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1、案例：产品/服务开发的新技术课堂案例：顾客怎么啦？“本营业所已搬到马路对面ZX路号（北斗商厦南侧米），给您带来了不便，敬请谅解，”梁大爷读着这则通知，微微点点头，“这下好了，这下好了，以后存钱、取钱、交话费再也不用穿行这条让人堵心的马路了。”一走进新的营业大厅，梁大爷就在工作人员的引导下取号，就座等候。与老储蓄所相比，这里不用站着排队。营业大厅宽敞明亮、窗明几净，新装的银灰色座椅干净整齐。窗口增加了，一米警戒线没有了，顾客是坐在服务台前的转椅上办理手续的。“这里的环境真是太好啦！我得尽快告诉邻居。”梁大爷脸上绽出了灿烂的笑容。时间到了2005年2月6日。今天是星期日，春节前的最后一个星期天。你
2、知道的，2月8日就是大年三十了，再不花钱就没有时候了！与其他储蓄所一样， ELZH储蓄所里面挤满了人，不断有客户进进出出，有的顾客在大厅里四处走动，随便取些理财方面的宣传材料打发时间，排队机在机械地叫着号，声音听起来也不如以前悦耳动听了。不过，好在场面还算在控制之中。“我就现在办！”一位又高又瘦的顾客冲着窗口里面的服务员高声叫喊着。随着这声叫喊，本来就不平静的营业大厅荡起一阵骚动。“你是普通卡，请您换取人民币业务号排队”，胸前挂着“营业经理”标示牌的女士耐心地解释着。“有什么用，我原来取的是人民币业务197号，已经等了40多分钟，鬼才知道还要等多久。最令人可气的是，别人一刚进来就办手续，这平等
3、吗。我就现在办！”这位顾客涨红着脸。营业经理坚决地说，“您没有金卡，就不能取理财金号，现在请您等候，您不能影响银行的工作。”经理的这句话显然激怒了这位顾客，甚至说出过激的话语：“理财金！你们还上市呢，！我就现在办，谁来也没用。”随着事态的发展，顾客们由窃窃私语变成了对这位顾客的声援，大家你一句，他一句，七嘴八舌：“你们就是不对，办理同样的业务，有钱人就可以与别人不同吗？”“你们这是在为谁服务？”“如果这样下去，我们就不会再来了。” 更出乎大家意料的是，一位储蓄所工作人员扔出一句骂人的话，然后，重重地摔上门，溜进后台。“她在骂人，把她揪出来！”“她的号码是多少，向总行反映。”“这丫头我是认定她了
4、，除非她不露面。”一时间，场面极度混乱，令人目不忍睹讨论问题1ELZH储蓄所如何解决出现的这一具体问题：是劝退这位顾客还是立即为他办理手续？2ELZH储蓄所选址规划有问题吗？如果有，存在什么问题？3ELZH储蓄所的设施布置有问题吗？如果有，存在什么问题？4ELZH储蓄所的服务质量有问题吗？如果有，存在什么问题？5ELZH储蓄所的排队系统设计有问题吗？如果有，存在什么问题？案例说明1本课堂案例由北京科技大学管理学院马风才编写。2本案例仅限于在运营管理教学的课堂讨论中使用，任何人不得以任何方式用于其他任何目的。3如果案例材料与某公司或个人有某种相似，纯粹是一种偶合。4出于保密，作者隐去了真实的名字
5、和其他一些可识别的信息资料。BSB, INC.: The Pizza Wars Come to CampusRenee Kershaw, manager of food services at a medium-sized private university in the Southeast, has just had the wind taken out of her sails. She had decided that, owing to the success of her year-old pizza service, the time had come to expand piz
6、za-making operations on campus. However, yesterday the university president announced plans to begin construction of a student center on campus that would house, among other facilities, a new food court. In a departure from past university policy, this new facility would permit and accommodate food-
7、service operations from three private organizations: Dunkin Donuts, Taco Bell, and Pizza Hut. Until now, all food service on campus had been contracted out to BSB, Inc.CAMPUS FOOD SERVICEBSB, Inc., is a large, nationally operated food-services company serving client organizations. The level of servi
8、ce provided varies, depending on the type of market being served and the particular contract specifications. The company is organized into three market-oriented divisions: corporate, airline, and university or college. Kershaw, of course, is employed in the university or college division.At this par
9、ticular university, BSB, Inc., is under contract to provide food services for the entire campus of 6,000 students and 3,000 faculty, staff, and support personnel. Located in a city of approximately 200,000 people, the campus was built on land donated by a wealthy industrialist. Because the campus is
10、 somewhat isolated from the rest of the town, students wanting to shop or dine off campus have to drive into town.The campus itself is a “walking” campus, with dormitories, classrooms, and supporting amenities such as a bookstore, sundry shop, barber shop, branch bank, and food-service facilitiesall
11、 within close proximity. Access to the campus by car is limited, with peripheral parking lots provided. The university also provides space, at a nominal rent, for three food-service facilities. The primary facility, a large cafeteria housed on the ground floor of the main administration building, is
12、 located in the center of campus. This cafeteria is open for breakfast, lunch, and dinner daily. A second location, called the Dogwood Room, on the second floor of the administration building, serves an upscale luncheon buffet on weekdays only. The third facility is a small grill located in the corn
13、er of a recreational building near the dormitories. The grill is open from 11 A.M. to 10 P.M. daily and until midnight on Friday and Saturday nights. Kershaw is responsible for all three operations.THE PIZZA DECISIONBSB, Inc., has been operating the campus food services for the past 10 yearsever sin
14、ce the university decided that its mission and core competencies should focus on education, not on food service. Kershaw has been at this university for 18 months. Previously, she had been assistant manager of food services at a small university in the Northeast. After 3 to 4 months of getting orien
15、ted to the new position, she had begun to conduct surveys to determine customer needs and market trends. An analysis of the survey data indicated that students were not as satisfied with the food service as Kershaw had hoped. A large amount of the food being consumed by students, broken down as foll
16、ows, was not being purchased at the BSB facilities:Percent of food prepared in dorm rooms 20Percent of food delivered from off campus 36Percent of food consumed off campus 44The reasons most commonly given by students were (1) lack of variety in food offerings and (2) tight, erratic schedules that didnt always fit with cafeteria serving hours. Three other fin
