Features of Service Operations Management Essay

Features of Service Operations Management - Essay ExampleBusinesses can opt to stay in current markets, move on to new domestic markets or venture out to new extraneous markets. Depending upon the markets and strategic tie-ups, the enterprises then have to decide whether to continue with existing products or develop new ones. Organizations organise strategies for long term survival and consistent growth. Operational management encompasses the contribution of solely concerned stakeholders in order to achieve the objectives. Now organizations are supposed to have multiple objectives, monetary as rise as non-monetary. They are supposed to have flexibility to meet changing external and internal demands. This report card is an effort to study the role of working(a) management, how the operational strategies keep changing as the administration grows and how operational management strategies can addresses the speed to market of new products and go and the responsiveness to the demand s of customers.The operations system of an organisation is essentially the part that produces the organisations products. In some(prenominal) organisations the product happen to be physical goods (like TV refrigerator, soft-drinks etc), period in others it is service (insurance, health care, travel, tourism, hotel etc.). The products and services belong to various categories and fields, but all such divers(prenominal) organisations have one thing in common within their operations systems, that is, the novelty process (Everett E Adam et al, 1995). There are some inputs into the process and after the conversion process, there are some outputs. The quality of these outputs depends upon the how the organisation manages its operations. Traditionally, a conversion process that includes manufacturing (or production) yields a tangible output, while a conversion process that includes service yields an intangible output. But in todays business there is no such dividing line, because the persuasion of services has been widened. At times, both of them are interdependent and appear to be overlapping in nature. Manufacturing organisation requires the services like transportation, communication, promotion etc. to procure the supply of materials, manager the supply and distribution channels, be in touch with the customers and suppliers, plan marketing communication strategies, manage the financial accounts of the company etc. Similarly galore(postnominal) services organisations depend upon the manufacturing sector for the business. Services too are undergoing a transformation from the traditional model of a service transaction to one of an experience (A. Fitzsimmons, Mona J. Fitzsimmons, 2005). For the operations management the general goal is to hold some kind of value-added product or service, so that the outputs are worth more to con shopping mallers than just the sum of the individual inputs. Services oriented businesses now try to do the value addition by modal v alue of providing a valuable experience while dealing with them. For example the retail showrooms like Tesco, Asda, Woolworth, Wal-Mart etc. all take pride in the fact that they provide their customers a big operating space, whole figure of speech of products and a wonderful shopping experience. From a humble beginning these stores have grown up owe to sound strategic moves and operational management. It was in the year 1919 that Jack Cohen founded Tesco, when he began to sell surplus groceries from a stall in the East End of London (Tesco, 2006). In those days his