Given the competitive spirit of the service sector, the time has come for service businesses to recognize that they are really a part of a larger whole, and not merely unique, entrepreneurial entities unto themselves. In fact, the author of this article warns that of service businesses remain isolated from one another, their mortality rate will continue to rise. Through the use of a service matrix, the author shows how service businesses can broaden their professional relationships with other services that have similar operations and managerial challenges, and in so doing, gain the economic foothold needed to survive and prosper.
1. R.B. Chase, “The Customer Contact Approach to Services: Theoretical Bases and Practical Extensions,” Operations Research 29 (1981): 698–706;
R.B. Chase, “Where Does the Customer Fit in a Service Operation?” Harvard Business Review, November–December 1978, pp. 137–142;
R. B. Chase and D.A. Tansik, “The Customer Contact Model for Organizational Design,” Management Science 29 (1983): 1037–1050;
R.B. Chase and N. Aquilano, Production and Operations Management (Homewood, IL: Richard D. Irwin, 1985), ch. 3.
2. Chase (1981).
3. D.H. Maister and C.H. Lovelock, “Managing Facilitator Services,” Sloan Management Review, Summer 1982, pp. 19–31.
4. W. Skinner, “The Focused Factory,” Harvard Business Review, May–June 1974, pp. 113–121.