Test Bank ― Chapter 15 Page 1
Chapter 15
Organizing for Service Leadership
GENERAL CONTENT
Multiple Choice Questions
1. In the service profit chain, profitability, customer loyalty and customer satisfaction is
due to _____________.
2. Which of the following is one of the three functions that are tightly linked in effective
service firms?
3. Which of the following is a component of service performance discussed under the
marketing function?
4. Which of the following is a component of service performance discussed under the
operations function?
5. _____________ is NOT a way to reduce interfunctional conflict.
6. _________ in a business context involves continual changes.
7. All of the following are hurdles leaders face in reorienting and formulating a strategy
in turnaround situations EXCEPT ___________.
8. Organizational culture includes all of the following EXCEPT ____________.
9. Which of the following is NOT one of the key factors that influence an organization’s
working environment?
10. Which of the following is NOT one of the aspects of leadership in the future?
True/False
11. All service leaders have a strong focus on their customers only.
12. There is a strong relationship between customer satisfaction and shareholder value.
13. Implementing the Service Profit Chain requires a complete understanding of how
marketing, accounting and human resources work together.
14. Controlling workers is a practice most likely seen in the “service losers” category of
service performance.
15. In service losers, marketing only plays a tactical role.
16. Consistently meeting or exceeding customer expectations across multiple dimensions
is a practice most likely seen in the “service leader” category of service performance.
17. The company names of the “service professionals” level of service performance are
synonymous with service excellence and an ability to delight customers.
18. Service professionals are the best in their respective industries.
19. Companies who base their competitive advantage in a specific technological process
are likely to succeed.
Essentials of Services Marketing, 2nd Edition
Jochen Wirtz, Patrica Chew and Christopher Lovelock
20. Organizational climate represents the tangible surface layer on top of the
organization’s underlying culture.
Short Answer
21. List the links in the Service-Profit Chain.
22. What are the four levels of service performance according to the chapter?
23. What is the main reason that customers patronize service losers?
24. What is the dominant operations mindset for a service non-entity?
25. Describe the competitive appeal of the “professional” level of service performance.
Essay
26. Describe the qualities of a service leader.
Essentials of Services Marketing, 2nd Edition
Jochen Wirtz, Patrica Chew and Christopher Lovelock
27. Distinguish the difference between organizational culture and organizational climate.
APPLICATION CONTENT
Multiple Choice Questions
28. Kenneth Chenault is CEO of ______________.
a. Fedex
b. Southwest Airlines
c. Marriott
d. American Express
29. According to __________, the “role of the leader is to define reality and give hope.”
a. Pernille Spiers-Lopez
b. Don Peppers
c. Martha Rogers
d. Kenneth Chenault
e. Sandra Vandermerwe
30 What is service science?
a. Study of how excellent service can be achieved.
b. An approach for developing service operation that can create value for our
customers.
c. An approach to enable us to study, design and manage effective service systems
that create value for our customers.
d. A study of various disciplines in the sciences, like logistics management.
e. An approach to designing and managing complex service systems.
Essentials of Services Marketing, 2nd Edition
Jochen Wirtz, Patrica Chew and Christopher Lovelock
31. The strategic goals for the Boston Museum of Fine Arts include all of the following
EXCEPT __________.
a. improve management and knowledge of their collections
b. exhibit the works of the artists worldwide
c. engage, educate and delight visitors
d. enlarge and improve the physical plant
e. ensure fiscal stability
32. ____________ is NOT one of the leadership styles identified by Daniel Goleman.
a. Pacesetting leaders
b. Authoritative leaders
c. Affiliative leaders
d. Coaching leaders
e. Transformational leaders
True/False
33. Ideally, service firms should be organized in ways that enable the three functions of
marketing, operations, and human resources to work closely together so that the
organization can be responsive to its various stakeholders and achieve success in its
chosen markets.
34. Service systems are evolving into a science where it is necessary to have knowledge
experts that cut across different disciplines.
35. Organizations that are devoted to satisfying their current customers may miss
important shifts in the marketplace and find them turning into has-beens.
36. Companies who work for years building a loyal workforce with a strong service ethic
may find that such a culture can easily be destroyed through change in leadership.
37. Turnaround is to change the focus and strategy of the firm to take advantage of
changing conditions and new technology.
Test Bank ― Chapter 15 Page 7
Essentials of Services Marketing, 2nd Edition
Jochen Wirtz, Patrica Chew and Christopher Lovelock
Short Answer
38. Give an example from the chapter of a firm that is today known as the icon in travel
and financial services.
39. List one of American Express’s main competitors.
40. Which company is leading the world in its service science initiative?
41. What does Rosabeth Moss Kanter suggest is good for turnaround situations?
42. Daniel Goldman found which leadership style to be the most effective for achieving
positive change and why was that so?
Essay
43. Why did Microsoft launch the Customer and Partner Experience initiative?
Test Bank ― Chapter 15 Page 8
44. According to John Kotter, what are the stages that leaders need to go through in a
successful change management process?
45. Describe six things that Rogers changed to help make the Boston Museum of Fine
Arts successful.