Submitted By :1. 2. 3. 4.

RohitBhat Shila Scoots Shruti Simran

Group 4
Yen Sushi Case/Golfsmith/Commuter s Leaning Case Study

GOLFSMITH The case illustrates a perfect example of how a product manufacturing company becomes more than relevant for the consumers by expanding in the service space. Golf is an experience and the company has become a part of the experience. And that hasn t come at the cost of the core product. The experience of ordering and receiving their products has been enhanced by a very speedy order procurement process which sits on wise use of technology. We will examine both the sides below: The core business Golf Equipment and Accessories The company was initially manufacturing only golf club parts. This helped the company in developing customized golf material. The mail order system was followed to make products available to remote locations. In such a case the fast delivery of goods was a primary concern. Barcode system was used and the requests were read electronically and the required parts were automatically retrieved by machines. The entire order would be ready for dispatch in ten minutes of receiving the order. Soon, as most such companies do, Golfsmith diversified into a larger product portfolio and started selling all golfing equipment and accessories. The Golfsmith Learning and Practice Facility The company headquarters boast of a 100-station practice range with a good environment for golf lovers. The company has identified that the best way to please a Golfing customer is to let him play golf. The headquarters also house a large retail store and a Clubhouse Café where people can sit and watch golf programmes. The staff is attired in golf wear and every employee knows enough about golf. For a customer it is like entering the world of Golf. Golfsmith knew the three Ps of services: PEOPLE, who are well-trained and well taken care of; PROCESSES, which seek to minimize purchase times for customers, make everything available; PHYSICAL EVIDENCE, which gives the customers an amazing golfing experience.

Service System: Goldsmith has grown from providing products to providing extensive services around the product. A shift has been made towards selling experiences rather than products. The emphasis for the company then shifted from operational excellence to delivering excellent services. Having understood the importance of each interaction that a client has with Goldsmith, they are able to deliver positive experiences at every moment of truth.


MOT1: Customer enters into the restaurant | Warm Welcome People: Chorus of Iratsai by everyone (cooks, waiters, owner etc.) MOT2: Customer seat themselves | Accessories with starters served Physical evidence: An ellipsoid area surrounded by stools to be seated on. Processes: Prompt service of accessories like bean paste soup, chopsticks, a cup of green tea, etc. MOT4: Customer Chooses Sushi | Fresh Sushi provided from inventory, uneaten removed Processes: All varieties of Sushi provided on conveyor belt and uneaten removed from counter every 30 mins. MOT5: Customer pays | Plates counted Processes: Plates counted for a customer, Billing is done per plate (100 yen per plate) MOT6: Customer leaves | Thanked People: Chorus of ArigatoGosaimas from all workers.

Differentiation from competitors: 1. People: A) Unique cheerful welcome and farewell to customers by workers.s 2. Physical evidence: A) Unique seating arrangement B) New and innovative method of offering Sushi to customer (All varieties prepared beforehand and on display on conveyor belt, choose as u like, more physical evidence) 3. Processes: A) Easy to handle billing system. (No cash register, uniform billing per plate)

B) JIT inventory control system, minimum inventory costs, less refrigeration systems. C) Demand of Sushi reviewed frequently, Uneaten Sushi on belt replaced, best quality of Sushi provided to customer. D )Inter-related tasks, workers pushed by each other, more operational efficiency. E) Processes more visible to customers and customers paid more attention to.


Answer 2: The generic approach followed in this is Production line Approach. The main essence of the approach according to Lewitt is to substitute technology and systems for people . In the following approach, the commuter s channel would be able to take advantage of the economies of scale of mass production, and thereby achieve 1. Consistent Delivery
First, the production line approach, by design, favours standard outputs. Since the main service of cleaning the clothes at this stage does not offer any reason for deviation from the standard cleaning process, it is very much the optimal approach to be followed.

2. Cost savings Since, the operation of cleaning the clothes would be done in huge numbers, it would lead to discounts on the basis of volume of business provided. 3. Required optimum speed
The division of labour and sequential flow of the production line approach creates work-in-process buffers, or in- and out-boxes, that result in long cycle times in the service delivery processes.

4. Low Cost Delivery Since the facility location and scheduling is done in a systemized pre-decided manner, it provides an edge of low cost delivery to the customer.

Since the need for customization of the service is not required at the present stage of the business model, the Case Manager Approach would not be able to provide any kind of edge to Commuter Cleaning s Business Model.

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