Capacity management in service organisations

Corsten, Hans; Stuhlmann, Stephan

doi:10.1016/s0166-4972(97)90121-8

Cited by 35 publications

(3 citation statements)

References 28 publications

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“…Restaurants may lose customers when the desired capacity to provide their service is lacking and customers are forced to wait. Waiting lines negatively affect service quality and customer satisfaction (Corsten and Stuhlmann, 1998). Thus, managers need to recognize that the resource capacity impacts the quality of service perceived by customers and must be managed for restaurants to be successful.…”

Section: Introductionmentioning

confidence: 99%

The interaction of major resources and their influence on waiting times in a multi-stage restaurant

Hwang

Lambert

2008

International Journal of Hospitality Management

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Section: Introductionmentioning

confidence: 99%

The interaction of major resources and their influence on waiting times in a multi-stage restaurant

Hwang

Lambert

2008

International Journal of Hospitality Management

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“…Managing capacity can influence service quality and customer satisfaction. When the service capacity does not meet customer demand, a customer begins the service in a queue and perceives that the capacity is insufficient (Corsten & Stuhlmann, 1998). This start may influence the customer's assessment of the subsequent services and, thus, create a negative view of the entire service.…”

Section: Waiting Time As Performance Measurement Of Managing Capacitymentioning

confidence: 99%

The Use of Acceptable Customer Waiting Times for Capacity Management in a Multistage Restaurant

Hwang

Lambert

2009

Journal of Hospitality & Tourism Research

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This study took an integrated approach to restaurant capacity management by capturing major types of capacity and multiple stages of service and incorporating customers’ expectations. A simulation was used to measure the current restaurant’s performance in meeting the waiting time standards and to identify the threshold requirements of resources to meet the different levels of customer expectations of waiting times. The results showed that the current restaurant needed to adjust capacity levels to meet the customer service standards, and more than one combination of multiresource thresholds existed because the threshold level of each resource varied with the other types of resources.

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“…Corsten and Stuhlmann [8] argue that service is interpreted as 'offers to spend time' and service quality depends on the duration of service production. An appropriate capacity choice is required to satisfy customers with fewer costs.…”

Section: Introductionmentioning

confidence: 99%

Landscape Capacity for Supplying Ecosystem Services in Taiwan Alishan National Scenic Area

Yang¹,

Chen²

2018

IJESD

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Abstract-For some service facilities, the unused service capacity cannot be stocked overnight and will become a burden to the service provider. The main purpose of this article is to analyze the effects of seasonality on capacity choice decisions and examine the firm's pricing strategies. We present a mathematical model and find that higher operating costs lead to lower service fees in booming seasons and higher service fee in normal seasons, but the capacity should be decreased; the higher proportion of booming seasons in a year results in higher service fee in booming seasons and lower service fee in normal seasons, and the capacity should be increased. The price markup in booming seasons is higher if the proportion of booming seasons increase, but lower if operating costs increase.

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Capacity management in service organisations

Cited by 35 publications

References 28 publications

The interaction of major resources and their influence on waiting times in a multi-stage restaurant

The interaction of major resources and their influence on waiting times in a multi-stage restaurant

The Use of Acceptable Customer Waiting Times for Capacity Management in a Multistage Restaurant

Landscape Capacity for Supplying Ecosystem Services in Taiwan Alishan National Scenic Area

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