature and solves several problems.
Ensuring the purposeful development of the organization and all its structural divisions.
Timely recognition of future challenges and opportunities in service delivery. Development of specific measures aimed at supporting favorable trends or curbing negative ones.
Coordination of the activities of structural divisions and employees of the organization for the provision of services.
Creation of an objective base for effective control, which allows to evaluate the activities of the organization by comparing the actual values of the parameters with the planned ones.
Motivating the labor activity of employees by presenting the degree of fulfillment of planned targets for the provision of services as the main object of stimulation.
Information support of employees. Plans must contain information about the goals, terms and conditions for the performance of work to provide services to consumers.
Within the framework of the planning function, subfunctions are distinguished: forecasting, goal setting, etc.
Forecasting called scientifically based prediction of possible directions for the future development of the organization, based on available practical data and on assumptions regarding the dynamics of the development of objects or processes. Forecasting is designed to solve the following tasks:
Scientific prediction of the future on the basis of identifying trends and patterns of development;
Determining the dynamics of economic phenomena;
Drawing up forecasts showing possible directions for the future development of the organization;
Definition in the future of the values of the final parameters of the development of the organization, as well as its behavior in various situations on the way to achieving the goals.
The importance of forecasting increases due to the fragility of services, the impossibility of their storage, which creates problems in responding to fluctuations in demand. In the service sector, forecasting is usually done to anticipate the dynamics of needs for specific services. For example, an increase in the unemployment rate in a region may suggest an increase in the need for employment services, while a decrease in the price of new cars may suggest a decrease in the demand for auto repair services. If the forecasting is done qualitatively, then the resulting forecasts can serve as the initial basis for planning. Thus, plans formed on the basis of birth and death forecasts, the epidemiological and environmental situation, forecasts for the receipt and expenditure of funds in this industry contribute to the stable work of health care.
The basis of the plans of any enterprise is its goals. Under purpose organizations understand the end state or result towards which their activities are directed. In the management system of service organizations, goals perform several important functions.
1. Goals reflect the philosophy of the organization, the concept of its activities and development, the place and importance of this organization in the service market.
2. Goals reduce uncertainty in current activities for the provision of services. They become guidelines for the organization as a whole and for individual people, help to focus on the most important actions, thereby increasing the volume and quality of services provided and reducing unnecessary costs for them.
3. Goals form the basis of the criteria for identifying problems, making decisions, monitoring and evaluating the results of service delivery activities.
The goals of activities that are set at service enterprises can be classified according to several criteria (Fig. 2.1)
Rice. 2.1. Classification of goals in service organizations
In addition to the indicated signs of classification, goals can also differ in the degree of coverage, in the timeliness of setting, in rank, and in the degree of attainability.
The goal system of any organization is based on its mission, which is the fundamental, unique purpose that distinguishes this organization from others of the same type and determines the scope of its activities. Laws market economy require each organization to formulate and publicize its main purpose, giving an idea of its necessity and usefulness for society as a whole, the environment of the organization and its employees. The theory and practice of management have not yet developed universal rules for formulating a mission. Therefore, there are many different approaches to the content of such a goal. However, on modern marketing stage development of management, especially for organizations in the service sector, the main requirement is the main emphasis on the interests, expectations and values of the client. The mission statement of a service industry organization may include the following information:
The most important services provided;
Intended consumers of services;
Geographic scope of activity;
The concept of service quality;
The concept of pricing;
The main technologies used in the provision of services, the degree of their uniqueness and progressiveness;
Company image, desired public reputation, etc.
As a rule, the mission does not include all of these components, but the most significant of them. For example, the mission of a chain of restaurants fast food may be as follows: providing residents and visitors of the region with high-quality food products affordable prices from fast service. The mission of an organization may include its philosophy reflecting the credo of existence, the supreme principles of activity. Philosophy includes the main economic, social, environmental, ethical values of the organization's management, its ideas about the meaning of the company's activities and the role of specific services in the development of society. For example, a well-known company Mary Kay Cosmetics stated that "the company's philosophy is based on the golden rule: a spirit of participation and attention where people in a good mood give their time, knowledge and experience." Many years ago, the CEO of McDonald's proclaimed the slogan that became the philosophy of the organization: "Quality, Service, Purity, and Value." One of the domestic banks formulated its mission taking into account the philosophy of the organization: "Promoting the development of business in Russia by providing a wide range of banking services, high quality customer service and effective development, taking into account the interests of shareholders, customers and employees" .
Strategic The goals of the organization are set by top-level managers and focus on the most important general issues. They are aimed at solving promising large-scale problems in the provision of services that qualitatively change the activity or image of the organization. Thus, the strategic goal of a travel company may be to move within a certain time from international tourism to internal. Tactical Objectives are set primarily by middle managers and focus on the key actions needed to achieve the strategic goals. An example of a tactical goal within the framework of this strategic goal is the acquisition and refurbishment of two local tourist bases during the year. Operational goals are formulated by middle and lower level managers, they are related to the functioning of individual departments of the organization and are aimed at the actions and work necessary to achieve tactical goals. For example, in order to achieve a specified tactical goal, an operational goal can be set: to carry out within two months comparative analysis proposed for the implementation of local tourist bases. Operational goals assigned to specific actors are sometimes referred to as operating .
As a result of establishing relationships between goals and their hierarchical subordination, a “tree of goals” of the organization is formed, in which large “branches” (main corporate goals) depart from the “trunk” corresponding to the mission. From these "branches" depart smaller ones, corresponding to the goals that provide them. Thus, a "crown" is formed, which can "branch" many times. The constructed "tree" clearly demonstrates the subordination of goals, shows which auxiliary goals must be implemented to achieve a specific goal (Fig. 2. 2).
Based on the period of time required to achieve the goals, they are divided into long-term , medium-term And short-term . Medium-term and especially short-term goals are characterized by greater than long-term, concretization of the results provided for in them. The period of implementation of the goals of each type depends on their level. Most of the strategic goals are long-term, tactical - medium-term, operational - short-term.
Technological the goals are related to the improvement of the technologies used by the organization, that is, the ways in which services are provided. Thus, one of the technological goals may be to increase the level of computerization of customer service. Production the goals provide for the provision of a certain amount of services, improving their quality, and increasing the efficiency of activities. Marketing goals are related to entering certain sales markets, attracting new customers, etc. .Economic goals are oriented towards achieving financial stability firms, profit growth and profitability. Social the goals are related to the creation of favorable working and leisure conditions for employees, raising their educational and qualification level, etc. Administrative goals are focused on achieving high manageability of the organization, discipline among employees, and coherence in work. Other goals in terms of content may include scientific and technical guidelines, etc.
Rice. 2.2. "Tree" of goals
Goal setting precedes the development of plans, which, in essence, are tools to achieve the goals. The quality of plans and the results of their implementation depend on the correctness of setting goals. Successful implementation functions of goals is possible subject to a number of principles.
reality of goals.
Correct formulation of goals. Goals should be short, specific and time bound. Where possible, the goal statement should contain quantitative parameters.
Goal flexibility. If necessary, goals should be adjusted.
Goal Compatibility. The goals of the organization should not be contradictory, but, on the contrary, mutually supporting and ensuring the provision and development of services. Consistency should be ensured both vertically, that is, between the goals of different levels, and horizontally, that is, between the goals of different areas of the organization.
Verification and encouragement to achieve goals. This requirement is related to the need to assess the degree of achievement of the goals for the provision of services and stimulate the corresponding activities of employees.
Types, principles and stages of planning
At service enterprises, various types of planning can be implemented, which differ in purpose, level, subject, etc. (fig.2.3)
Rice. 2. 3. Classification of types of planning in service enterprises
Strategic planning is to determine the mission of the organization, the formation of a system of goals and strategies for activities in the service markets.
Current planning may include tactical and operational. The main task of tactical planning is the choice of means to achieve the intended overall goals of the company. At the same time, it is determined personnel policy, methods of providing basic services, general financial policy, general marketing strategy. operational planning is aimed at developing specific action programs to address the problems of the organization, detailed by years, quarters, months and days. During the development of operational plans, decisions are made on how to operate the enterprise operating system depending on the changing demand for its services, how to provide service delivery processes with resources with minimal cost, in what quantity to attract workers, etc.
Strategic and current planning differ in many ways (Table 2.1)
Table 2.1
Comparison of strategic and current planning
| signs | Strategic planning | Current planning |
| Management level | Mostly top level | All levels |
| Primary Orientation | On problems | For a period of time |
| Problems | Weakly structured qualitative | Well structured quantitative |
| signs | Strategic planning | Current planning |
| Uncertainty | High | Low |
| Essence of planning | Focus on innovation, strategic adaptation to the external environment | Orientation to integration, coordination of the internal environment. |
| Target criterion | Building the Potential for Success | Realizing the Potential for Success |
| planning horizon | Emphasis on long-term, partly on medium- and short-term planning | Emphasis on short- and medium-term planning |
| Planning units | Strategic business units | All functional areas, departments and employees |
| Degree of detail | Enlarged study | Detailed study |
| Initial information | Organization policy, external environment | Organization strategy, internal environment |
Long term planning focuses on an extended time period (from 1 year to current plans up to 10 or more years for strategic ones). Time horizon for medium term planning ranges from several months for current plans to 3-5 years for strategic ones. Short term planning is designed for a period from several days to one year, respectively.
Nomenclature-thematic planning in the service sector is to form plans for the development of the company, defining measures to update the range and content of services provided, increase the competitiveness of services, improve technology and organize the processes used in their provision. The main set of works on this type of planning should be carried out by marketers. In this case, it is recommended to use a service package model that includes:
* basic service;
* ancillary services that contribute to the main one;
* supporting services that make the main service more attractive, valuable, different from those offered by competitors.
resource planning includes calculations of material, labor and financial resources necessary for the implementation of specific services. This type of calculation includes financial planning, budget planning, business planning, etc. An important component of planning is the development of a pricing policy. The pricing process, hampered by the intangibility of services, must take into account the following factors:
the basis of the service;
the degree of individualization of the service;
the process of assessing the quality of the service by the client.
scheduling involves determining the scope of work, the loading of departments and performers, the construction of work schedules for individual performers, divisions, specific services, equipment loading schedules, and the distribution of work by periods. This type planning in the service sector is more difficult than in the sphere of material production. Services, unlike goods, are provided to the consumer in real time and often require the presence and participation of the client. The duration of the service is often unknown in advance, since it depends not only on the factors of the organization, but also on the characteristics and requests of a particular consumer. Therefore, scheduling plans for many services (medical, cosmetic, restaurant, etc.) are usually based on average indicators of the temporary workload of personnel, premises, equipment and suggest possible adjustments when individual orders are received. During periods of low demand, schedules may include changes in business hours, free or reduced service times, and the like. During periods of peak demand, plans may include measures to streamline queues (pre-booking, improving the comfort of waiting for customer service) It is much easier to scheduling services with relatively stable, predictable demand (urban public transport, telephone, in-house services) or not requiring attendance client (repair, cleaning, laundry).
At the enterprises of the service sector can be implemented and functional aspect planning. In accordance with the division of labor adopted in the organization, differentiated plans are drawn up for individual functional areas: operations (the main activity for the provision of services), personnel, finance, supply, etc.
The level of planning reflects the level of detail of the plans. Depending on the size of the organization, its organizational structure, as well as on the chosen planning concept, its independent objects can be individual workers, their groups, certain types services or specific orders, the organization as a whole and its subdivisions.
Planning for recurring activities carried out in standard situations. In the service sector, such planning takes place when developing a traffic schedule or doctor appointments. But even in such cases, it is recommended to leave "windows" in the plans for non-recurring, unforeseen situations. Planning for non-repetitive activities carried out to solve new, specific problems. For example, this kind of planning is carried out in travel companies to organize a special individual route.
Several factors influence the composition and structure of the plans of an organization operating in the service industry, including
- the direction of activity and the composition of the services provided;
- organizational structure enterprises;
- the composition and nature of the processes used to provide services;
- the size of the organization and the scope of its activities, etc.
The high quality of the developed plans is facilitated by taking into account the scientific principles of planning. Some of them are especially important for service enterprises.
Principle scientific validity involves the use of modern information technologies, the application of methods of optimal planning, experimentation, as well as progressive procedures and methods of service delivery. Principle complexity means a systematic linking of all plans developed at the enterprise. Principle continuity considers planning not as a single act, but as a continuous process in which, as a result of the periodic extension of plans, long-term calculations for the provision of services are combined with short-term plans. Principle coordination involves the coordination of plans "horizontally" between the divisions of the enterprise or various types of services provided, and the principle integration - "vertically" between its levels. Principle economy requires that the effect of using a service delivery plan be greater than the cost of its preparation. Principle flexibility implies the ability of plans to dynamically respond to changes in internal and external factors, as well as to maintain the necessary reserves. Principle participation requires the maximum possible participation of the organization's employees in the work on the plan, since this approach causes greater activity and productivity in its implementation.
The planning process is one of the most important processes in a service industry enterprise. Regardless of the type of plans, there are three main stages in the planning process.
I. Stage problem statement includes identification and analysis of the problem associated with the provision of services, while determining the initial prerequisites and target values planned parameters.
II. Stage development plan involves the formation of possible solutions, the assessment of the identified alternatives based on their analysis and comparison of the predicted consequences with the target parameters, as well as the choice of the best alternative.
III. Stage implementation of the planned solution is to bring the planned decision to the performers in the form of specific targets, norms, standards, indicators.
All planning processes are closely interconnected and form a specific planning cycle.
Service Planning Methods
The main task of planning in service organizations is to find the optimal solution to the problems associated with the implementation of the proposed services. Currently, there are several ways to plan or planning methods for such organizations: regulatory, experimental, balance, network and others.
Lapochkina Anna Anatolievna
Student, Faculty of Economics, Ulyanovsk State University, Ulyanovsk, the Russian Federation
Baygulova Alsu Anvarovna
Candidate of Economics, Associate Professor of the Department of Economics and Organization of Production Faculty of Management Ulyanovsk State University Ulyanovsk, Russian Federation
Resume: The article discusses the service sector and its role in the modern world economy. In recent years, there has been a tendency to increase the role of services, and the growth of the service sector is ahead of the growth of material production. This situation is typical not only for economically developed countries, but also for developing countries. The development of the service sector directly affects the standard of living of the population. The growing scale of world trade in services has inevitably led to the need for an international regulatory mechanism.
Keywords: services, development, share, influence
The role of services in the modern economy
Lapochkina Anna Anatol"evna
student, faculty of economics Ulyanovsk state University Ulyanovsk, Russia
Bajgulova Alsu Anvarovna
Candidate of Economic Sciences Associate Professor, Department of Economics and the organization of production Faculty of management Ulyanovsk state University Ulyanovsk, Russia
Abstract: The article discusses the scope of services and its role in today's global economy. In recent years there has been a tendency to increase the role of services, and service sector growth is outstripping the growth of material production. This situation is typical not only for the developed countries but also developing countries.The growing scale of the global trade in services will inevitably lead to the need of establishing an international regulatory mechanism.
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