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This slide is about the demand and supply management in service marketing .
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In this presentation, we will discuss about forecasting a demand, understanding a demand pattern with respect to time, managing capacity constraints and capacity planning. We will understand the strategies for matching supply and demand for a service through flow charts. We will also talk about the strategies for managing demand to match capacity. To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
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In this presentation, we will discuss about forecasting a demand, understanding a demand pattern with respect to time, managing capacity constraints and capacity planning. We will understand the strategies for matching supply and demand for a service through flow charts. We will also talk about the strategies for managing demand to match capacity. To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
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How to balance demand & capacity. What are the building blocks or Demand & Capacity? Productive Capacity in a service context. Ways to manage capacity. Demand patterns vary by segment. Ways to manage demand. Use of marketing mix elements. Waiting lines & Queuing systems. Customers Perceptions about the waiting line. Reference: Lovelock
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13 - * © 2014 Pearson Education, Inc. Aggregate Planning and S&OP PowerPoint presentation to accompany Heizer and Render Operations Management, Eleventh Edition Principles of Operations Management, Ninth Edition PowerPoint slides by Jeff Heyl 13 © 2014 Pearson Education, Inc. 13 - * © 2014 Pearson Education, Inc. Outline Global Company Profile: Frito-LayThe Planning ProcessSales and Operations PlanningThe Nature of Aggregate PlanningAggregate Planning Strategies * 13 - * © 2014 Pearson Education, Inc. Outline - Continued Methods for Aggregate Planning Aggregate Planning in Services Revenue Management * 13 - * © 2014 Pearson Education, Inc. Learning Objectives When you complete this chapter you should be able to:Define sales and operations planningDefine aggregate planningIdentify optional strategies for developing an aggregate plan * 13 - * © 2014 Pearson Education, Inc. When you complete this chapter you should be able to: Learning ObjectivesPrepare a graphical aggregate planSolve an aggregate plan via the transportation method Understand and solve a revenue management problem * 13 - * © 2014 Pearson Education, Inc. Aggregate Planning at Frito-LayMore than three dozen brands, 15 brands sell more than $100 million annually, 7 sell over $1 billionPlanning processes covers 3 to 18 monthsUnique processes and specially designed equipmentHigh fixed costs require high volumes and high utilization © 2014 Pearson Education, Inc. * 13 - * © 2014 Pearson Education, Inc. Aggregate Planning at Frito-LayDemand profile based on historical sales, forecasts, innovations, promotion, local demand dataMatch total demand to capacity, expansion plans, and costsQuarterly aggregate plan goes to 36 plants in 17 regionsEach plant develops 4-week plan for product lines and production runs © 2014 Pearson Education, Inc. * 13 - * © 2014 Pearson Education, Inc. The Planning Process Figure 13.1 Long-range plans (over one year) Capacity decisions critical to long range plans Issues: Research and Development New product plans Capital investments Facility location/expansion Intermediate-range plans (3 to 18 months) Issues: Sales and operations planning Production planning and budgeting Setting employment, inventory, subcontracting levels Analyzing operating plans Short-range plans (up to 3 months) Scheduling techniques Issues: Job assignments Ordering Job scheduling Dispatching Overtime Part-time help Top executives Operations managers with sales and operations planning team Operations managers, supervisors, foremen Responsibility Planning tasks and time horizons * 13 - * © 2014 Pearson Education, Inc. Sales and Operations PlanningCoordination of demand forecasts with functional areas and the supply chainTypically done by cross-functional teamsDetermine which plans are feasibleLimitations must be reflectedProvides warning when resources do not match expectationsOutput is an aggregate plan * ...
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In the past, most companies frequently treated field services as a cost center. The focus for field service was to deliver quality service to the customer, do it efficiently and stay within the limits of the service agreement. Under existing models at the time, service revenues were a fraction of the revenue from the capital equipment, in fact many technology companies didn't bother to separate revenue from services. But as companies move from these old B2B level 1 and 2 models to the new B4B 3 and 4 models, the potential to drive significant revenue from field service has become a new focus for technology companies. More and more these days we hear technology companies saying things like, 'servicing our installed base is becoming the biggest revenue growth opportunity'. As revenue from products and equipment levels off due to limitations on technology, innovation on the supplier side and increased focus on outcomes coming from the customers, revenue generation will shift from products to services for most technology companies. Three important shifts are creating significant revenue generating power for Field Services: 1. Shift from technical support provider to trusted business partner 2. Shift from customer satisfaction to total customer focus 3. Shift from price negotiation to value recognition However, unleashing this power requires companies to create new capabilities within their Field Service forces. To find out more, visit www.globalpartnersinc.com
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Managing demand and cpacity
1.
2.
3.
Figure 14.1 Variations
in Demand Relative to Capacity
4.
5.
Table 14.1
Demand vs. Supply
6.
Table 14.2
Constraints on Capacity
7.
8.
9.
10.
11.
Figure 14.5 Waiting
Line Strategies
12.
Figure 14.6 Waiting
Line Configurations
Télécharger maintenant