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Article
Publication date: 1 May 2006

Jo Ann M. Duffy, James A. Fitzsimmons and Nikhil Jain

One of the fastest growing service industries is long‐term care. Identifying the best performers in the industry in terms of service productivity is difficult because there is no…

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Abstract

Purpose

One of the fastest growing service industries is long‐term care. Identifying the best performers in the industry in terms of service productivity is difficult because there is no single summary measure of outcomes, particularly quality outcomes. The purpose of the paper is to show the potential of data envelopment analysis (DEA) as a benchmarking method in long‐term care.

Design/methodology/approach

The paper provides background information on the long‐term care industry and describes the DEA methodology and applications to long‐term care. Data originated from two data sources with four databases furnishing information on 69 long‐term care facilities used.

Findings

In the hypotheses tested it was found that most of the models showed that for profit nursing homes were significantly more efficient than nonprofit. The exception was in the model that included the condition of patients as a co‐production input and then there was no significant difference in efficient performance between ownership types.

Originality/value

The paper shows the value of DEA as a method of benchmarking in the context of long‐term care.

Details

Benchmarking: An International Journal, vol. 13 no. 3
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 1 October 1996

Curtis P. McLaughlin and James A. Fitzsimmons

International trade in services is growing rapidly despite many barriers to trade. Consumer services are being established world wide and increasingly business services are…

10234

Abstract

International trade in services is growing rapidly despite many barriers to trade. Consumer services are being established world wide and increasingly business services are becoming globalized in much the same way that manufacturing is outsourcing overseas. The manager of a service organization can no longer ignore international competition in services, especially the globalization of back‐room operations. Service managers need a framework in which to develop a global service strategy. Addresses two questions which managers face when developing a global service strategy: what are the factors that we can use to classify services in terms of their potential for moving globally; and how do these factors translate into strategies for the globalization of specific services? The most common dimensions for classifying service operations include consumer involvement and customization, complexity of inputs and outputs, and labour intensity. Examines five generic strategies: multi‐country expansion; importing customers; following your customers; service unbundling; and beating the clock.

Details

International Journal of Service Industry Management, vol. 7 no. 4
Type: Research Article
ISSN: 0956-4233

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Article
Publication date: 1 December 2003

James A. Fitzsimmons

Describes all the automated processes that can be utilised when making a business trip and how human interaction within the service sector has been replaced by machines. This has…

5259

Abstract

Describes all the automated processes that can be utilised when making a business trip and how human interaction within the service sector has been replaced by machines. This has the potential for customization, accuracy, convenience and speed, dependent on individual customer acceptance of the new system.

Details

Managing Service Quality: An International Journal, vol. 13 no. 6
Type: Research Article
ISSN: 0960-4529

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Article
Publication date: 1 August 1999

Jeonpyo Noh and James A. Fitzsimmons

A study of Korean service firms found that the level of information technology use is significantly related to the performance of the marketing function. Support was lacking only…

9441

Abstract

A study of Korean service firms found that the level of information technology use is significantly related to the performance of the marketing function. Support was lacking only for the categories of “use of outside database” and “networking between mainframe computer and PCs.” In addition, the form of information technology use is significant in its contribution to the performance of the marketing function. This study supports the argument that benefits of information technology investment can be identified. Furthermore, there is evidence of a time lag in the payoffs from information technology, because the benefits of connectivity have not yet been realized.

Details

International Journal of Service Industry Management, vol. 10 no. 3
Type: Research Article
ISSN: 0956-4233

Keywords

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Article
Publication date: 1 August 1998

James A. Fitzsimmons, Jeonpyo Noh and Emil Thies

The purchase of business services is a growing activity among firms but with little appreciation that the purchase of a service requires a modification of the decision process…

5329

Abstract

The purchase of business services is a growing activity among firms but with little appreciation that the purchase of a service requires a modification of the decision process developed for the purchase of material goods. A taxonomy for purchasing business services is developed to create a matrix with importance of service and focus of service as dimensions. Business services are classified according to their focus on three aspects of the firm: property, people, and process. A number of propositions are formulated based on insights derived from this taxonomy. The taxonomy results in six business service cells: facility support, equipment support, employee support, employee development, facilitator, and professional. Implications for managers considering a purchase in each category are explored. The paper concludes with a research agenda to test the propositions and validity of the taxonomy for purchasing business services.

Details

Journal of Business & Industrial Marketing, vol. 13 no. 4/5
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 February 1989

Cynthia Webster

Explores the segmentation by service marketers of the consumermarket on the basis of service quality expectations. Measures consumerexpectations and various quality dimensions for…

830

Abstract

Explores the segmentation by service marketers of the consumer market on the basis of service quality expectations. Measures consumer expectations and various quality dimensions for three commonly purchased professional and three non‐professional services. Evaluates the effect of various consumers′ demographic characteristics on service quality expectations. Concludes with a discussion of research and managerial implications.

Details

Journal of Services Marketing, vol. 3 no. 2
Type: Research Article
ISSN: 0887-6045

Keywords

Available. Content available
Article
Publication date: 30 October 2007

255

Abstract

Details

Benchmarking: An International Journal, vol. 14 no. 6
Type: Research Article
ISSN: 1463-5771

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Case study
Publication date: 15 November 2022

Anupam Saxena, Shalini Nath Tripathi and Swadesh Kumar Singh

After working through the case and assignment questions, students will be able to understand the following aspects:▪ how good strategic planning can convert a crisis into an

Abstract

Learning outcomes

After working through the case and assignment questions, students will be able to understand the following aspects:▪ how good strategic planning can convert a crisis into an opportunity;▪ importance of service excellence and customer satisfaction through customer delight and customer feedback; and▪ utilisation of resources and excellent time management strategies.

Case overview/synopsis

This case discusses how vital teamwork and motivated leadership can convert a crisis such as Covid-19 into an opportunity. This case study talks about Uttar Pradesh Metro Rail Corporation (UPMRC), a metro rail corporation working to develop metro trains in the Indian state of Uttar Pradesh. The case discusses how challenging it was for the metro rail corporation to transform its processes in a short period and deal with the crisis on major fronts such as facilities maintenance, human resource management, ensuring safety and security of its staff and riders, motivation of staff, service quality and maintaining all operational aspects. The case discusses how UPMRC is a leader on all fronts and has excelled in its operational work. It talks about what challenges the lockdown and unlocking phase posed in front of the leadership and how teamwork, dedication to exemplary service quality and customer satisfaction gave the team the strength to make changes that improved their processes and helped them overcome the crisis.The case starts with a discussion of metro rail inception and incorporation of UPMRC and then how this newly formed metro has to face the challenges of pre-lockdown period where the team worked very hard for sanitisation and safety. The lockdown created a completely different set of challenges related to the facilities and the entire metro train systems, which was a difficult situation to deal because of restrictions and other challenges. However, the team dealt with situations with strength and strategic planning, leading to better managed processes and staff. The unlocking phase also gave many challenges that the team handled with a lot of care and efficiency.

Complexity academic level

This case is suitable for post-graduate-level courses on services marketing, service operations management, general management, crisis management and strategic management. Participants can use the case to develop an understanding of strategic planning and management.This case can also be used in the executive education program for managers to encourage them to think through challenges faced by metro rail corporations.

Supplementary materials

Teaching notes are available for educators only.

Subject Code

CSS 10: Public Sector Management.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 4
Type: Case Study
ISSN:

Keywords

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Case study
Publication date: 17 May 2021

Kalyana C Chejarla and Sandeep Chatterjee

The case provides learning opportunities in strategy, planning and control in a social entrepreneurial setting. Following are the learning objectives of this case discussion…

Abstract

Learning Outcomes

The case provides learning opportunities in strategy, planning and control in a social entrepreneurial setting. Following are the learning objectives of this case discussion: learn to develop a Strategic Service Vision (SSV) framework ; appreciate scalability challenges specific to service organizations; evaluate franchising model as a growth enabler; and understand the approach to internationalization as a growth strategy.

Case Overview/Synopsis

GoUNESCO is a not-for-profit startup formed in January 2012, with an objective of providing platform for laypersons to engage with places of heritage value. Eight years into existence, in February 2019 GoUNESCO was experiencing substantial growth and faced need for pursuing alternate growth models that do not demand a lot of organizational bandwidth. Ajay Reddy, the founder of GoUNESCO was piloting “franchising” as a domestic growth strategy. He was keen on evaluating fitment of “franchising” (both for domestic and international expansion) in his strategic service vision. He wanted to understand what would be changes required in the strategic service vision on account of ‘franchising’, and decide whether those changes were acceptable or not.

Complexity Academic Level

The case can be positioned in strategy, service and/or operations management introduction courses for both full-time or Executive MBA students. This case is also quite relevant in Entrepreneurship (or Social Entrepreneurship in particular) courses.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 11: Strategy

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 17 May 2021

Kalyana C. Chejarla and Sandeep Chatterjee

This case calls out the following inventory management learning objectives in a project context: to understand the project categories of inventories and their drivers for planning…

Abstract

Learning outcomes

This case calls out the following inventory management learning objectives in a project context: to understand the project categories of inventories and their drivers for planning purposes, to learn how to manage different categories of inventory and to learn the importance of effective allocation of inventory at different project locations.

Case overview/synopsis

GoUNESCO is a start-up formed with the objective of providing a platform for laypersons to engage with places of heritage value. Among others, one of the key components of this platform is “go heritage runs,” in short GHR. In the past three years, the popularity of runs organized under the brand GHR has been increasing, both in terms of locations and the number of participants in each location in successive years. Inventory planning and management for projects is tricky. Different categories of inventory have different implications of shortages or excesses. The case dwells into inventory planning and management of t-shirts and medals, to drive home this point.

Complexity academic level

The case can be positioned in service operations management or supply chain management courses while covering inventory management topics for both Master of Business Administration (MBA) and executive MBA students.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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