第12講管理需求與能力

ServicesMarketing工商管理學(xué)院張毓峰yufengzhang626@12.MANAGINGDEMANDANDCAPACITYTheUnderlyingIssue:LackofInventoryCapacityUnderstandingCapacityConstraintsUnderstandingDemandPatternsStrategiesforMatchingCapacityandDemandYieldManagement:BalancingCapacityUtilization,Pricing,MarketSegmentation,andFinancialReturnWaitingLineStrategies:WhenDemandandCapacityCannotBeAligned2003.2zhangyf@Gap3:theserviceperformancegapServiceDeliveryCustomer-DrivenServiceDesignsAndStandardsGAP3CustomerCompany2003.2zhangyf@Keyfactorsrelatedtodemandandcapacity1.Failuretosmooththepeaksandvalleysofdemand2.Overuseofcapacity3.Attractinginappropriatecustomersegmentstobuilddemand4.Relyingtoomuchonpricetosmoothdemand2003.2zhangyf@TheUnderlyingIssue:

LackofInventoryCapacity服務(wù)中供給與需求管理的基本問題是缺乏庫存能力。服務(wù)企業(yè)不能像制造企業(yè)那樣在淡季建立庫存以備后來需求增加時使用。缺乏庫存能力歸因于服務(wù)的易逝性以及生產(chǎn)與消費(fèi)的同時性。舉例說明：航班上的座位與教授的時間。而且，服務(wù)不能從一個地方運(yùn)輸?shù)搅硪粋€地方，或由一個人傳遞給另一個人。舉例說明：在九寨溝的酒店。2003.2zhangyf@TheUnderlyingIssue:

LackofInventoryCapacityThelackofinventorycapability（與需求變動結(jié)合起來）leadsto4scenariosatanygiventime:1.Demandexceedsmaximumcapacity2.Demandexceedsoptimumcapacity3.Demandandsupplyarebalancedatthelevelofoptimumcapacity4.Demandisbelowoptimumcapacity2003.2zhangyf@UnderstandingCapacityConstraints(1)Time,Labor,Equipment,Facilities,oracombinationoftheseTime:Legal/consulting/accounting/medicalLabor:Lawfirm/accountingfirm/healthclinicEquipment:Delivery/telecommu/healthclubFacilities:Hotels/restaurants/hospitals/Airlines/schools/theaters/churches2003.2zhangyf@UnderstandingCapacityConstraints(2)OptimalversusMaximaluseofcapacityUsingcapacityatanoptimumlevelmeansthatresourcesarefullyemployedbutnotoverused,andthatcustomersarereceivingqualityserviceinatimelymanner.Maximumcapacityrepresentstheabsolutelimitofserviceavailability.whenequipment/facilityconstraints,maximumcapacityisobvious;whentime/laborconstraints,maximumcapacityishardtospecify.2003.2zhangyf@UnderstandingDemandPatternsChartingdemandpatternsPredictablecyclesdaily/weekly/monthly/yearly.(Ifthereisapredictablecycle,whataretheunderlyingcauses?)RandomdemandfluctuationsDemandpatternsbymarketsegment2003.2zhangyf@StrategiesforMatchingCapacityandDemand(1)1、Shifting(high)demandtomatchcapacity:1）Usesignagetocommubusydays×2）Offerincentivestocustforusageinnonpeaktimes3）Takecareofloyal/regularcustfirst4）Advpeakusagetimes&benefitsofnonpeakuse5）Chargefullpricefortheservice---nodiscounts2003.2zhangyf@StrategiesforMatchingCapacityandDemand(1)2、Shifting(low)demandtomatchcapacity:1）Usesales&advtoincreasebusinessfromcurrentmarketsegments2）Modifytheserviceofferingtoappealtonewms3）Offerdiscountsorpricereductions4）Modifyhoursofoperation5）Bringtheservicetothecustomer（改變服務(wù)地點(diǎn)）

2003.2zhangyf@StrategiesforMatchingCapacityandDemand(2)3、Flexingcapacitytomeetdemand(high):1）Stretchtime,labor,facilities,&equipment2）Cross-trainemployees3）Hirepart-timeemployees4）Requestovertimeworkfromemployees5）Rentorsharefacilitiesorequipment6）Subcontractoroutsourceactivities7）Modifyormovefacilitiesandequipment2003.2zhangyf@StrategiesforMatchingCapacityandDemand(2)4、Flexingcapacitytomeetdemand(low):1）Performmaintenanceorrenovations2）Schedulevacations3）Scheduleemployeetraining4）Layoffemployees2003.2zhangyf@YieldManagement:

balancingcapacityutilization,pricing,marketsegmentation,andfinancialreturn===theprocessofallocatingtherighttypeofcapacitytotherightkindofcustomerattherightpricesoastomaximizerevenueoryield.Yield=Actualrevenue/PotentialrevenueAr=Actualcapacityused×averageactualpricePr=Totalcapacity×maximumprice2003.2zhangyf@ChallengesandrisksinusingyieldmanagementLossofcompetitivefocusCustomeralienationEmployeemorale(士氣)

problemsIncompatibleincentiveandrewardsystemLackofemployeetrainingInappropriateorganizationoftheyieldmanagementfunction2003.2zhangyf@WaitingLineStrategies:WhenDemandandCapacityCannotBeAligned1.Employoperationallogictoreducewait

(redesignsystem;waitinglineconfiguration)2.Establishareservationprocess

(achallengeiswhattodoabout“noshow”.)3.Differentiatewaitingcustomers4.Makewaitingfun,oratleasttolerable2003.2zhangyf@Employoperationallogictoreducewait第一步是分析運(yùn)營過程以消除所有無效率的工作。舉例：萬豪國際酒店采用調(diào)整運(yùn)營過程的方式來減少顧客等待－實(shí)行快速入店登記。使用信用卡和提前登記的顧客可以不必在接待處等待，顧服人員會為顧客登記，替他們?nèi)¤€匙，做好前臺的文字工作，然后帶他們到房間，顧客可以在房間里辦理手續(xù)，只需要3分鐘。舉例：路邊餐館的代客泊車服務(wù)的目的。

continue2003.2zhangyf@Employoperationallogictoreducewait當(dāng)排隊(duì)不可避免時，組織面臨的運(yùn)營問題是采用何種排隊(duì)系統(tǒng)，即看樣排隊(duì)。排隊(duì)結(jié)構(gòu)是指隊(duì)的數(shù)量、地點(diǎn)、空間要求以及它們對顧客行為的影響。排隊(duì)等待的可行方法：1）多列排隊(duì)2）單列排隊(duì)3）分配編號Return2003.2zhangyf@Establishareservationprocess當(dāng)排隊(duì)不可避免時，預(yù)訂系統(tǒng)可以幫助擴(kuò)展需求。餐館、運(yùn)輸公司、電影院、醫(yī)院等可以使用預(yù)訂系統(tǒng)來避免等待。預(yù)訂系統(tǒng)背后的邏輯是保證顧客到來時可以獲得及時服務(wù)；也通過轉(zhuǎn)移需求到低需求時間，而獲得潛在利潤。預(yù)訂系統(tǒng)的挑戰(zhàn)是如何處理違約問題：過渡預(yù)約？收取違約金？限定到場時間？

Return2003.2zhangyf@DifferentiatewaitingcustomersThemostpopulardisciplineisfirst-come,first-serviced.But,differentiationcanbebasedonotherfactorssuchas:Importanceofthecustomer.Urgencyofthejob.