Professional Service. The professional service process demands high customization. Examples of such services include management consultants, lawyers, physicians, and corporate bankers. Professionals interact frequently with customers, often one-to-one, to understand and diagnose each customer's individual needs. They must be able to relate well with the public, not just have technical skills. Exercising judgment as they provide new or unique services and solutions is commonplace. Because of the infinite variability of problems confronted, the mental and physical requirements of these services are difficult to automate. Capital intensity is low, which means high labor intensity; the high skill levels required are very expensive. The professionals have a great deal of operating discretion and relatively loose superior-subordinate relationships.
Service Shop. The work force and customer also interact frequently in the service shop. Considerable attention is given to a customer's unique requirements and preferences. Hospitals, repair shops, and gourmet restaurants are examples of such services. In contrast to professional service, capital intensity in the service shop tends to be high and thus labor intensity low. Equipment often is crucial for handling diverse and specialized service requirements. Because customization of services continues to be high with this process, work-force skill levels also must be high, compared to a mass service or service factory process. Workers must be able to handle new or unique services on demand. When they are in close contact with the customer, they also must have the training and people skills to deal effectively with customers.
Mass Service. Mass service processes are quite different from the first two processes because customized customer involvement is low. Examples of such services include wholesalers, full-service retailers, spectator sports, and large classes at schools. Service specifications are tightly controlled....