Track
Service Management
Duration
60 hours
Skill Level
Intermediate
Language
English
About this Course
Learn tools and techniques to monitor, evaluate, and enhance service performance.
Learning Mode: Learn at ALC or at Home
Detailed Course Curriculum
Hands-on module breakdown aligned with MKCL production standards and industry requirements.
- Dimensions of Service Quality
- Assurance
- Reliability
- Responsiveness
- Empathy
- Tangibles
- Gaps in Service Quality
- Case Study - Club Med
- Types of Gaps in Service Quality - gap 1, 2
- Types of Gaps in Service Quality - gap 3,4
- Types of Gaps in Service Quality - gap 5
- Measuring Service Quality
- SERVQUAL
- Dimensions of Servqual
- Servqual: Functioning & Applications
- Gap 1
- Gap 2
- Gap 3
- Gap 4
- Gap 5
- Advantages & Disadvantages of Servqual
- Case Study - SERVQUAL - Zomato
- Walk-through Audit
- Differences between a Walk-through Audit and a customer satisfaction survey
- Designing a Walk-Through Audit
- The Walk-Through Audit as a Diagnostic Instrument
- Innovation in Measuring Service Quality
- Case Study - Pizza Hut
- Incorporating Quality in Your Service Package
- Case Study- Allina Health
- The Taguchi Method
- Pros and Cons of the Taguchi Method
- Case Study-Xerox
- Case Study -Toyota
- The Poka-yoke Technique
- Basic Principles of Poka Yoke Technique
- Types of Poka-yoke Techniques
- Advantages and Disadvantages of the Poka-yoke Technique
- Quality Function Deployment
- House of Quality Add customer needs and ratings.
- Advantages of QFD
- Cost of Quality
- Cost of Quality Model
- Statistical Process Control
- Types of Control Charts - X Bar Chart
- Assignment: Take a Challenge 05
- Types of Control Charts - Range Control Chart
- Types of Control Charts - Standard Deviation Control Chart
- Types of Control Charts - Individual- Moving Range Chart
- Application of Control Charts
- Service guarantee promotes organizational development.
- Service recovery
- Approaches to service recovery
- Complaint handling policy
- Defining Kaizen
- Three Principles of W. Edwards Deming
- Principle 1 – Improvements are based on small changes, not only on major shifts or new inventions.
- Principle 2 – Employee ideas are valuable.
- Principle 3 – Incremental improvements are typically inexpensive to implement.
- Principle 4 – Employees take ownership and are involved in improvement.
- Principle 5 – Improvement is reflective.
- Principle 6 – Improvement is measurable and potentially repeatable.
- Plan-Do-Check-Act Cycle
- Problem Solving
- 8 basic tools of data analysis
- Benchmarking
- Case Study - Cricket
- Case Study - HUL
- Market Researcher Section
- Objectives of Benchmarking
- Talking Heads Section – Process of benchmarking 1
- Talking Heads Section – Process of benchmarking 2
- Types of Benchmarking
- Xerox as an example of benchmarking
- Improvement at the workplace
- Definition of Improvement in business practices
- Background to W Deming
- 14 Points elaborated.
- What is Six Sigma?
- How Six Sigma came to be
- History of Six Sigma
- Methodology of Six Sigma
- Framework options
- Pros and Cons of Six Sigma
- Case Study: GE
- Six Sigma Belts
- Award Show
- ISO 9000
- Definition of ISO – Definition
- ISO 9000 Continue
- The Story of Waste
- Definition of Lean
- Various Types of Quality Management Tools
- 5S
- Poka Yoke
- Visual Management
- Just in Time (JIT)
- Heijunka
- Value Stream Mapping
- Muda
- Muda: The different types of waste
- Philosophy of Lean Service
- VIDEO case for Value Stream Mapping
- Strategic location considerations
- Competitive clustering
- Saturation marketing
- Marketing intermediaries
- Substitution of communication for travel
- Separation of front from back office
- Timing
- Expansion
- Location Selection Criteria
- The strategy of place
- Site considerations
- Location selection techniques
- Case study Considerations in the Selection of Sites for Aquaculture
- Biological & Operational Factors to be considered in Site Location
- Economic & Social Factors to be considered in Site Location
- Design considerations in the selection of sites for affordable housing
- Case Study: Selection of warehouse location for a global supply chain
- Geographical Information System (GIS)
- Data Capture
- Spatial Relationships
- Case Study: General Motors
- Case Study: Starbucks
- Geographic Representation
- Case Study: FedEx
- Number of Facilities
- Case Study: HP
- Optimisation Criteria
- Problems expressed as puzzles.
- One Village - A River - Two Clinics
- Case Study: Medical Clinic Location
- Facility Location Business Decisions
- Plant location
- Locational economics
- Features in the decision-making process.
- Economic aspects of site selection
- Advantage and disadvantage of urban areas
- Advantage and disadvantage of Rural areas
- Huff Model for location
- Regression Analysis in Business
- APPLICATION REGRESSION ANALYSIS
- What is Six Sigma?
- Six Sigma – Ultimate Objective
- Six Sigma Features
- Approach to problem-solving
- Elements of Six Sigma
- Philosophy
- Myths & Misconceptions
- Benefits of Six Sigma
- Six Sigma Methodologies
- Case Study - Mumbai dabbawallas
- Location factors when opening a dealership.
- A little about Honda
- HMSI and Bajaj
- Honda kick-starts 3-year plan to beat Hero in 2- wheelers.
- Location Mapping - Problem Identification & Methodology
- Motorcycle market in India
- Market Mapping
- Market Mapping using LOCATE
- Coordination in Marketing Communication and Challenges
- What Makes a Product or a Service Appealing - 1
- What Makes a Product or a Service Appealing - 2
- What Makes a Product or a Service Appealing - 3
- What Makes a Product or a Service Appealing - 4
- What Makes a Product or a Service Appealing - 5
- What Makes a Product or a Service Appealing - 6
- Service Marketing Triangle
- Customer and Call Centre Executive
- Introduction
- Integrated Marketing Communications - 1
- Integrated Marketing Communications - 2
- Service Intangibility
- Management of Service Promises
- Management of Customer Expectations
- Customer Education
- Internal Marketing Communication
- Intangible Services
- Intangible Services Definition
- STRATEGIES for Addressing Service Intangibility Strategy - 1 to 4
- Strategy - 05
- Present Vivid Information
- Interactive imagery - definition
- Make Intangible Services into Tangible Forms
- Use Brand Icons to Make the Service Tangible
- Use Association, Physical Representation, Documentation and Visualization
- Use Viral Marketing or Buzz Marketing
- Leverage social media
- Create Advertising That Generates Talk
- Create a Strong Service Brand - 1
- Create a Strong Service Brand - 2
- Coordinating External Communication
- Apple Case Study
- Manage Customer Expectation
- Managing Customer Education
- Innovation of Google
- Managing Internal Marketing Communication
- Guess the Price
- How to price Services
- How prices Affect Consumer Perspective
- Expectations of a Customer
- Difficulty in Determining Service Prices
- Pricing Strategies in Service Businesses
- Non-monetary Costs
- Cost and Competition Based Pricing
- Competition-Based Pricing
- Guidelines for Fixing Pricing
- Planning for a Technical Assessment of Capacity
- The pricing consideration
- Cost and Competition-based Pricing
- Pricing for Rate of Return
- Marginal Cost Pricing
- Administered Pricing
- Competitive Pricing Example
- Competitive Pricing
- Going Rate Pricing
- Penetration Pricing Strategy
- What is Pricing?
- Customer Knowledge of Service Prices
- The Role of Non-Monetary Costs
- Price as an Indicator of Service Quality
- Approaches to Pricing Services
- Cost Based Pricing
- Competition Based Pricing
- Identify the Competitors
- Research Pricing and Positioning Strategies
- Averaging the Pricing of all Competitors
- Choose a Higher, Lower, or Matched Price
- Demand based Pricing
- Pricing For Customers - Perceived Value
- Brand Value
- Acquisition Value
- Transaction Value
- Measuring Perceived Value
- Drivers for Customer Value
- Pyramid of Situational Variables
- Pricing Strategy
- Customer Perceived Value – Based on Emotional Connect
- Perceived Customer Pricing Part 2
- Elements That Shape Perception In Pricing
- Odd Pricing
- Synchro Pricing
- Differentials as Incentives
- Skimming Strategy
- Geographic Pricing Strategy
- Captive Pricing Strategy
- Pricing for all-Value and Quality-based Customer Perception
- Value and Quality
- Quality and Reference
- Long-Term Benefit
- Market Research Survey
- How Value Based Pricing Defrost form a Cost Based Approach
- Value and Quality-based Customer Perception
- Value is everything I want in a service
- Value is the quality I get for the price I pay
- Prestige Pricing
- Skimming Pricing
- Value Pricing
- Market Segmentation Pricing
- Pricing Methods
- Primary Drivers of Customer Estimations of Value
- Manager Skit
- Price Framing
- Price Bundling
- Complementary Pricing
- Results-based Pricing
- Buying Decision - 1
- Buying Decision - 2
- Determinants of Customer Perceived Value
- Cost Determinants
- Ethics in Pricing Decisions
- Ethical Principles of Pricing
- Marketing Communication
- Integrated Marketing Communication
- Case Study - Flipkart
- Case Study - International brands Emirates
- Case Study - International Brands Taco Bell
- Barriers and Tools of IMC
- Practical Rules of IMC
- Case Studies - Campaigns for Indian Audiences
- Case Studies - Campaigns for International Audiences
- Case Studies - Ads Through the Ages
- Case Studies - Campaigns Using Traditional and Contemporary Methods
- Creating an Integrated Marketing Strategy
Eligibility Criteria
• Basic knowledge of computers and keen desire to build skills in this field.
• Open to students, job seekers, and working professionals.
• Open to students, job seekers, and working professionals.
Official Certification
• Official MKCL KLiC Certificate upon successful completion of the course and evaluations.
Work-Centric Learning Approach
• Step 1: Learners are given an overview of the course and its connection to life and work
• Step 2: Learners are exposed to the specific tool(s) used in the course through the various real-life applications of the tool(s).
• Step 3: Learners are acquainted with the careers and the hierarchy of roles they can perform at workplaces after attaining increasing levels of mastery over the tool(s).
• Step 4: Learners are acquainted with the architecture of the tool or tool map so as to appreciate various parts of the tool, their functions, utility and inter-relations.
• Step 5: Learners are exposed to simple application development methodology by using the tool at the beginner’s level.
• Step 6: Learners perform the differential skills related to the use of the tool to improve the given ready-made industry-standard outputs.
• Step 7: Learners are engaged in appreciation of real-life case studies developed by the experts.
• Step 8: Learners are encouraged to proceed from appreciation to imitation of the experts.
• Step 9: After the imitation experience, they are required to improve the expert’s outputs so that they proceed from mere imitation to emulation.
• Step 10: Emulation is taken a level further from working with differential skills towards the visualization and creation of a complete output according to the requirements provided. (Long Assignments)
• Step 11: Understanding the requirements, communicating one’s own thoughts and presenting are important skills required in facing an interview for securing a work order/job. For instilling these skills, learners are presented with various subject-specific technical as well as HR-oriented questions and encouraged to answer them.
• Step 12: Finally, they develop the integral skills involving optimal methods and best practices to produce useful outputs right from scratch, publish them in their ePortfolio and thereby proceed from emulation to self-expression, from self-expression to self-confidence and from self-confidence to self-reliance and self-esteem!
• Step 2: Learners are exposed to the specific tool(s) used in the course through the various real-life applications of the tool(s).
• Step 3: Learners are acquainted with the careers and the hierarchy of roles they can perform at workplaces after attaining increasing levels of mastery over the tool(s).
• Step 4: Learners are acquainted with the architecture of the tool or tool map so as to appreciate various parts of the tool, their functions, utility and inter-relations.
• Step 5: Learners are exposed to simple application development methodology by using the tool at the beginner’s level.
• Step 6: Learners perform the differential skills related to the use of the tool to improve the given ready-made industry-standard outputs.
• Step 7: Learners are engaged in appreciation of real-life case studies developed by the experts.
• Step 8: Learners are encouraged to proceed from appreciation to imitation of the experts.
• Step 9: After the imitation experience, they are required to improve the expert’s outputs so that they proceed from mere imitation to emulation.
• Step 10: Emulation is taken a level further from working with differential skills towards the visualization and creation of a complete output according to the requirements provided. (Long Assignments)
• Step 11: Understanding the requirements, communicating one’s own thoughts and presenting are important skills required in facing an interview for securing a work order/job. For instilling these skills, learners are presented with various subject-specific technical as well as HR-oriented questions and encouraged to answer them.
• Step 12: Finally, they develop the integral skills involving optimal methods and best practices to produce useful outputs right from scratch, publish them in their ePortfolio and thereby proceed from emulation to self-expression, from self-expression to self-confidence and from self-confidence to self-reliance and self-esteem!
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