Services Marketing NMIMS ASSIGNMENT 9773820734

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NMIMS Global Access School for Continuing Education (NGA-SCE)
Course: Services Marketing
Internal Assignment Applicable for December 2018 Examination
1. You are planning to launch a multi-cuisine Quick-serve Restaurant which shall serve different
varieties of food ranging from fast food to south Indian, Italian, north Indian, Chinese. To maintain
the quick-serve spirit, the restaurant intends to create quick-serve counters with separate billing
stations for each cuisine. Each of these cuisine counters shall separately take the orders, do the billing
and serve the quick bite menus. Create a service blueprint for this QSR. (10 Marks)
2. Discuss the role and relevance of four potential gaps within a service organization which may lead
to a fifth and most serious gap – that is the customer gap.
Explain with illustrations. (10 Marks)
3.
Village Volvo is the ‘new kid’ in the town. It represents an effort by two former Volvo dealer
mechanics to provide quality repair service on out-of-service Volvos at a reasonable cost. Of their 22
years of training and experience with local Volvo dealers, they have earned a reputation and a
following of satisfied customers that makes such a service operation feasible to deliver. Their
operation is to provide clients with ‘custom car care’ service that is unavailable at other dealers. They
have set aside specific times each week when clients drive in for routine services such as tune-ups
and oil changes. However, for diagnosis and repair of specific problems, they encourage clients to
schedule appointments.
At the time of appointment, the mechanic may take a short test drive with the client to make sure that
both understand the area of concern. Another source of information available to the mechanic is the
‘Customer Care Vehicle Dossier’ (CCVD). This is a continuing file of each vehicle that it services
and this history can help the mechanic diagnose problems and also provide a convenient record on
the warranty service etc. The owners are also considering the use of CCVD as a way of ‘reminding’
customers that routine maintenance procedures may be due.
At present, Village Volvo has no provision for ‘alternate transportation’ for the customers. A ‘shuttle
service’ two or three times a day is also being considered, as the owners feel that their suburban
location may deter some clients. A waiting room
is also available with a television set, comfortable chairs, vending machines for tea / coffee and soft
drinks, magazines and newspapers etc. This facility is almost exclusively used by clients who come
during the ‘drop-in’ hours for quick routine jobs such as tune-ups etc.
The owner mechanics do no repairs between 7 and 8 am and 5 and 6 pm because these are ‘heavy
customer contact’ hours. As repairs are done, the owner mechanic make note of any other problem
that might need attention in the future. This is recorded in the CCVD for future use. This is also
intimated to the customer, may be in the form of a ‘reminder’ postcard sent to them.
All small parts that have been replaced are placed in a clean box in the car. Care is taken throughout
the repair process to keep the car clean and the inside is vacuumed as a courtesy before pick up. The
Village Volvo owners have developed a network of other service providers who assist in recycling
used parts and waste products and to whom they can refer clients for work that is not a part of
Village Volvo’s services such as body work, alignments, reupholstering etc. The owners are also
considering the possibility of offering a mini course on weekends to teach clients what they can do to
attain their 2,00,000 miles Volvo medal.
Questions
a. Discuss the appropriate customer segments that Village Volvo should target and it’s positioning
strategy to reach out to these target segments
(5 Marks)
b. Evaluate the expanded marketing mix for Village Volvo (5 Marks)
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