Each appointment is very detailed planned. There is a mechanic assigned to every client who will work on the car as well as discussing the problems and concerns of the client.
The mechanic has access to the CCVD, history of the file records on each vehicle it services. After the diagnosis made by mechanic the service manager, who is the main contact provides the owner with all the detail cost and the time frame of the repair.
Each repair comes with notes for the client of any potentional problems that may occur, or any unaware issues, future replacement that might be needed. All small-replaced parts are returned to the client and in addition, the vehicle is complimentarily vacuumed before pickup.
2. As we learned in chapter 2 in services a distinction must be made between inputs and resources. Inputs in Village Volvo are its customers who are seeking a quality repair service or custom car care service that is not available at the local dealer. They also expended their services of other service providers who for example can assist further with recycling of used parts and waste products. Village Volvo’s experiences staff; the mechanics and the service managers are fully accessible to their clients. They provide a detail service from the beginning until the end and beyond.
3. A nature of the Service Act in Village Volvo falls into tangible actions as services directed at goods and other physical possessions. Their service is delivered in their facility that clients must travel to, although he does not necessary need to be present during the repair, the customer is present. The relationship with Customers is continuous delivery of service, sort of a membership relationship, where the company has a database of their clients. Village Volvo keeps and maintains the file on each vehicle on services for the regular as well as the new customers. It helps to keep the track of the all repairs and follow up or the remainders on any upcoming jobs as tune-ups, oil changes etc. Customization and Judgment in service delivery by Village Volvo is in my opinion sort of low. They have a great range of services but there are not many ways that customer can customize its delivery. The nature of demand and supply after all is very narrow the challenge is greatly managed by experienced team. They manage the peak demand usually without major delay thought the requested appointment and set up schedule. As I mentioned earlier the customer has to travel to the Volvo Village facility that has single site located in the suburb.
4. How could Village Volvo differentiate itself from Volvo dealers? It is hard to answer this question since the case described the Village Volvo only. At this moment, I do not have an exact idea how the dealership operates and what kind of service they provide, plus I do not own the car. Nevertheless, the best way to be unique is to create a special service or product that would make them stand up. Village Volvo already provides a detail, superior service however, I would suggest being more flexible. As we found out in the case, the hours are strictly set and the appointments are essential. The other issue is their location, perhaps I would choose more centralized place for the next Village Volvo shop. Finally, due to its location and no alternate transportation offered maybe they could think of something like a family package or little entertaining service for the kids. Many parents or single parents may consider and run their “car errands” on the weekends, when there is no school. The ideal situation would be to drop off the car and have a little time to play or put the kid in the “car school” where the children can drive a little plastic cars, learn the road rules and the signs, play the bus/ car/ gas station…etc. The kids would love it and parents can easily run the errands with their children and spend some more time together. This way the Village Volvo would definitely differentiate from Volvo dealers.
MGT 4415 Project Management and Service Operations Management
