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Principles of Service Marketing and Management_8

Tham khảo tài liệu 'principles of service marketing and management_8', khoa học xã hội, kinh tế chính trị phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | CHAPTER FOURTEEN MANAGING CUSTOMER WAITING LINES AND RESERVATIONS 3 05 1. The customer population the population from which demands for service originate sometimes known to operations researchers as the calling population 2. The arrival process the times and volumes of customer requests for service 3. Balking a decision by an arriving customer not to join a queue 4. Queue configuration the design of a system in terms of the number location and arrangement of waiting lines 5. Reneging a decision by a customer already in a queue who has not yet been served to leave the line rather than wait any longer 6. Customer selection policies formal or ad hoc policies about whom to serve next also known as queue discipline 7. The service process the physical design of the service delivery system the roles assigned to customers and service personnel and the flexibility to vary system capacity TABLE 14.1 Elements of a Queuing System problems. The analysis and modeling of waiting lines is a well-established branch of operations management. Queuing theory has been traced back to 1917 when a Danish telephone engineer was given the responsibility of determining how large the switching unit in a telephone system had to be to keep the number of busy signals within reason. Queuing systems can be divided into seven elements as shown in Table 14.1. Let s take a look at each recognizing that strategies for managing waiting lines can exercise more control over some elements than others. Customer Population When planning queuing systems operations managers need to know who their customers are and something about their needs and expectations. There is a big difference between a badly injured patient arriving at a hospital emergency unit and a sports fan arriving at a stadium ticket office obviously the hospital needs to be more geared for speed than the stadium. Based upon customer research the population can often be divided into several distinct market segments each with differing needs and