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Managing Services (18BBA40007)

General information

Type:

OP

Curs:

3

Period:

S semester

ECTS Credits:

4 ECTS

Teaching Staff:

Group Teacher Department Language
Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences ENG

COURSE CONTRIBUTION TO PROGRAM

Today we live in an economy that is increasingly focused on services in growth and constant innovation. Services in the industrialized countries currently represent more than two thirds of the gross domestic product and employment. Moreover, a growing number of manufacturing companies are aware that they can create greater value for their clients and differentiate themselves through services. As a result, issues of operating efficiency and competitiveness are becoming more critical than ever for success in service industries.

In services, the achievement of growth and sustainable profit is closely linked to customer satisfaction and loyalty, which at the same time is based on the satisfaction and loyalty of those who work in these services.

Service organizations are too specific in their nature to demand their own management focus. In this course, we shall develop a series of benchmarks, tools and concepts required to design and implement operating strategies in services. We will consider both traditional and new approaches for achieving operational competitiveness in the service company, preparing you to take decisions about products, employees, processes and customers. The course will examine different service settings in healthcare, financial services, tourism and professional services among others.
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Course Learning Objectives

At the end of the course, students should:

1 have an overview of the management of services companies from the definition of its strategy to making it reality by means of the performance measurement systems or scorecards.

2 understand and apply the conceptual and analytical frameworks to better manage service businesses from its strategy definition to its service delivery,

3 identify the ways of value creation in the services companies and especially the achievement of the satisfaction and loyalty of the persons of the organizations as foundation of the satisfaction and loyalty of their clients.

4 recognize the idiosyncrasies of different service settings, thus applying the models and theories on particular service settings and being able to design

5 be able to design your service company and service operations.

6 show the professional competencies to work within this field, especially: systematic thinking, empathy, communication skills, inspiriting leadership, achievement orientation, organizational competence and teamwork.

Competences

2. Application of knowledge to achieve results
18. Teamwork and collaboration
6. Strategic thought, systematic thought
1. Knowledge acquisition, comprehension and structuring

Relation between Activities and Competences

2 18 6 1
Company Presentation: - Sodexo B2B - Clients for Life        
Selected Reading: - Pirouz, R. and Bendle, N. (2015): ¿Online Metrics: What are you Measuring and Why?¿ Harvard Business Publishing, January.        
Case Study 1: - Zara: Managing stores and fast fashion (Textile retail firm).        
Case Study 2: - Sustaining Customer Centricity at Chateauform¿        
Selected Readings: - Ford et al.: ¿Delivering Excellent Service. Lessons from the best firms¿. California Management Review - Heskett et al: ¿Putting the Service Profit Chain to Work¿. Harvard Business Review        
Exercise: - Reengineering AVE ¿ Alta Velocidad Española (team exercise) Case Study 3: - Delta Airlines (Airlines sector) Selected Reading: - Chesbrough: ¿Bringing Open Innovation to Services¿. MIT Sloan Management Review        
Selected Readings: Hammer, M. (2005): ¿Deep Change. How Operational Innovation Can Transform your Company¿. Harvard Business Review.        
Case Study 4: - Commerce Bank (Finance & banking sector).        
Selected Readings: - Naumann: ¿Chapter 7: A customer satisfaction program¿. From ¿Creating Customer Value¿- Thomson Executive Press. Company Presentation - PGA Catalunya Resort (Golf Resort)        

CONTENT

1. Understanding services

Economy and services.
The concept of service.
Types of services. Extended service.
Typology of services and management challenges.

2. Introduction to Performance Measurement Systems (I)

Indicators and Performance Measurement Systems.
Key Performance Indicators, KPI¿s.
Strategy Map and Strategic Indicators.


3. Introduction to Performance Measurement Systems (II)

Strategy Map and Strategic Indicators (continuation).
Startup Indicators.


4. Customer Relationship Management (CRM)

Complaints as opportunities for improvement and loyalty.
Service Recovery.
CRM concept.
CRM Software.

5. A model for strategy in services

Strategy design
Competitive strategies
Service Package and Service Concept
The Service/Profit Chain.

6. Service concept ¿ innovation model

10 positioning map: cost vs differentiation

7. Business Process Management

Concept of BPM.
Organization by processes.
Business Process Models.
Process mapping.
Process improvement.


8. Service Design

Models & tools for service improvement.
Process flow diagrams. Blueprinting.

9. Service Quality

Service Quality Assessment.
Parasuraman and Berry Model.
Capturing the voice of your customer: design and tools.

Relation between Activities and Contents

1 2 3 4 5 6 7 8 9
Company Presentation: - Sodexo B2B - Clients for Life                  
Selected Reading: - Pirouz, R. and Bendle, N. (2015): ¿Online Metrics: What are you Measuring and Why?¿ Harvard Business Publishing, January.                  
Case Study 1: - Zara: Managing stores and fast fashion (Textile retail firm).                  
Case Study 2: - Sustaining Customer Centricity at Chateauform¿                  
Selected Readings: - Ford et al.: ¿Delivering Excellent Service. Lessons from the best firms¿. California Management Review - Heskett et al: ¿Putting the Service Profit Chain to Work¿. Harvard Business Review                  
Exercise: - Reengineering AVE ¿ Alta Velocidad Española (team exercise) Case Study 3: - Delta Airlines (Airlines sector) Selected Reading: - Chesbrough: ¿Bringing Open Innovation to Services¿. MIT Sloan Management Review                  
Selected Readings: Hammer, M. (2005): ¿Deep Change. How Operational Innovation Can Transform your Company¿. Harvard Business Review.                  
Case Study 4: - Commerce Bank (Finance & banking sector).                  
Selected Readings: - Naumann: ¿Chapter 7: A customer satisfaction program¿. From ¿Creating Customer Value¿- Thomson Executive Press. Company Presentation - PGA Catalunya Resort (Golf Resort)                  

Methodology

The primary teaching tool is a collection of cases along with several lecture/discussions on important concepts.

A case is a rather comprehensive exposition of a real managerial situation describing a set of problems and requiring a plan of action. This method provides a pragmatic framework of the learning process. Its success depends heavily on student preparation before class and active participation in class discussions.

The discussion of case studies will follow different structures (individual presentation, role playing, group debate...) so the individual members of groups should come well prepared.

A collection of articles and other practical exercises provide the necessary background for analysis. As an element of discussion and of conceptual reinforcement, specific movies will be used during the Course.

Also, presentations of companies will take place throughout the course.

Not only content is important. Every session should be seen as a management meeting where you will be able to improve your communication skills. Come well prepared and learn from each other.

Consistent and quality class participation is expected. Participants will have the opportunity to express their ideas during the lectures and during the discussion about cases, debates and readings. Having read the compulsory readings before the session is therefore, crucial.

This course is highly integrative, interdisciplinary, and requires you to use ideas and tools from many different functional areas, especially from general operations, marketing and human resource management

SLIDES OF SESSIONS: a selection of the basic slides will be posted one week in advance of each session. Please be aware that not all topics or slides will be necessarily posted, hence attendance is a must.?

Assessment criteria

Case Studies Reports (in groups) and Practical exercises: 50%

Class participation: 20%

Final Exam: 30%

All three criteria must be approved separately in order to pass the course.

Participation comprises class attendance, oral presentations from case studies, individual contributions during the sessions and individual exercises. Minimum attendance is 80% of sessions.

Case studies reports:
- In teams, the participants should discuss and analyze the case studies and prepare a report. The team reports should be uploaded through the course web at least 24 hours in advance prior to each class.

- Format of the report is a powerpoint file that should be done as an executive presentation to the managing board of the company. Teams can optionally develop complementary rationales and information in a separate document, when needed (i.e, when the information exceeds the typical summarized view of executive presentations).

- If any member of the group is a mere "passenger? and does not contribute to team work, he/she should not be allowed to sign the work. In order to detect this, a peer evaluation can be requested. A peer grade below average means a failing grade of the course.


This course follows ESADE's code of Honour. Any detected plagiarism will carry the course failure.?

Bibliography

Packet of session's presentation, cases and readings
- Available through Moodle.

Basic Textbook

- Fitzsimmons, J.A. y Fitzsimmons, M.J. (2008): "Service Management. Operations, Strategy, Information Technology?. New York, McGraw-Hill.

Other Complementary Material

- Frei, F. & Morris, A. (2012): "Uncommon Services: How to win by putting costumers as the core of your business?. Harvard Business Review Press, Boston.
- Heskett, J. L., Sasser, W. E. y Schlesinger, L.A. (1997), The Service Profit Chain, The Free Press, New York .
- Heskett, J. L., Sasser, W. E. y Schlesinger, L.A. (2003), The Value Profit Chain, The Free Press, New York .
- Johnston, R., and Clark, G. (2005), Service Operations Management, Prentice Hall, London.
- Metters, R., Pullman, M. and Walton, S. (2006), Successful Service Operations Management. Thomson, London.
- Parasuraman, Zeithaml & Berry, "SERVQUAL: A Multiple-Item Scale for Measuring Customer Perceptions of Service
Quality". Journal of Retailing, 1988.
- Schmenner, R.W (1995): "Service Operations Management"; Prentice Hall.
- Van Looy, B., Gemmel, P. and Van Dierdonck, R. (2003), Service management. An Integrated Approach, Prentice Hall,
London.

Curricula

Miguel Angel Heras is PhD in Business Administration from Universitat Ramon Llull and an MBA from ESADE. He holds an undergraduate degree in Industrial Engineering from the Universitat Politècnica de Catalunya. He currently serves as an Associate Professor in the ESADE Department of Operations Management and Innovation.

He has also held various executive positions in companies within the Philips Group in several EU countries, working in areas such as Production, Logistics, Organization and Information Systems.

He also served as Director of the senior management consulting firm, Roland Berger. He also directed the Esprit international research project which analyzed the indicator systems used by 200 Spanish companies.

He is also the Director of the ESADE Executive Education program, "Innovation in Indicator Systems: How to Transform Strategy into Results?. He has also designed and taught the undergraduate course, "Implementing Strategy: Processes and Indicators?, the EMBA course "Implementing the Strategy: Maps and Indicators?, the MBA FTII course, "Innmovating Strategy Implementation?, designed jointly with faculty from the Cranfield School of Management, and the MI&E course, "Measuring Innovation to Implement an Innovation Strategy?. He also teaches for ESADE's Advanced Management Program (AMP).

His PhD thesis was entitled, "Quality and Indicators. A Contribution to the Implementation of Indicator Systems?. He has also authored numerous articles and presentations regarding client-based organizations, Business Process Management and Balanced Scorecards.

He also serves as a consultant for senior executive teams in areas such as strategy design and implementation through indicator systems and organizational change to adopt a process-based focus. He has also designed a model to deploy indicator systems. Works on the application of the Design Thinking methodology to resolve complex business problems.


Juan Ignacio Moreu is Master of Business Administration for ESADE and Bachelor in History for University of Barcelona.

He has been Professor of the Operations, Innovation & Data Sciences Department during 20 years and during five collaborated in the Finance Department.

Currently he is the Managing Director of the Official College of Jewelers, Goldsmiths, Watchmakers and Gemologist of Catalonia. He has held different positions if marketing direction in FMCG multinationals as Wrigley Co (confectionary industry) and Ralston Purina (pet foods). He also has experience in marketing of services, as Marketing Director of the Catalan Tourist Board.

He was consultant in the firm Roland Berger, and previously he worked in the British investment bank Granville Iberia.




Timetable and sections

Group Teacher Department
Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences

Timetable