iii | Contents OGC’s foreword viii Access Management 68 Operational activities of processes covered in other lifecycle phases 72 Common Service Operation activities 79 Monitoring and control 82 5.2 IT Operations 92 vii Chief Architect’s foreword 58 5.1 vi Problem Management 4.5 v List of tables 4.4 4.6 List of figures 5 Preface ix Acknowledgements x 5.3 Mainframe Management 95 1 Introduction
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Day 19 (Nov 28‚ 2012) Improving Service Quality and Productivity Integrating Service Quality and Productivity Strategies “Not everything that counts can be counted‚ and not everything that can be counted‚ counts”- Albert Einstein “Our mission remains inviolable. Offer the customer the best service we can provide‚ cut our costs to the bones; and generate a surplus to continue the unending process of renewal.” – Joseph Pillay‚ Former Chairman‚ Singapore Airlines During the 1980s and early 1990s
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BTEC LEVEL 2 DIPLOMA IN TRAVEL AND TOURISM UNIT 14 Exploring Airports and Airlines Assignment No: 14b Assignment title: The Passengers Journey Subject Lecturer: Monish Bhandari For this task I will be explaining the passenger’s journey throughout an airport‚ and what they will come across. I’ll explain the journey from walking through the entrance to boarding your flight‚ there are also many facilities you and others will find useful. Functional areas-landside Check-in As
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T h e B r i t i s h A i r w a y s s e r v i c e d e l i v e r y p r o c e s s God save the Queen! Photo by Bachir MKTG-380 Services Marketing Lecturer: Alkis Thrassou Section 01 May‚ 12 2008 Zehra Fattah Anastasia Kondratenko Federico Lovat 2 1. 3 2. 3 3. 7 4. 8 5. 10 6. 15 7. 19 CONTENTS Corporate overview The augmented service Breaking down the process
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The British health and safety at work act 1974‚ was enforced to ensure that general duties in the work place were conducted safely and correctly from employers towards employees and members of the public‚ and the duties that employees have to themselves and to each other. These duties are qualified in the act by the principle of so far as is reasonably practicable ’. Therefore an employer does not have to take measures to avoid or reduce the risk if they are technically impossible or if the time
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(2014) and Martin (2012) defined that services are one of the two key components of economic activity that is intangible‚ different for every person‚ highly perishable‚ inseparable from its provider and is consumed at the point of sale‚ the other being goods. Vargo and Lusch (2008) highlighted that there are two perception about services. First‚ is the perception focused to goods and services is an add-on to enhance it. The second perception highlights service as a process to the other party and
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Purchasing professionals’ perceived differences between purchasing materials and purchasing services Services account for about 71 percent of the gross national product (GNP) and 75 percent of the employment in the United States (West 1997). A study sponsored by GAPS Research (formerly the Center for Advanced Purchasing Studies) found that in a cross-section of 116 large organizations‚ over half of the purchase dollars (54 percent) were spent on services (Fearon and Bales 1995). Consequently‚ purchasing
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Southwest Airlines Business Operations Southwest Airlines continues growth during challenging times with no its low price‚ no frills and good customer satisfaction‚ setting themselves apart from the competition. Organizational change is part of the culture that successfully allows Southwest Airlines to set itself apart. The airline industry is subject to external forces such as fuel prices‚ labor costs‚ passenger economic status‚ and public perception. Southwest Airlines has developed a successful
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REFERENCE TO OPERATIONS MANAGEMENT ONLY‚ DISCUSS HOW SIA MIGHT DEVELOP IN THE FUTURE IN ORDER TO REMAIN COMPETITIVE. 2 1.1 INTRODUCTION 2 1.2 CRITICAL SUCCESS FACTORS OF SINGAPORE AIRLINES 3 1.2.1 Product/Service Differentiation 3 1.2.2 Human Assets 4 1.2.3 Fleet management 5 1.2.4 Strategic Alliances/Partnerships 5 1.2.5 Superior Service 5 1.3 COMPETITIVE ADVANTAGE STRATEGIES (PORTER’S) 6 1.4 ANSOFF’S PRODUCT/MARKET GRID 8 2.0 REFERENCES/BIBLIOGRAPHY 14 1.0 With reference to Operations Management
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Service Strategy McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies‚ Inc. All rights reserved. Learning Objectives Formulate a strategic service vision. Discuss the competitive environment of services. Describe how a service competes using the three generic service strategies. Explain what is meant by qualifiers‚ service winners‚ and service losers. Discuss the competitive role of information in services. Explain the concept of the virtual value chain and its role in service
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