Service Delivery System and Process Design

This is a report on this new strategy as well as analysis of its efficacy as implemented by the organization. Of particular significance are the offering of top-of-the-line service and the provision of flexible product lines. These customer&nbsp.values are proven to be fundamental requirements for attracting and maintaining customers today, theoretically and in actual experience in various companies all over the world.
The organization, through the new initiative, has a lot of potentials and could very well be on its way to cashing in on the demand of the market and could ideally lead its industry in no time. Unfortunately, Tedallal is still experiencing difficulty primarily because its strategy is not aligned with the organizational objectives. This issue has been identified using different assessment models such as Hayes &amp. Weelrights four-stage model, service positioning matrix (SPM), as well as concepts such as ServQual, the service profit chain, service blueprinting and the lean service concept. These frameworks revealed that there are several mismatches and incoherent elements in Tedallal’s overall business approach that compromise several features of its new operational model. This came about through several factors, including a comprehensive offering of customer values that taxed the organizational capability and resources. a half-baked strategy that failed to address the achievement and maintenance of quality in products and services. and, the failure to meet market demands. These variables, collectively, put the company in the more dangerous ground, that when left unaddressed could ultimately lead the organization to its eventual demise.
1. Although the organization adopts the four essential competitive priorities in its strategy as a service company, it fails to implement them each in their own respective areas as well as in a collective model that could coherently achieve the organizational objectives.