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CH11 Managing Capacity and Demand - Coggle Diagram

- - - - Adjusting capacity
        调整产能
        
        Match demand fluctuations
        满足需求
        
        Change workforce
    - - 劳动力&时间
        （服务产能固定）
        
        Allowing for some customer waiting
        (忽略顾客感受）
        
        Maintain workforce & hour
      - Managing Demand
        
        Strategies for managing demand
        
        Customer-Induced Variability
        
        Arrival variability
        
        idle servers / waiting customers
        
        Accommodation strategy
        ( 更注重Customer experience）
        
        1 more item...
        
        Reduction strategy
        (更注重Operational simplicity)
        
        1 more item...
        
        Capability variability
        
        Customer knowledge, physical ability, and skill
        
        顾客的自身知识水平或是处理问题的能力，在完成任务上是否需要手把手教导/可以自己完成
        
        2 more items...
        
        Request variability
        
        unique demands
        
        Cross-train employees
        
        Limit service breadth
        
        Effort variability
        
        be expected to perform a role in a service interaction
        ( 参与完成一部分服务）
        
        Do work for customers
        
        Rewards increased effort
        
        Subjective Preference variability
        
        顾客的主观期望
        
        Diagnose expectations and adapt
        
        Persuade customers to adjust expectations
        
        Segmenting Demand
        
        walk-in demand -- appointment
        
        由于walk-in demand是不可控的，需求是浮动的；可以通过设置appointment的数量调整每天的需求，以达到稳定的level demand
        
        smooth demand
        
        Offering Price Incentives
        
        Differential pricing
        
        Reduced prices before 6PM at movie theaters
        例如，在低峰高峰时间段，给予不同的价格
        
        Promoting Off-Peak Demand
        
        Different sources of demand -- off-peak capacity
        
        use of a resort hotel during the off-season as a retreat location for business or professional groups
        例如，利用淡季的度假酒店给商务用途的使用
        
        Developing Complementary Services
        
        waiting costumers
      - Managing Capacity
        
        Defining Service Capacity
        
        An achievable level of output per unit of time
        
        Daily Workshift Scheduling
        
        Q1: 需求具有波动性，需要调整Service Capacity，以满足需求
        Q2: 解决在一天内如何安排员工班次，以匹配每小时变化的需求
        Q3: 解决在一周内如何安排员工的休息日，以在满足连续休息的前提下，用最少人手满足每天不同的需求。
        
        Using Part-Time Employees
        
        Full-time tellers
        
        Part-time tellers
        
        满足高峰期需求
        
        A decreasing-demand histogram
        
        1 more item...
- - - - A balance
        
        The opportunity cost of a vacant room
        
        The best overbooking strategy should minimise the expected cost in the long run
        
        The cost of not honouring a reservation
      - 可能会造成的问题
        
        过度预定导致的安排客人到其他酒店入住的成本
        
        The loss of customer goodwill & The impact this has on future business
- - - - 短期内无法轻易增加或减少产能
    - - 顾客划分为不同群体
        
        群体类型可能通过产品或服务的价值认知和支付意愿的不同划分
    - - 容易消逝，无法储存
        
        例如，飞机座位，起飞后未售出的座位将没有价值
    - - 可以提前销售
    - - 波动需求
    - - 提供额外服务成本低（飞机餐）--增加总产能成本高（飞机数量）