1. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)

END SEMESTER EXAMINATION – SEPT/OCT. 2015

B.B.M. – III SEMESTER

M1 11 305: SERVICES MANAGEMENT

Duration: 3 Hours                                                                                       Max. Marks: 100

 

SECTION – A

1. Answer ALL the questions. Each carries 2 marks.                                       (10 x2 =20)

 

1. Mention the classification of services with examples on the basis of level of tangibility.
2. Identify core services and peripheral services in hotel industry.
3. What is service blue print?
4. State any four reasons for failure of service product in market
5. What is “zone of Tolerance”?
6. Give any two strategies for reinforcing customer loyalty.
7. Mention any four benefits of customization.
8. Give the meaning of augmented product.
9. Mention two pricing strategies suitable for tourism industry?
10. In the “80/20 pyramid” what constitute the “20”?

 

SECTION – B

1. Answer any FOUR Each carries 5 marks.                                  (4×5=20)

 

11. Pricing plays a  key role in the marketing activities of a service firm. What are the factors that influence a pricing decisions?
12. “The fifth P- People is a key component in service marketing as services are intangible” Justify the statement with an example
13. ‘Mountain mist’ is a four star resort situated  in Ooty. Chart a guest cycle .
14. Give a brief explanation on categories of service process
15. Critically analyse the challenges in the marketing of the Fitness industry.
16. How does heterogeneity of services impact its marketing?

 

 

 

 

SECTION – C

 

III)      Answer any THREE questions.    Each carries 15 marks.                    (3×15=45)

 

17. India’s services sector has the largest share in the GDP, accounting for 57% in 2015, up from 15% in 1950. Validate the above fact with relevant examples.
18. Service organizations often face the problem of balancing demand and capacity. Analyze the reasons and suggest ways to resolve the situation.
19. What is the Gap Model? Discuss the various gaps in service quality?.
20. Discuss the SERVQUAL model developed by Zeithamel in measuring the service quality
21. Mr. Bean is planning to start an Event management company. Develop suitable marketing mix strategies for his company

 

SECTION – D

1. IV) Case study- Compulsory questions.             (15 marks)
2. Cinepolis, Mexico’s biggest movie exhibition company and world’s fourth largest, made its debut in India in the year 2007. Now, Cinepolis India has 34 screens across five cities and is likely to clock Rs 100 crore in revenues by the end of 2012. There’s one person who has his eyes peeled on every move that Cinepolis makes in India. Ajay Bijli, the chairman and managing director of PVR Cinemas, started the multiplex culture at Saket, New Delhi, 15 years ago. Today, Bijli’s high quality product will be challenged by a global player with a formidable reputation of bringing in cutting-edge innovations.
   When it comes to value added services Cinepolis is known to be fussy about every little detail: Leg space between seats, big screen size, and sophisticated air conditioning. Cinepolis auditoriums typically have about 10 percent fewer seats compared to its peers so that there is enough space for food to be served at the seat. And they’ve been known to pull out of the mall if the developer doesn’t have enough space for parking. While entering Bangalore, Cinepolis chose to avoid the city center and headed to the outskirts of the city in the Royal Meenakshi Mall.In many ways, that’s what helps them get repeat customers. In India, Cinepolis has gone digital from its very first screen. This enables even a screen in smaller places like Amritsar to hold the screening of the latest movie at the same time as, say, Mumbai. This was not possible earlier as the prints had to be transported.
   PVR is also not less in their strategies. They have the highest margins in the business. And  also undertaken an initiative to go completely digital. Last year, Bijli increased stakes by launching PVR’s ultra-premium offering Director’s Cut, targeted at the cream of his customers. Tickets are priced over Rs 1,000 and a customer, while watching the movie, can order food from a digital menu in a customized luxury chair. But Director’s Cut could face direct competition from Cinepolis’ VIP the company’s equally premium product that will soon debut in India. However, unlike his peers, Bijli has stayed away from mindless expansion and focused on profitability

 

 

and building his PVR brand. At the same time, Bijli has also taken the game to another level by planned investment in the “retail entertainment” space, that will add ice-skating rinks, F&B outlets, gaming concepts and bowling alleys under one roof. Bijli says that retail entertainment will become “at least a Rs 200 crore” business in the next two years from over Rs 15 crore now.

Questions:

1. a) Analysis the key strategies of PVR and Cinepolis in marketing their product.
2. b) Setting up world class theaters with value added services require huge investments which is reflected on ticket prices. In a country like India where majority of population belongs to the rural area and middle class what are the future opportunities for multiplexes.

 

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