“MANAGING DEMAND & CAPACITY AND WAITING LINE STRATEGIES”

1. “MANAGING DEMAND & CAPACITY ANDWAITING LINE STRATEGIES” Presented By: Anubhav (07) Vipasana(40)

2. CONTENTS • Variation In Demand Relative to Demand • Combinations of Demand & Supply • Capacity constraints • Demand Patterns • Shifting Demand to Match Capacity • Adjusting Capacity to Match Demand • Yield Management • Implementing Yield Management System • Waiting Line Strategies

3. FACTORS LEADING TO GAP3 SERVICE PROVIDER • Organizations fail to smooth the peaks • and valleys of demand. • 2. Overuse of capacities • 3. Attract an inappropriate customer mix in • their effort to build • 4. Relying too much on price on smoothing • demand GAP 3 CUSTOMER

4. VARIATION IN DEMAND RELATIVE TO DEMAND

5. COMBINATIONS OF DEMAND AND SUPPLY • Excess demand: • Supply: Greater than maximum supply. • Issues: 1. Customers turned away 2. Lost business opportunities. 3. Resources under greater pressure. 4. Service Quality suffers. 5. Crowding. 6. Staff and facilities overtaxed. 7.Customers seek competitor's offerings

6. COMBINATIONS OF DEMAND AND SUPPLY • Demand Exceeds Optimum Capacity: • Supply:Maximum supply • Issues:1. All customers serviced. 2.Excess pressure on all resources- facilities and staff. 3. Queuing and long waits. 4. Crowding. 5. Service quality suffers.

7. COMBINATIONS OF DEMAND AND SUPPLY • Demand and Supply are Well Balanced: • Supply: Optimum supply. • Issues:1. Resources utilized at an ideal rate. 2. Productivity ideal 3. Service quality delivered. 4. No delays. 5. Pleasant amount of crowding.

8. COMBINATIONS OF DEMAND AND SUPPLY • Demand Less Than Optimum Supply: • Supply: Less than optimum supply. • Issues:1.Resources under-utilized. 2. Productivity decreases. 3. Customers receive excellent individual service. 4. Customers have full use of facilities. 5. No waiting. 6. Lack of customers could creative negative image or atmosphere.

9. CAPACITY CONSTRAINTS • Time • Labor • Equipment • Facilities • Optimal versus Maximum use of capacity

10. CONSTRAINTS ON CAPACITY

11. DEMAND PATTERNS • Charting of demand patterns • Predictable cycles • Random demand fluctuations • Demand patterns by market segment

12. STRATEGIES FOR MATCHING CAPACITY & DEMAND • Shifting demand to match capacity • Adjusting capacity to meet demand

13. Demand too high Use signage to communicate busy days and time. Offer incentives to customers for usage during non peak times. Take care of loyal or “regular” customers first. Advertise peak usage times and benefits of non peak use. Charge full price for the service – no discounts. Demand too low Use sales and advertising to increase business from current market segment. Modify the service offering to appeal to new market segments. Offer discounts or price reduction. Modify hours of operation. Bring the service to the customer. SHIFTING DEMAND TO MATCH CAPACITY SHIFT DEMAND

14. SHIFTING DEMAND TO MATCH CAPACITY • Strategy: Vary the service offering. • Tactics for high demand: • Modify service offering to help facilitate extra demand. • Reduce augmented service element. • Tactics for low demand: • Modify the service offering to appeal to different market segment. • Increase augmented service elements- value add by developing complementary products.

15. SHIFTING DEMAND TO MATCH CAPACITY • Strategy: Modify timing & location of service delivery. • Tactics of high demand: • Get consumers to come to service facility. • Tactics for low demand: • Bring the service to consumer.

16. SHIFTING DEMAND TO MATCH CAPACITY • Strategy: Differentiation on price. • Tactics of high demand: • Increase price to match demand. • Charge full rice. • Tactics for low demand: • Offer discount & price reduction.

17. SHIFTING DEMAND TO MATCH CAPACITY • Strategy: Communicate with customers. • Tactics for high demand: • Letting the customers know of peak demand so that they can choose to use the service at alternative times and avoid crowding or delays. • Tactics for low demand: • Communicate the various promotional schemes and emphasize on various benefits during slow periods.

18. Demand too high Stretch time, labor, facilities & equipment. Cross-train employees. Hire part-time employees. Request overtime work for employees. Rent or share facilities. Rent or share equipment. Subcontract or outsource activities. Demand too low Perform maintenance, renovation. Schedule vacations Schedule employee training. Lay off employees. ADJUSTING CAPACITY TO MATCH DEMAND ADJUST CAPACITY

19. ADJUSTING CAPACITY TO MATCH DEMAND • Stretch Existing Capacity: in such cases no new resources are added; rather the people, facilities and equipment are asked to work harder and longer to meet demand. • Stretch time. • Stretch labor. • Stretch facilities. • Stretch equipment.

20. ADJUSTING CAPACITY TO MATCH DEMAND • Align Capacity with Demand Fluctuations: by adjusting service resources creatively, organizations can in effect chase the demand curves to match capacity with customer demand patterns. Also called Chase Demand. • Use Part-Time Employees. • Outsourcing. • Rent or Share Facilities or Equipment. • Schedule Downtime during Periods of Low Demand. • Cross-Train Employees. • Modify or Move Facilities and Equipment.

21. YIELD MANAGEMENT • It is the process of allocating the right type of capacity to the right kind of customer at the right price so as to maximize revenue or yield. • Yield=Actual revenue/Potential revenue • Actual revenue=actual capacity used*average actual price • Potential revenue=total capacity*maximum price

22. IMPLEMENTING YIELD MANAGEMENT SYSTEM • Identification of a customer base using a segmentation process • Develop awareness among managers of changing customer needs & expectations • Estimating price elasticity of demand for each market segment • Make managers responsive to changing market conditions – demand seasonality/variations • Reliable demand forecasting methods and historical demand data

23. CHALLENGES & RISK • Loss of competitive focus. • Customer alienation. • Employee morale problem. • Incompatible incentive and reward systems. • Lack of employee training. • Inappropriate organization of the yield management function.

24. WAITING LINE STRATEGIES • Employ operational logic • modify operations • adjust queuing system • Establish a reservation process • Differentiate waiting customers • importance of the customer • urgency of the job • duration of the service transaction • payment of a premium price

25. WAITING LINE CONFIGURATIONS

26. WAITING LINE STRATEGIES • Make waiting fun, or at least tolerable • unoccupied time feels longer than occupied time • preprocess waits feel longer than in-process waits • anxiety makes waits seem longer • uncertain waits seem longer than known, finite waits • unexplained waits seem longer than explained waits • unfair waits feel longer than equitable waits • the more valuable the service, the longer the customer will wait • solo waits feel longer than group waits

27. Thanks