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POOJA SHROFF [10]
NARENDER CHAUHAN [17]
ABHIJEET KUTE [40]
SAGAR PAWAR [21
OM PRAKASH TALREJA [55]
PROF. KOMAL KAMRA
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ACKNOWLEDGEMENT
WE ARE VERY THANKFUL TOPROF.KOMAL
KAMRA FOR GIVING US OPPORTUNITY TO KNOW THE
IMPORTANCE OF MISSION, VISION, STRATEGY, ANDLEADERSHIP IN SERVICE MANAGEMENT.THAT HELPS US
IN FUTURE.WE HAVE GOT AN AMPLE OF KNOWLEDGE.
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INDEX
TTOOPPIICC RREEMMAARRKKSS SSIIGGNN
IINNTTRROODDUUCCTTIIOONN
VVIISSIIOONN
SSEERRVVIICCEE VVIISSIIOONN
MMIISSSSIIOONN
MMIISSSSIIOONN &&SSEERRVVIICCEESSSSTTRRAATTEEGGYY
SSTTRRAATTEEGGYY AATT DDIIFFFFEERREENNTTLLEEVVEELLSS
SSEERRVVIICCEE SSTTRRAATTEEGGYY
CCAASSEE EEXXAAMMPPLLEE
SSEERRVVIICCEE LLEEAADDEERRSSHHIIPP
FFUUNNCCTTIIOONNSS OOFF SSEERRVVIICCEE LLEEAADDEERRSS
LLEEAADDIINNGG AA SSEERRVVIICCEE OORRGGAANNIIZZAATTIIOONN
QQUUAALLIITTIIEESS OOFF SSEERRVVIICCEE LLEEAADDEERRSS
IINNTTEERRNNAALL AANNDD EEXXTTEERRNNAALL
LLEEAADDEERRSSHHIIPPCCOONNCCLLUUSSIIOONN
BBIIBBLLIIOOGGRRAAPPHHYY
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INTRODUCTION
Some of the companies always stand out in the field of operations.
For example, Sony in the field of electronics, Electrolux in the white goods, Rolex
in watches and Nikes in sports shoes. These are leaders in their marketing arena.
They stand tall over the others in the competitive game. Like physical goods, many
service firms also have made their name in different service categories. For
example, Wal-Mart is respected in mass retailing. Federal Express is known for
small pack overnight delivery While Marriot and Ritz-Carlton icons in the field of
hospitality.
What sets these companies apart from the Pack of the serviceexcellence, their vivid definition of service idea and flawless execution directly
connects with target customers. Externally, they maintain unwavering market
focus. Internally, they pull together various parts of the business system into a
cohesive whole in order to help to develop and deliver customers satisfying
responses. This blend of internal and external focus is the key to their strategic
success. Customers satisfying responses that these firms are able to extend to the
chosen market, reap the rewards of customer loyalty, price insensitiveness, an
ability to command a premium. The ability to connect with customers in achieving
value differences to beat the competitors is at the heart of their strategy. They win
their chosen customers by delighting them and beat in satisfaction game.
Service strategy is not an exercise in development of competition beating
specification but it is much more it is preceded by a vision to achieve something
that makes the customer's life better, & enjoyable satisfying one.
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VISSION
AA vviissiioonn ssttaatteemmeenntt iiss ssoommeettiimmeess ccaalllleedd aa ppiiccttuurree ooff yyoouurr
ccoommppaannyy iinn tthhee future but it is SO much more than that. Your vision statement is
your inspiration, the framework for all your strategic planning. A vision statement
may apply to an entire company or to a single division of that company. Whether
for all or part of an organization, the vision statement answers the question,
"Where do we want to go?" What you are doing when creating a vision statement
is articulating your dreams and hopes for your business. It reminds you of what
you are trying to build while a vision statement doesn't tell you how you're going to
get there; it does set the direction for your business planning. That's why it's
important when crafting a vision statement to let your imagination go and dare to
dream - and why it's important that a vision statement captures your passion.
Unlike the mission statement, a vision statement is for you
and the other members of your company, not for your customers or clients. When
writing a vision statement, your mission statement and your core Competencies
can be a valuable starting point for articulating your values. Be sure when you are
creating one not to fall into the trap of only thinking ahead a year or two.
Once you have one, your vision statement will have a huge influence on
decision making and the way you allocate resources. Your business vision
statement is the starting point for any business planning, as it is the core of your
inspiration motivation.
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GGoooodd vviissiioonn ccaann sseerrvvee tthhee ffoolllloowwiinngg ffoouurr ppuurrppoosseess::--
y Clarity for all with regard to the direction of the project.y Motivation to the employees so they perform in the agreed direction.y Coordination in all the activitiesy To promote Talent worldwide and become a market leaders in Quality
Recruitment.
..
EEXXAAMMPPLLEESS::--
A vision statement for a company offering whale watching tours: Within
the next five years, ZZZ Tours will become the premier eco-tour company inwhale-watching tours. Increasing revenues to 1 million dollars in 2010 by
becoming internationally known for the comfort and excitement of the whale-
watching tours it offers.
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SERVICE VISION
Service vision is one of the key qualities of service leaders. Service
leaders exhibit most, if not all, of the qualities that are often ascribed to leaders in
general. There are, however, four specific qualities that foster service achievements
in organizations. There are service vision, belief in others, love of business and
integrity. Leaders have service vision that includes the quality of service as a
foundation for competing. Service excellence is the driving force of business.Excellence separates top performers from the mediocre performers.
They continually sound trumpet of excellence. Good service is not
enough for excellent service providers. Service excellence is based on attending to
small details and nuisances that mediocre providers usually dismiss as trivial and
of no consequence. In fact how an organization handles small things sets the tone
for how it handles everything else. Service leaders define service vision for the
people. They not only articulate in words. Their Actions are wider than the words.
The service vision provides guidance and clarifies the roles that people are
supposed to perform. The stronger the, vision, the thinner is the company's service
policies and procedure manual.
PPOOOOJJAA SSHHRROOFFFF [[1100]]
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A mission statement is a brief description of a company's
Fundamental purpose. A mission statement answers the question, "Why do we
exist?. The mission statement articulates the company's purpose both for those in
the organization and for the public. For instance, the mission statement of
Canadian Tire reads (in part): "Canadian Tire' is a growing network of
interrelated businesses. Canadian Tire continuously strives to meet the needs of its
customers for total value by offering a unique package of location, price, service
and assortment." The mission statement of Rivercorp, business development
consultants in Campbell River, B.C., is: "To provide one stop progressive
economic development service through partnerships on behalf of shareholders and
the community." A s you see from these two mission statement samples, mission
statements are as varied as the companies they describe. However, all mission
statements will broadly describe an organization's present capabilities, customer
focus, activities, and business makeup. The difference between a mission statement
and a vision statement is that a mission statement focuses on a company's present
state while a vision statement focuses on a company's future. Every business
should have a mission statement, both as a way of ensuring that everyone in the
organization is "on the same page" and to serve as a baseline for effective business
planning.
MMIISSSSIIOONN
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An effective sense of mission can go a long way in motivating people
especially contact staff to provide enthused performances. The intangible
nature of services often makes service providers get over involved in operations
and miss out on the human aspect of their interactions and the commission can get
people to become committed to what an organisation seeks to achieve. When value
contiguity exists between an organisation and its members the work becomes a
mission. Even the most ordinary job assumes significance inspiring good
performance. The difference between the job and the interest vanishes. The mission
ensures that attention is never deviated from what is crucial for keeping bothinternal; and external customers happy and contented. McDonald's outlets are
spread all over the world in different countries. What makes these outlets
successful is a set of values. In QSCV it stands for quality, service, cleanliness and
value. It serves as a guide to all their policies and actions in all the areas of the
enterprise. These letters stand as a unique dictate for all the employees in the
McDonald world. McDonald pursues the vision To Satisfy the World's Appetite for
Good Food Well Served at a Price People Can Afford. Mission statement can be
very useful for a firm. There are many advantages that may flow from a mission
statement. First it provides direction and definition to business. It helps strategic
decision-making by defining what the organisation sets out to achieve and what is
beyond its scheme of things. Secondly, mission ensures focus and consistency in
the efforts by drawing attention to strategically crucial areas. Thirdly, mission can
be instrumental in providing meaning to work people do. It is something with
which people can relate beyond the job they are assigned. Mission can also pose
constructive challenge to people in the system by defining what success is or what
efforts should be made to meet that challenge. A further mission simplifies the
decision-making. Finally, a mission can fire passion for work. It leads to
enthusiasm, commitment and pride.
MMIISSSSIIOONN AANNDDSSEERRVVIICCEESS
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Vision Statements and Mission Statements are the inspiring words
chosen by successful leaders to clearly and concisely convey the direction of
the organization. By crafting a clear mission statement and vision statement,
you can powerfully communicate your intentions and motivate your team or
organization to realize an attractive and inspiring common vision of the
future.
Mission Statements and Vision Statements do two distinctly different jobs.
A Mission Statement defines the organization's purpose and primary objectives. Its
prime function is internal to define the key measure or measures of the
organizations success and its prime audience is the leadership team and
stockholders.
Vision Statements also define the organizations purpose, but this time they do so in
terms of the organizations values rather than bottom line measures (values are
guiding beliefs about how things should be done.) The vision statementcommunicates both the purpose and values of the organization. For employees, it
gives direction about how they are expected to behave and inspires them to give
their best. Shared with customers, it shapes customers understanding of why they
should work with the organization..
MMIISSSSIIOONN AANNDD VVIISSIIOONN
SSTTAATTEEMMEENNTTSS
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MMIISSSSIIOONNSSTTAATTEEMMEENNTTSS
The mission statement should be a clear and succinct representation of the
enterprise's purpose for existence. It should incorporate socially meaningful and
measurable criteria addressing concepts such as the moral/ethical position of the
enterprise, public image, the target market, products/services, the geographic
domain and expectations of growth and profitability.
The intent of the Mission Statement should be the first consideration for any
employee who is evaluating a strategic decision. The statement can range from a
very simple to a very complex set of ideas.
My company's purpose is to:
Sell shoes of the highest quality so every customer can find a pair of shoes they
actually love to wear.
Provide educational services that allow all children to experience learning
success and become life-long earners and contributing members of our community.
TThhee ffoolllloowwiinngg aarree ssoommee eexxaammpplleess ooff mmiissssiioonn ssttaatteemmeennttss ffrroomm rreeaall
eenntteerrpprriisseess::--
44MM`SS
""TToo ssoollvvee uunnssoollvveeddpprroobblleemmss iinnnnoovvaattiivveellyy""
""TToo pprreesseerrvvee aannddiimmpprroovvee hhuummaann lliiffee..""
""TToo ggiivvee oorrddiinnaarryy ffoollkktthhee cchhaannccee ttoo bbuuyy tthhee ssaammee tthhiinnggaass rriicchh ppeeooppllee..""
""TToo mmaakkee ppeeooppllee hhaappppyy..""
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EEXXAAMMPPLLEE OOFF MMIISSSSIIOONNSSTTAATTEEMMEENNTT::
Take the example of a produce store whose winning idea is farm freshness.
The owner identifies two keys measures of her success: freshness and customer
satisfaction. She creates her mission statement which is the action goal that
combines the winning idea and measures of success.
The mission statement of Farm Fresh Produce:-
To become the number one produce store in Main Street by selling the
highest quality, freshest farm produce, from farm to customer in less than 24 hours
on 75% of our range and with 98% customer satisfaction.
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VVIISSIIOONNSSTTAATTEEMMEENNTTSS
A vision statement is your ticket to success. A photograph in words of your
company's future, it provides the inspiration for both your daily operations and
your strategic decisions. Without a vision statement, effective business planning
would be impossible; it's the vision statement that provides the destination for the
journey, and without a destination, how can you plan the route?
Using the example mission statement developed for Farm Fresh Produce, the
owner examines what, her customers and her employees value about her mission.
The four most important things she identifies are: freshness, healthiness,
tastiness and local-ness of the produce. Heres the Vision Statement she creates
and shares with employees, customers and farmers alike:
We help the families of Main Town live happier and healthier lives by
providing the freshest, tastiest and most nutritious local produce: Fromlocal farms to your table in under 24 hours.
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MMIISSSSIIOONNAANNDD VVIISSIIOONN
A study revealed that over 70 per cent of Indian companies use mission and
vision statement to convey values and aspirations. The following is a sample of the
statements used by company in order to forge a corporate identity.
1. A fast food chain:To satisfy the world's appetite for good food, well served, at a
price people can afford.
2. A telecommunication company:We are dedicated to being the world's best at bringing people
together; giving them easy access to each other and to the information
and services they want and need - anytime, anywhere.
3. A5-star hotel chain:To provide the finest inhospitality services with a view to
becoming the businessmen's preferred choice of hotels.
4. An airline company:Dedication to the highest quality of customer service delivered
with a sense of warmth, friendliness, individual pride and company
spirit.
5. A top IT company:To be a globally respected corporation that provides best of breed
business solutions, leveraging technology, delivered by best in class people.
NARENDER CHAUHAN [17]
SOME EXAMPLES
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SSTTRRAATTEEGGYY
""Strategy is the direction and scope of an organisation over the
long-term: which achieves advantage for the organisation through its
configuration of resources within a challenging environment, to meet the needs of
markets and to fulfill stakeholder expectations".
In other words, strategy is about:
Where is the business trying to get to in the long-term? (Direction)
Which markets should a business compete in and what kind of activities isinvolved in such markets?
(Markets; scope)
How can the business perform better than the competition in those markets?
(Advantage)
What resources (skills, assets, finance, relationships, technical competence,
and facilities) are required in order to be able to compete? (Resources)
What external, environmental factors affect the businesses' ability to
compete? (Environment)
What are the values and expectations of those who have power in and
around the business? (Stakeholders)
SSttrraatteeggyy aatt DDiiffffeerreenntt LLeevveellss ooffaa BBuussiinneessss::
Strategies exist at several levels in any organisation -ranging from the
overall business (or group of businesses) through to individuals working in it.
Corporate Strategy:
Is concerned with the overall purpose and scope of the business to meet
stakeholder expectations. This is a crucial level since it is heavily influenced by
investors in the business and acts to guide strategic decision making throughout
the business. Corporate strategy is often stated explicitly in a mission
statement.
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Business Unit Strategy:
Is concerned more with how a business competes successfully in a particular
market. It concerns Strategic decisions about choice of products, meeting needs of
customers, gaining-advantage over competitors, exploiting or creating newopportunity etc.
Operational Strategy:
Is concerned with how each port of business is organised to deliver the
corporate and business-unit Level strategic direction. Operational strategy
therefore focuses on issues of resources, processes, people etc.
Service Strategy:
One is often confused about why there is only one McDonalds! outstanding
fast food service providers, British Airways known for its people mindedness,
SAS providers of excellent business travel, FedEX - that unfailingly delivers
small packets over nights, Marriott known for unparalleled hospitality, Walt
Disney known for providing unforgettable experiences. All outstanding service
organisation , managed differently from their merely good rivals. Their missions
are stated differently. They have different assumptions on the way successes areachieved. There are always one or two firms in every industry that stands out from
the rest in the pack. They seemed to be prepared by some' force unavailable to
their counterparts. The firms successfully break the sound barriers. These firms
alter the very basis of the way competition happens. Service firms often have a
tough challenge of directing operations and marketing as one function. It means
developing a link between the internal aspects of business that exist in the form of
operations and the outside logic that exist in the former market. This calls for
development of strategic service vision. Strategic service vision consists of four
elements. Identification of target, market segment development of a service concept
to address the needs of the consumer in the target market , codification of an
operating strategy to execute service concept and finally design of service delivery
system to support the operating system.
ABHIJEET KUTE [40]
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CCaassee eexxaammppllee::
HHooww DDoommiinnooss mmaakkeess iitt iinn 3300 mmiinnuutteess:: DDoommiinnooss ccoommppeetteess iinn PPiizzzzaammaarrkkeettwith its unique selling proposition: delivery within 30 minutes or free. A
complex operating strategy makes it possible for the pizza chain to be able to make
deliveries within the promised time frame the timeframe is broadly divided into two
parts 10 minutes for preparation of pizza, and 20 minutes for the delivery.
The chains outlets delivered to places that fall within the 10 minutes of
the scootering. The processing involves a number of steps. As the customer place
the order, it is keyed into a computer system. The keyed order flashed on the screen
at the assembly table. Different types of codes words are used for different types of Pizzas. For instance Ml stands for pepperoni and LO is large. The time for
assembling expected does not exceed two minutes. A fter assembling, the Pizza is
put on a rolling oven, where it takes not more than seven minutes. During this time
accompaniments like Chilli, oregano flakes and napkin are put in the delivery box.
The boxes are already marked with recipients address. With the Pizza is on the
move to make it in time. The workers are organised in three tires in the system:
order takers, pizza makers and delivery boys. But by training they are not totally
compartmentalized. They have multi.-skill training. This permits easy switching
from one job lo the other. The delivery is made between 11 a.m. and 11 pm -The
outlets work in three shifts: 9 a.m. to 6 p.m., and at 12 noon to 9 p mand6 p.m. toclosing time. On special occasions like Dussera and Diwali, the time frame of 30
minutes does not apply.
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SSEERRVVIICCEE LLEEAADDEERRSSHHIIPP::
Service leaders are those Firms that stand out in their respective I
markets and industries. But human leaders must take them in the right
direction, set the right strategic priorities, and ensure that the relevant
strategies are implemented throughout the organisation.
These organizations are the captains of their respective industries
although service professionals are good, service leaders are outstanding! Theircompany names are synonymous with service excellence and in ability to the
delight customers. They are recognized for their innovation in each functional area
of management as well as for their excellent internal communication and
coordination. As a result, service delivery is a seamless process organised around
the customer. Marketing effort so make extensive use of relational databases that
offer insight into customers, who are often addressed on a one-to-one basis.
Concept testing, observations, and contact with lead customers are
employed in development of new breakthrough services. Operations Specialist
works with the technology leaders around the world in order to develop new
applications that create a brand identity.
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FFuunnccttiioonnss ooffSSeerrvviiccee LLeeaaddeerrss::
(1) MARKETING FUNCTIONS.a) Conducts sophisticated analysis of relational databases as inputs to one-
to-one marketing and proactive account management.
b)Employees state of art research techniques.c) Uses concept testing observation and use of lead customers as input
to new product development.
d)Raises customer expectation to new levels and improves continuously.e) Company name is synonymous with service excellence and its ability
to delight customers raises expectations to the levels that competitors
can`t meet.
(2) OPERATIONS FUNCTIONS(a)In- house research and focus on innovation and excellence.(b)Continuous experimentation.(c)Focus on Continuous improvement.(d)Closely integrated with front stage delivery, even when geographically
far apart.
(e) Understands conception of return on quality and actively seekscustomers involvement in productivity improvement.
(f) Ongoing testing of new processes and technologies.(g)Working with the technology leaders in order to develop new
applications that create first mover advantage.
(h)Seeks to perform at levels, competitors just can`t much.
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(3)HUMAN RE
S
OURS
ES
FUNCTI
ON
(a)Create an excellence worker culture.(b)HR helps top management to nurture culture.(c) The employees innovative and empowered and committed to firm`s
values and goals.
(d)Mentor workers to enhance career growth.
SAGAR PAWAR(21)
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LLEEAADDIINNGG AASSEERRVVIICCEE OORRGGAANNIISSAATTIIOONN
In most successful change management processes, people need to move
through eight complicated and often time consuming stages:
(1) Creating a sense of urgency to develop the impetus for change.(2) Putting together a strong team to direct the process.(3) Creating an appropriate vision of where the organisation needs to go.(4) Communicating that new vision broadly.(5) Empowering employees to act on that vision.(6) Producing sufficient short term results in order to create credibility.(7) Building momentum and using that to tackle tougher change problems.(8) Anchoring the new behaviors in the organizational culture.
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QQUUAALLIITTIIEESS OOFFSSEERRVVIICCEE LLEEAADDEERR
Service leader requires a special perspective. Regardless of the
target markets, the specific services, or the pricing strategy, service leaders
visualize quality of service as the foundation for competing. Service leader need
to believe in people who work for them and to make to communicating with
employees a priority. Love for the business is another service leadership
characteristics service leaders are driven by a set of core values that they infuseinto the organisation.
The critical role of value driven leaders is cultivating the leadership qualities
of others in the organisation. Value driven leaders rely on their values in order to
navigate their companies through difficult period.
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QQUUAALLIITTIIEESS OOFFSSEERRVVIICCEE LLEEAADDEERRSS
PATIENCE UUNNDDEERRSSTTAANNDDIINNGG
DDIISSCCIIPPLLIINNEE CCHHAARRAACCTTEERR
HHOONNEESSTTYY CCOONNFFIIDDEENNCCEE
QQUUIICCKKTTHHIINNKKIINNGG HHAARRDD WWOORRKKIINNGG
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IINNTTEERRNNAALL AANNDD EEXXTTEERRNNAALL LLEEAADDEERRSSHHIIPP
There are important distinctions between leading a successful
organization that is functioning well or redirecting a successful organization into
new activity. In case of Wal-Mart, Sam Walton created both the company and the
culture, so this task was to preserve that culture as the company grew and to select
a successor who would maintain an appropriate culture as the company continued
to grow.
J.W. Marriott Jr. inherited from his father the position of chief
executive of the company that bears the family name. Although it was the son who
transformed the company from an emphasis on restaurant and food services into aglobal hotel Corporation, he strove to maintain the corporate culture that followed
from the founders philosophy and values: Take care of the employees and
customers.
One of the traits of successful leader is the ability to role model the
behavior they expect of managers and other employees. Often, this requires the
approach known as management by wandering around. Wandering around
involves regular visits, preferably unannounced, to different areas of the
companys operation. It provides insight into both-back stage and front stageoperations as well as the ability to observe and meet both employees and
customers and to see how corporate strategies are implemented on the front line.
In addition to internal leadership, chief executives such as Walton and
Marriott have also assumed external leadership roles, serving as ambassadors for
their companies in the public arena, and promoting the quality and value of their
firms services. Marriott has often appeared in his companys advertisement.
There is a risk that the prominent leaders may become too externally focused at the risk of their internal effectiveness. CEOs who enjoy enormous
income maintain princely lifestyles, and bask in widespread public city may even
turn off the low paid service workers at the bottom of the organization. Another
risk is that a leadership style and focus that has served the company well in the
past may become inappropriate for a changing environment.
OOMM PPRRAAKKAASSHH TTAALLRREEJJAA((5
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CONCLUSION
WE HAVE CONCLUDED THAT WHILE MANAGING SERVICES A
COMPA NY NEEDS TO HAVE A FA IR VISION, CONSISTING OF PRE-
PLA NNED OBJECTIVES. COMPA NIES MISSION HAS DIRECT RELATION
WITH VISION OF COMPA
NY,A
S MISSION WILL PROGRESS IF ONLYCOMPA NY WILL THINK OFACHIEVING BIG, LEADERSHIPA ND STRATEGY
PLAYS A IMPORTA NT ROLE TO ACHIEVE A GREAT HEIGHTS FOR THE
COMPANY. A NY COMPA NY HAS NO FUTURE WITHOUT MISSION, VISION,
IMPORTA NT STRATEGIES A ND EFFECTIVE LEADERSHIP.
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BIBLIOGRAPHY
(1) WWW.GOOGLE.COM
(2) SERVICESECTORMANAGEMENT(VIPUL SBOOK)
ROMEOS.MASCARENHAS