Examine the Gap model's applicability in the education industry for determining quality.Note: lesson for this in attached photo Figure 6.1: Gaps Model of Service QualityGaps Model of Service QualityCustom erExpectedServiceCu sto merGapPerceivedServiceService DeliveryExternalCompanyGap 4communications toGap 3Gap 1customersCustomer-drivenService designs andstandardsGap 2Company perceptions ofConsumer expectationsThe Service Triangle Management ModelThe service industry is undergoing a revolution, needing a dramatic shift in every service professional'smindset.Today's service perspective is characterized by two models:The Industrial Management Model: This is a throwback from the industrial period that is still inuse today.The Market-focused Management Model: This is a model that service organizations can adoptas a replacement to adapt to new environmental changes in order to survive.The Industrial Management Model is a method of business organization that emphasizes revenues andoperating costs while ignoring the importance of employees in achieving customer happiness and long-term profitability.The model is a hangover from manufacturing practices, yet it is still used by many organizations today.Advertising, sales promotion, accessibility, distribution, and locational benefits are all characteristics thatfirms that follow this model believe bring in revenue. Personnel and operations are the cost drivers,according to them, and these should be regulated. This technique is followed even by service sectorsseeking price competitive advantages.Employers that adopt the industrial model feel that their staff are uninterested, unskilled, lack thenecessary attitude and motivation, and so cannot be trusted with complex jobs. They would rather rely on

The Gap Model of Service Quality is a structure that might assist in comprehending client pleasure.…

Answered: Examine the Gap model's applicability…

Business

Management

Examine the Gap model's applicability in the education industry for determining quality.

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
Sub- Management Case Study: ABC Corporation is a medium-sized manufacturing company that specializes in producing automobile components. The company has been in business for over 20 years and has experienced steady growth. Recently, however, the company has faced a number of challenges, including increased competition and rising costs. In response, the management team has decided to implement a new strategic plan to help the company remain competitive and profitable. The new strategic plan includes several key initiatives, such as improving operational efficiency, expanding into new markets, and investing in research and development. The management team believes that these initiatives will help the company achieve its goals and maintain its market position. As a management consultant, you have been hired by ABC Corporation to evaluate the effectiveness of its new strategic plan and make recommendations for improvement. Question: What are the key components of ABC Corporation's new…
CASE STUDY 2 Wildwood Manufacturing Company is in rural Virginia involve in distribution of wood for furniture products. After a 50 years period of stable progress, Wood involves in the acquisition of other businesses which is the wood chemical industry. Later Wildwood was transformed to a distributor of a wide range of a wood furniture products and wood chemicals industry operating across United States. Later, after spending 5 years incorporating past acquisitions, decreasing expenditures and growing margins, the board of directors of Wildwood recognized that the company was ready to get on a new phase of progress and to continue the company former tactic of acquiring existing businesses which is related to their core of businesses. Subsequently, after reviewing the company strength, weaknesses, opportunities and threat, and the opportunity of generating more profit and more shareholder value, the board has decided to search for the new acquisition target that would increase the value…
CASE STUDY 2 Wildwood Manufacturing Company is in rural Virginia involve in distribution of wood for furniture products. After a 50 years period of stable progress, Wood involves in the acquisition of other businesses which is the wood chemical industry. Later Wildwood was transformed to a distributor of a wide range of a wood furniture products and wood chemicals industry operating across United States. Later, after spending 5 years incorporating past acquisitions, decreasing expenditures and growing margins, the board of directors of Wildwood recognized that the company was ready to get on a new phase of progress and to continue the company former tactic of acquiring existing businesses which is related to their core of businesses. Subsequently, after reviewing the company strength, weaknesses, opportunities and threat, and the opportunity of generating more profit and more shareholder value, the board has decided to search for the new acquisition target that would increase the value…
Mini Case Study - EAP Mary Jones was recently appointed to the new position of director of employee assistance programs at Mega Hotels. Over the objections of her boss, the director of human resources, Mary quickly instituted an alcohol and drug abuse awareness program in each of the hotel’s properties. Her boss opposed the program on the basis that Mega Hotels knew little about the kinds of problems its employees faced. Mary established in-house programs at each property in the chain and hired specialists to implement and supervise the programs. The annual salaries of the five specialists averaged $24,000. Three months later, the president of Mega Hotels asked for a status report on the employee assistance program. At that time, Mary could report only a five percent employee participation rate. The president was disappointed with this rate and threatened to cancel the program. The president asked Mary to evaluate the progress of the program and to make recommendations for its…
CASE STUDY 1 Wildwood Manufacturing Company is in rural Virginia involve in distribution of wood for furniture products. After a 50 years period of stable progress, Wood involves in the acquisition of other businesses which is the wood chemical industry. Later Wildwood was transformed to a distributor of a wide range of a wood furniture products and wood chemicals industry operating across United States. Later, after spending 5 years incorporating past acquisitions, decreasing expenditures and growing margins, the board of directors of Wildwood recognized that the company was ready to get on a new phase of progress and to continue the company former tactic of acquiring existing businesses which is related to their core of businesses. Subsequently, after reviewing the company strength, weaknesses, opportunities and threat, and the opportunity of generating more profit and more shareholder value, the board has decided to search for the new acquisition target that would increase the value…
Case Study 02 – Horace Hoi Organisation In the country of Laland, aid organisations registered as charities are not subject to the same financial reporting requirements as limited companies (this is not the case in many other countries where they are treated equally in law). One person to take advantage of this is Horace Hoi who has led his vigorous campaign in favour of animal protection for the past 25 years. As a highly competent self-publicist for his charity and an engaging media performer, he has raised the public profile of his charity substantially. He can and does raise large amounts of money for his charity through his personal charm and passionate appeals on television and in large meetings of supporters. His charity is called the ‘Horace Hoi Organisation’ (HHO) and its stated aim is to ‘stop animals suffering’. Mr Hoi has recently become the subject of criticism by the media because of allegations that he lived a lavish lifestyle and personally owned a large mansion and a…
CASE STUDY- Health and Safety Crisis Project Guyana There is a growing challenge in Guyana relative to adopting a health and safety culture. The management of safety issues and priorities has been the poorest in Guyana. Some public officers are forced to work in unsafe and unhealthy conditions such as mold, bat droppings and poor ergonomics. This has activated a person’s allergy, caused some people to develop hyper airway sensitivity and musculoskeletal disorder. Further, there have been ventilation issues and no running water. Some staff complained that they often have to fetch water in buckets to use the bathroom during work hours. This has been reported to management, but nothing has been done. When it comes to safety, in most cases, no one seems to make it a priority in the public sector. Some persons complained of tripping on smooth tiles, stairs and more. There are building regulations; however, not many follow these codes. Most ministry buildings are old…
1) In methdology:quanttiative:(a)what kind of data about ecommerce development and what kinds of data of cybercrime you were choose in bangladesh?(b)what kind of data choose to make development to cybercrime.(c)provide some content and list of data of cybercrime in ecommerce(it can be customer data,website data,etc)(d)how from will result this data of cybercrime(e)how you mesure improvement of cybercrime development ion ecommerce in bangladesh? Write by own,not copy from other question or from anywhere
Q.2: Below given is another case study. Read it with full understanding and answer the questions given at the end. CASE STUDY In 1985, Parveen Textile Mills Limited, Karachi, operated a high plant for the production of garments in different designs, colours and weights. The company exported its products solely to the US market, but with declining sales because of quota restrictions. The company was considering launching its goods in the German market. The market appeared to demand a wider range of styles and varieties and the smaller quantities. Mr. Qadir, the chairman of the company wanted to decide how he could meet this demand pattern profitably. Company Background Parveen Textile Mills Limited was one of the Pakistan’s largest manufacturers and exporters of garments. Its operations were fully integrated and had 8,000 employees. The United States and the Federal Republic of Germany were the most significant international markets. In the beginning the company sold its products…