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1、Services Marketing,工商管理学院 张毓峰 ,2003.2,,12.MANAGING DEMAND AND CAPACITY,The Underlying Issue:Lack of Inventory Capacity Understanding Capacity Constraints Understanding Demand Patterns Strategies for Matching Capacity and Demand Yield Management:Balancing Capacity Utilization,Pricing,Market Segmentat
2、ion,and Financial Return Waiting Line Strategies:When Demand and Capacity Cannot Be Aligned,2003.2,,Gap 3: the service performance gap,Service Delivery,Customer-Driven Service Designs And Standards,GAP 3,Customer,Company,2003.2,,Key factors related to demand and capacity,1.Failure to smooth the peak
3、s and valleys of demand 2.Overuse of capacity 3.Attracting inappropriate customer segments to build demand 4.Relying too much on price to smooth demand,2003.2,,The Underlying Issue: Lack of Inventory Capacity,服务中供给与需求管理的基本问题是缺乏库存能力。 服务企业不能像制造企业那样在淡季建立库存以备后来需求增加时使用。 缺乏库存能力归因于服务的易逝性以及生产与消费的同时性。举例说明：航班
4、上的座位与教授的时间。 而且，服务不能从一个地方运输到另一个地方，或由一个人传递给另一个人。举例说明：在九寨沟的酒店。,2003.2,,The Underlying Issue: Lack of Inventory Capacity,The lack of inventory capability（与需求变动结合起来）leads to 4 scenarios at any given time: 1.Demand exceeds maximum capacity 2.Demand exceeds optimum capacity 3.Demand and supply are balanced
5、 at the level of optimum capacity 4.Demand is below optimum capacity,2003.2,,Understanding Capacity Constraints(1),Time, Labor, Equipment, Facilities,or a combination of these Time: Legal/consulting/accounting/medical Labor: Law firm/accounting firm/health clinic Equipment: Delivery/telecommu/health
6、 club Facilities: Hotels/restaurants/hospitals /Airlines/schools/theaters/churches,2003.2,,Understanding Capacity Constraints(2),Optimal versus Maximal use of capacity Using capacity at an optimum level means that resources are fully employed but not overused,and that customers are receiving quality
7、 service in a timely manner. Maximum capacity represents the absolute limit of service availability.when equipment/facility constraints, maximum capacity is obvious; when time/labor constraints, maximum capacity is hard to specify.,2003.2,,Understanding Demand Patterns,Charting demand patterns Predi
8、ctable cycles daily/weekly /monthly /yearly. (If there is a predictable cycle, what are the underlying causes?) Random demand fluctuations Demand patterns by market segment,2003.2,,Strategies for Matching Capacity and Demand(1),1、Shifting (high)demand to match capacity: 1）Use signage to commu busy d
9、ays & times 2）Offer incentives to cust for usage in nonpeak times 3）Take care of loyal/regular cust first 4） Adv peak usage times & benefits of nonpeak use 5）Charge full price for the service-no discounts,2003.2,,Strategies for Matching Capacity and Demand(1),2、Shifting (low)demand to match capacity
10、: 1）Use sales & adv to increase business from current market segments 2）Modify the service offering to appeal to new ms 3）Offer discounts or price reductions 4）Modify hours of operation 5）Bring the service to the customer（改变服务地点）,2003.2,,Strategies for Matching Capacity and Demand(2),3、Flexing capac
11、ity to meet demand(high): 1）Stretch time,labor,facilities,&equipment 2）Cross-train employees 3）Hire part-time employees 4）Request overtime work from employees 5）Rent or share facilities or equipment 6）Subcontract or outsource activities 7）Modify or move facilities and equipment,2003.2,,Strategies fo
12、r Matching Capacity and Demand(2),4、Flexing capacity to meet demand(low): 1）Perform maintenance or renovations 2）Schedule vacations 3）Schedule employee training 4）Lay off employees,2003.2,,Yield Management: balancing capacity utilization, pricing, market segmentation,and financial return,=the proces
13、s of allocating the right type of capacity to the right kind of customer at the right price so as to maximize revenue or yield. Yield=Actual revenue/Potential revenue Ar=Actual capacity usedaverage actual price Pr=Total capacity maximum price,2003.2,,Challenges and risks in using yield management,Lo
14、ss of competitive focus Customer alienation Employee morale(士气) problems Incompatible incentive and reward system Lack of employee training Inappropriate organization of the yield management function,2003.2,,Waiting Line Strategies: When Demand and Capacity Cannot Be Aligned,1.Employ operational log
15、ic to reduce wait (redesign system; waiting line configuration) 2.Establish a reservation process (a challenge is what to do about “no show”.) 3.Differentiate waiting customers 4.Make waiting fun, or at least tolerable,2003.2,,Employ operational logic to reduce wait,第一步是分析运营过程以消除所有无效率的工作。 举例：万豪国际酒店采
16、用调整运营过程的方式来减少顾客等待实行快速入店登记。使用信用卡和提前登记的顾客可以不必在接待处等待，顾服人员会为顾客登记，替他们取钥匙，做好前台的文字工作，然后带他们到房间，顾客可以在房间里办理手续，只需要3分钟。 举例：路边餐馆的代客泊车服务的目的。 continue,2003.2,,Employ operational logic to reduce wait,当排队不可避免时，组织面临的运营问题是采用何种排队系统，即看样排队。 排队结构是指队的数量、地点、空间要求以及它们对顾客行为的影响。 排队等待的可行方法： 1）多列排队 2）单列排队 3）分配编号 Return,2003.2,,Es
17、tablish a reservation process,当排队不可避免时，预订系统可以帮助扩展需求。餐馆、运输公司、电影院、医院等可以使用预订系统来避免等待。 预订系统背后的逻辑是保证顾客到来时可以获得及时服务；也通过转移需求到低需求时间，而获得潜在利润。 预订系统的挑战是如何处理违约问题：过渡预约？收取违约金？限定到场时间？ Return,2003.2,,Differentiate waiting customers,The most popular discipline is first-come, first-serviced. But,differentiation can be
18、based on other factors such as: Importance of the customer. Urgency of the job. Duration of the service transaction. Payment of a premium price. return,2003.2,,Make waiting fun, or at least tolerable,Unoccupied time feels longer than occupied time Preprocess waits feel longer than in-process waits A
19、nxiety makes waits seem longer Uncertain waits are longer than known,finite waits Unexplained waits are longer than explained waits Unfair waits are longer than equitable waits The More valuable the service,the longer the customer will wait Solo waits feel longer than group waits return,2003.2,,思考题12,1、为什么服务组织缺乏服务库存能力？ 2、讨论足球比赛中销售球票在需求过剩、需求超过最佳能力、供需平衡和能力过剩四种情况下管理的挑战是什么？ 3、举例说明服务供给能力的一般限制因素。 4、举例分析特定服务组织的需求模式。 5、描述匹配需求与供给的基本战略。 6、什么是收益管理？应用收益管理有何风险？ 7、描述四种等待策略，并举例说明。,