Question 1

List the links in the Service-Profit Chain.

Accepted Answer

Customer loyalty drives profitability and growth, customer satisfaction drives loyalty, value drives customer satisfaction, quality and productivity drives value, employee loyalty drives service quality and productivity, employee satisfaction drives employee loyalty, internal quality drives employee satisfaction, and top management leadership underlies the chain's success.

Question 2

Which service industry has the closest link between customer satisfaction and shareholder value?

Accepted Answer

A)  Hotels 
B)  Airlines 
C)  Parcel delivery 
D)  Department stores 
E)  Food processing 
A)  Hotels 
B)  Airlines 
C)  Parcel delivery 
D)  Department stores 
E)  Food processing D

Question 3

Which of the following is one of the three functional imperatives in services management?

Accepted Answer

A)  The management function. 
B)  The outputs function. 
C)  The inputs function. 
D)  The servicescape function. 
E)  The human resources function. 
A)  The management function. 
B)  The outputs function. 
C)  The inputs function. 
D)  The servicescape function. 
E)  The human resources function. E

Question 4

An important distinction between service leaders and firms in other categories is how they approach value creation.

Accepted Answer

A) True 
 B)False

Question 5

The term ____________ is used to describe business functions operating in isolation from each other.

Accepted Answer

A)  management separation 
B)  functional isolation 
C)  functional gaps 
D)  management gaps 
E)  functional silos 
A)  management separation 
B)  functional isolation 
C)  functional gaps 
D)  management gaps 
E)  functional silos

Question 6

High-value creating enterprises should be thinking in terms of functions, not activities.

Accepted Answer

A) True 
 B)False

Question 7

Give an example from the chapter of a company/organization that benefited from "management walking around."

Accepted Answer

Southwest Airlines
B

Question 8

Describe Cirque Du Soleil's critical financial issue.

Accepted Answer

Cirque's core market is becoming crowded

Question 9

Top management must proactively evolve the focus and strategy of the firm to take advantage of changing conditions and the advent of new technologies.

Accepted Answer

A) True 
 B)False

Question 10

Describe the Service Science, Management and Engineering initiative created by IBM.

Accepted Answer

The SSME initiative combines knowledge i

Question 11

Top-level executives of outstanding service organizations spend incredible amounts of time setting profit goals and focusing on market share.

Accepted Answer

A) True 
 B)False

Question 12

Describe how Malcolm Rogers reversed the course of the Museum of Fine Arts in Boston, MA.

Accepted Answer

Rogers' "one museum" theme, repeated at

Question 13

"Management by wandering" is an approach that exemplifies unsuccessful managers.

Accepted Answer

A) True 
 B)False

Question 14

The notion of ____________ is central to the professional lives of Cirque Du Soleil employees.

Accepted Answer

A)  stretch 
B)  bind 
C)  hang 
D)  wince 
E)  edge 
A)  stretch 
B)  bind 
C)  hang 
D)  wince 
E)  edge

Question 15

Which of the following is NOT one of the eight stages John Kotter argues that leadership roles must navigate through during change management?

Accepted Answer

A)  Creating a sense of urgency to develop the impetus for change. 
B)  Creating an appropriate vision of where the organization needs to go. 
C)  Producing sufficient short-term results to create credibility and counter cynicism. 
D)  Building momentum and using that to tackle the tougher change problems. 
E)  Controlling employees so they do not act on impulse. 
A)  Creating a sense of urgency to develop the impetus for change. 
B)  Creating an appropriate vision of where the organization needs to go. 
C)  Producing sufficient short-term results to create credibility and counter cynicism. 
D)  Building momentum and using that to tackle the tougher change problems. 
E)  Controlling employees so they do not act on impulse.

Question 16

Organizational culture includes all of the following EXCEPT ____________.

Accepted Answer

A)  shared perceptions or themes regarding what is important in the organization 
B)  shared values about what is right and wrong 
C)  shared understanding about what works and what doesn't work 
D)  shared beliefs, and assumptions about why these things are important 
E)  diverse styles of working and relating to others 
A)  shared perceptions or themes regarding what is important in the organization 
B)  shared values about what is right and wrong 
C)  shared understanding about what works and what doesn't work 
D)  shared beliefs, and assumptions about why these things are important 
E)  diverse styles of working and relating to others

Question 17

Controlling workers is a practice most likely seen in the "service losers" category of service performance.

Accepted Answer

A) True 
 B)False

Question 18

What is the dominant operations mindset for a service non-entity?

Accepted Answer

Achieving

Question 19

Organizations that are devoted to satisfying their current customers may miss important shifts in the marketplace and find them turning into has-beens.

Accepted Answer

A) True 
 B)False

Question 20

According to Chan Kim and Renée Mauborgne, which of the following is not one of the four hurdles that leaders face in reorienting and formulating strategy?

Accepted Answer

A)  Consumer 
B)  Cognitive 
C)  Resource 
D)  Motivational 
E)  Political 
A)  Consumer 
B)  Cognitive 
C)  Resource 
D)  Motivational 
E)  Political

List the links in the Service-Profit Chain.

Which service industry has the closest link between customer satisfaction and shareholder value?

Which of the following is one of the three functional imperatives in services management?

An important distinction between service leaders and firms in other categories is how they approach value creation.

The term ____________ is used to describe business functions operating in isolation from each other.

High-value creating enterprises should be thinking in terms of functions, not activities.

Give an example from the chapter of a company/organization that benefited from "management walking around."

Describe Cirque Du Soleil's critical financial issue.

Top management must proactively evolve the focus and strategy of the firm to take advantage of changing conditions and the advent of new technologies.

Describe the Service Science, Management and Engineering initiative created by IBM.

Top-level executives of outstanding service organizations spend incredible amounts of time setting profit goals and focusing on market share.

Describe how Malcolm Rogers reversed the course of the Museum of Fine Arts in Boston, MA.

"Management by wandering" is an approach that exemplifies unsuccessful managers.

The notion of ____________ is central to the professional lives of Cirque Du Soleil employees.

Which of the following is NOT one of the eight stages John Kotter argues that leadership roles must navigate through during change management?

Organizational culture includes all of the following EXCEPT ____________.

Controlling workers is a practice most likely seen in the "service losers" category of service performance.

What is the dominant operations mindset for a service non-entity?

Organizations that are devoted to satisfying their current customers may miss important shifts in the marketplace and find them turning into has-beens.

According to Chan Kim and Renée Mauborgne, which of the following is not one of the four hurdles that leaders face in reorienting and formulating strategy?

New Perspectives on Marketing in the Service Economy

Consumer Behavior in a Services Context

Positioning Services in Competitive Markets

Developing Service Products: Core and Supplementary Elements

Distributing Services Through Physical and Electronic Channels

Setting Prices and Implementing Revenue Management

Promoting Services and Educating Customers

Designing and Managing Service Processes

Balancing Demand and Productive Capacity

Crafting the Service Environment

Managing People for Service Advantage

Managing Relationships and Building Loyalty

Complaint Handling and Service Recovery

Improving Service Quality and Productivity

Filters

Exam 15: Striving for Service Leadership

List the links in the Service-Profit Chain.

Which service industry has the closest link between customer satisfaction and shareholder value?

Which of the following is one of the three functional imperatives in services management?

An important distinction between service leaders and firms in other categories is how they approach value creation.

The term ____________ is used to describe business functions operating in isolation from each other.

High-value creating enterprises should be thinking in terms of functions, not activities.

Give an example from the chapter of a company/organization that benefited from "management walking around."

Describe Cirque Du Soleil's critical financial issue.

Top management must proactively evolve the focus and strategy of the firm to take advantage of changing conditions and the advent of new technologies.

Describe the Service Science, Management and Engineering initiative created by IBM.

Top-level executives of outstanding service organizations spend incredible amounts of time setting profit goals and focusing on market share.

Describe how Malcolm Rogers reversed the course of the Museum of Fine Arts in Boston, MA.

"Management by wandering" is an approach that exemplifies unsuccessful managers.

The notion of ____________ is central to the professional lives of Cirque Du Soleil employees.

Which of the following is NOT one of the eight stages John Kotter argues that leadership roles must navigate through during change management?

Organizational culture includes all of the following EXCEPT ____________.

Controlling workers is a practice most likely seen in the "service losers" category of service performance.

What is the dominant operations mindset for a service non-entity?

Organizations that are devoted to satisfying their current customers may miss important shifts in the marketplace and find them turning into has-beens.

According to Chan Kim and Renée Mauborgne, which of the following is not one of the four hurdles that leaders face in reorienting and formulating strategy?

New Perspectives on Marketing in the Service Economy

Consumer Behavior in a Services Context

Positioning Services in Competitive Markets

Developing Service Products: Core and Supplementary Elements

Distributing Services Through Physical and Electronic Channels

Setting Prices and Implementing Revenue Management

Promoting Services and Educating Customers

Designing and Managing Service Processes

Balancing Demand and Productive Capacity

Crafting the Service Environment

Managing People for Service Advantage

Managing Relationships and Building Loyalty

Complaint Handling and Service Recovery

Improving Service Quality and Productivity

Filters