服务营销第八版英文教辅 Test Bank 14.docx

《服务营销第八版英文教辅 Test Bank 14.docx》由会员分享，可在线阅读，更多相关《服务营销第八版英文教辅 Test Bank 14.docx（10页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、Chapter 14: Improving Service Quality and ProductivityQUESTION BANKA. Multiple Choice OuestionsGENERAL CONTENT1. Which of the following is NOT a broad dimension of service quality?a. Tangibles.b. Reliability.c. Responsiveness.d. Transcendence.2. Accurate performance is an aspect of.a. tangiblesb. re

2、liability c. responsiveness d. assurance3. Competence and courtesy are aspects of.a. tangiblesb. reliability c. responsiveness d. transcendence4. and typically measure satisfaction with all major customer service processes and products.a) Total market surveys; ordinary surveysb) Regular surveys; ord

3、inary surveysc) Regular surveys; reverse surveys d) Total market surveys; annual surveys5. The is the difference between what service providers believe customers expect, and customers5 actual needs and expectations.a. interpretation gapb. standard gap c. knowledge gap d. service quality gap6. The is

4、 the difference between what a service provider communicates,and what it actually delivers to the customer.a. interpretation gapb. communications gapc. perception gapd. knowledge gapiii. An annual Service Performance Report gives top management a representative assessment of the status, and long-ter

5、m trends relating to customer satisfaction.5. Careful cost control at every step in the process. Reduce the waste of materials and labor. Train and motivate employees to do things faster, better, and more efficiently. Broaden the variety of tasks that a service worker can perform. Improve capacity u

6、tilization through better matching of supply and demand. Use machines, equipment, technology, and data that enable employees to work faster. Install expert systems that allow paraprofessionals to take on work previously performed. Redesign customer service processes to be more productive and effecti

7、ve. Replace service employees with automated machines and customer-operated self- service technologies. Tier service levels to allocate resources better to more important customers. Outsource non-core activities that can be provided more cost-effectively.APPLICATION CONTENT:6. The franchisors qualit

8、y assurance reports examine different areas of each hotel. Two of the areas relate to the guest rooms (bedroom and bathroom), and ten relate to the commercial areas (exterior, lobby, public restrooms, dining facilities, etc.). Each area typically has 10-12 items that can pass or fail inspection, and

9、 inspectors note the number of defects in the entire hotel.7. Biometrics refers to the practice of using physical characteristics to identify an individual. In the context of service productivity, its use provides several advantages. Customer processing can be more secure and accurate, as physical c

10、haracteristics are more difficult to replicate than account/access numbers, and passwords. Biometrics allow for more thorough use of self-service options, as it is more difficult to lose physical characteristics (e.g., a fingerprint) than it is to forget a password, or account number. Other applicat

11、ions include voice recognition for call centers, self-service banking, and home shopping.8. Six sigma was originally developed by Motorola engineers in the mid-1980s to address complaints from sales representatives about having to fulfill too many warranty obligations. Six sigma statistically means

12、achieving a quality level of only 3.4 defects per million opportunities. Over time, six sigma has evolved from a defection reduction approach to an overall business improvement approach that can now be applied to services. Process improvements and process design/redesign form the cornerstone of the

13、six sigma approach. Many services use this strategy to reduce defective encounters, reduce cycle times, and improve productivity. For example, GE Capital applied six sigma approaches to reduce the backroom costs of selling consumer loans, credit card insurance, and payment protection.7. Which of the

14、 following is NOT one of the six service quality gaps?a. The knowledge gap.b. The proportion gap.c. The policy gap.d. The delivery gap.8. Which of the following is the prescription for the perception gap?a. Ensure the right service processes and specify standards.b. Ensure that performance meets sta

15、ndards.c. Learn what customers expect.d. Tangibilize and communicate the service quality delivered.9. The Return on Quality approach is based on all of the following assumptions EXCEPTa) Not all quality expenditures are equally justified.b) It is possible to spend too much on quality.c) Quality is i

16、mperative so we need to put our resources behind it.d) Quality is an investment.10. Which of the following is one of the customer-driven approaches to improving productivity?a. Ask customers not to use third parties.b. Limiting customer involvement in production.c. Changing the timing of customer de

17、mand.d. Reducing backstage elements of production.APPLICATION CONTENT11. FedEx approaches quality management from which of the following perspectives?a. Percent of packages on time.b. Baseline of zero failures.c. Low turnover.d. High turnover.12. Which of the following is the best example of the sou

18、rce of a delayed flight caused by procedures?a. Cutoff too close to departure time.b. Late cabin crews.c. Late cabin cleaners.d. Oversize baggage.13. Which of the following is the best example of the source of a delayed flight caused by front-stage personnel?a. Air traffic.b. Late food service.c. La

19、te fuel.d. Gate agents cannot process passengers quickly enough.14. Which of the following is one of Holiday Inns hotel areas that show a particularly strong impact on revenue per available room?a. Dining facilities.b. The lobby.c. The exterior.d. Kitchen facilities.15.is the authentication or ident

20、ification of individuals based on physical characteristics or traits.a. Service ampingb. Decryptionc. Biometricsd. EncryptionB. True/Felse QuestionsGENERAL CONTENT1. Making service processes more efficient results in a better quality experience for customers and ensures improved benefits for them.2.

21、 The standard gap is the difference between specified delivery standards and the service providers actual performance on these standards.3. The service quality is the difference between what customers expect to receive, and their perceptions of the service that is actually delivered.4. The perceptio

22、n gap is the difference between what is, in fact, delivered, and what customers perceive they have received.5. Hard measures are those that cannot be easily observed and must be collected by talking to customers, employees, and others.6. Organizations that are known for excellent service make use of

23、 hard measures rather than soft measures.7. Transactional surveys are typically conducted after customers have completed a specific transaction.8. Control charts offer a simple method of displaying performance on hard measures over time against specific quality standards.9. Typically, the cost of an

24、 unhappy customer is lower than the cost of service recovery.10. Because customers are often involved in service production, operation managers need to know how customer outputs can be more productive.APPLICATION CONTENT11. FedEx9s Service Quality Indicator is a 10-item measure of satisfaction and s

25、ervice quality from the customers viewpoint.12. FedEx was one of the first companies to understand the need for a firm-wide index of service quality that embraced all the key activities that had an impact on customers.13. A study by Holiday Inn actually showed that, as the number of defects per hote

26、l increases, the amount of revenue per room increases.14. The Return on Quality perspective from Holiday Inn suggests that the focus of preventative maintenance should be on the hotel exterior, the guestrooms, and guest bathrooms.15. Self-service pumps up with credit card readers increased gas stati

27、on productivity, but leads to higher costs because of additional fees.C. Short Answer OuestionsGENERAL CONTENT1. What do you understand by service quality?2. Illustrate what tangibles mean with regard to service quality.3. Illustrate what access means in service quality context.4. Describe one of th

28、e primary components of the prescription for policy gap.5. Differentiate Soft and Hard standards, and their measures.6. List the key objectives of an effective feedback system.7. What collection of customer feedback tools can a firm use?8. List the four ways to improve service productivity.APPLICATI

29、ON CONTENT9. Describe what is meant by the 80/20 rule in the context of an airline.10. What is the difference between fishbone diagrams and blueprinting?11. Give an example of biometric test usage in a service environment.12. What is ISO 9000?13. List a major service firm from the chapter that has r

30、eceived the Malcolm Baldrige National Quality Award.D. Essay OuestionsGENERAL CONTENT1. Explain the Gaps Model in brief.2. Discuss what could be involved in the prescription for The Delivery Gap.”3. Explain what SERVQUAL is, and how it is used in services.4. Explain the three types of service perfor

31、mance reports.5. List the generic strategies for improving service productivity.APPLICATION CONTENT6. Describe what is involved when an auditor conducts a quality analysis at Holiday Inn hotels.7. Discuss the advantages of using a customers physical characteristics to increase productivity in the de

32、livery of service quality.8. Discuss what the Six Sigma approach is, and how it can be applied to service quality and productivity.ANSWER KEYA. MULTIPLE CHOICE QUESTIONSGENERAL CONTENT:1-d, 2-a, 3-d, 4-d, 5-c, 6-a, 7-b, 8-d, 9-c, 10-cAPPLICATION CONTENT:11-b, 12-a, 13-d, 14-c, 15-cB. TRUE/FALSEGENER

33、AL CONCEPT:1-F, 2-F, 3-T, 4-T, 5-F, 6-F, 7-T, 8-T, 9-F, 10-FAPPLICATION CONTENT:11-F, 12-T, 13-F, 14-T, 15-FC. SHORT ANSWER QUESTIONSGENERAL CONTENT:1. Service quality from the users perspective can be defined as a high standard of performance that consistently meets, or exceeds customer expectation

34、s.2. Tangibles relate to what we can see. It includes the appearance of the physical facilities like, the waiting area in a doctors clinic. It also includes personnel, equipment, and communication materials. For personnel, the design of the uniform, and how neatly they are dressed would be an exampl

35、e of tangible elements.3. Access refers to the approachability and ease of contact. This relates to the service personnel. How easy are they to reach, and how friendly are they when you interact with them? For example, if a customer faces a problem while performing an internet banking transaction, h

36、ow easy will it be for him/her to call the bank for help, even if it is in the middle of the night?4. Establish the right service processes and specify standards. These can be done by getting the customer service processes right, developing tiered service products that meet customer expectations, an

37、d setting, communicating, and reinforcing measurable customer-oriented service standards for all work units.5. Soft standards and their measures are those that cannot be easily observed, and are typically gathered by talking to customers. Hard standards and measures are typically process activities,

38、 and outcomes that can be counted, timed, or measured.6.1. Assessment and Benchmarking of Service Quality and Performance2. Customer-Driven Learning and Improvements3. Creating a Customer-Oriented Service Culture7. Total market survey, annual survey on overall satisfaction, transactional survey, ser

39、vice feedback cards, mystery shopping, unsolicited feedback, focus group discussions, and service reviews.8. Careful control of costs at every step of the process, reduce waste of materials and labor, replace workers with automated machines and customer-operated self-service technologies, and broade

40、n the variety of tasks that a service worker can perform.APPLICATION CONTENT:9. The 80/20 rule refers to 80 percent of failures being explained by 20 percent of causal variables. In an airline, this would mean that late flights are caused by only four or five factors.10. Fishbone diagrams tell us th

41、e cases and importance of quality problems. Blueprinting allows us to drill down further to identify where exactly in a service process the problem took place.11. Disneyworld provides season pass holders with access to services facilities using a biometric card.12. ISO 9000 is a certification that a

42、 company meets a pre-determined set of quality management standards that are independently assessed.13. The Ritz-Carlton (FedEx, and AT&T).D. ESSAY QUESTIONSGENERAL CONTENT:1. Gap 1: The knowledge gap is the difference between what senior management believes customers expect, and what customers actu

43、ally need and expect. Gap 2: The policy gap is the difference between the managements understanding of customers9 expectations, and the service standards they set for service delivery. Gap 3: The delivery gap is the difference between specified service standards and the service delivery teams actual

44、 performance on these standards. Gap 4: The communications gap is the difference between what the company communicates, and what the customer understands and subsequently experiences. Gap 5: The perceptions gap is the difference between what is actually delivered, and what customers feel they have r

45、eceived. Gap 6: The service quality gap is the difference between what customers expect to receive, and their perception of the service that is actually delivered.2. The delivery gap can be rectified by ensuring that customer service teams are motivated, and able to meet service standards. This can

46、be accomplished by improving recruitment in human resources and selecting employees that fit the necessary skill set, and abilities to perform the job well. Once hired, employees need to be well trained on the technical aspects, and soft skills needed to perform effectively. Employee roles also shou

47、ld be clarified, ensuring that employees understand how their job contributes to customer satisfaction. Cross-functional service teams and empowered managers can better offer customer-centric service delivery and problem resolution. Finally, performance should be measured, and regular feedback shoul

48、d be provided to continue the cycle of excellence.3. SERVQUAL is a self-report tool used to measure customer satisfaction with service encounters. Valarie Zeithaml and her colleagues developed this instrument. It is based on the premise that customers can evaluate a firms service quality by comparing their perceptions of its service with their own expectations. The scale contains 22 perception items, and a series of expectation items that reflect the five dimensions of service quality. The scale indicates