論文代寫：次優服務過程分析
在本報告中，我們將對訂單貨物到貨失敗時的次優服務過程進行分析。將進行此分析，以確定如何將此過程視為次最佳，並進一步確定其對用戶和提供者的影響。在此討論和分析的基礎上，提出建議和結論的要點。選擇的次優服務流程是訂單貨物到貨失敗。公司必須“取悅”他們的客戶的想法已經根深蒂固，以至於經理們很少去研究它。當管理者不能理解他們需要做什麼才能讓他們的客戶開心時，就會出現錯誤，並導致服務過程的次優(Hsieh, 2010)。這是一個電子商務的時代，大多數組織已經向他們的客戶承諾，如亞馬遜，他們的商品將按時交付。然而，在另一方面，也有一些人無法理解他們的承諾，比如訂購的貨物未能送達客戶手中。
論文代寫：次優服務過程分析
這在亞馬遜向發展中經濟體提供產品的案例中最為突出。本文重點介紹了這樣一個次優過程。有幾個建議將被提供，例如使用一個最佳的交付管理系統，以確保所有的貨物都能有效地到達客戶(Hsieh, 2010)。產品交付失敗並非絕對不可避免。因此，有效地管理客戶對產品交付失敗的反應是至關重要的，特別是在激烈競爭的市場中。雙重偏差的情景往往代表了消費者的消費體驗，在這種消費體驗中，消費者面對的是產品交付失敗、產品交付初始失敗和服務恢復失敗(Simons, 2014)。對於投訴的處理，不能以對組織的反應的滿意程度來判斷，而應以客戶投訴後的行為，如口碑活動和回購意圖來判斷。
論文代寫：次優服務過程分析
For the purpose of this report, an analysis will be conducted for the sub-optimal service process in the failure of the arrival of ordered goods. This analysis will be conducted for determining how this process can be considered as sub-optimal, further identifying its impact on the users and the providers. Based on this discussion and analysis, key points of recommendation and conclusion will be drafted.The sub-optimal service process selected is the failure of ordered goods to arrive. The idea that companies must “delight” their customers has become so entrenched that managers rarely examine it. When managers fail at comprehending what they need to do to make their customers happy, mistakes happen and they give rise to sub-optimal process of service (Hsieh, 2010). It is the era of e-commerce and most organizations have promised their customers such as Amazon that their goods will be delivered on time. However, there are some on the other hand which fail to comprehend what they promise such as the failure of ordered goods to reach the customer.
論文代寫：次優服務過程分析
This is most prominent in the case of Amazon delivering products to developing economies. This paper highlights such a sub-optimal process. There are several recommendations that will be offered such as using an optimal delivery management system that ensures all goods are efficiently reached to the customer (Hsieh, 2010). Failure in delivery of products are not absolutely unavoidable. Therefore, it is extremely crucial for effectively managing the responses of customer to failure in product delivery, specifically in the markets of extreme competition. The scenarios of double deviation tend to represent experiences of consumption in which customers are faced doubly with the failure of product delivery, the initial failure in product delivery and the failed recovery of service (Simons, 2014). There must not be judgment of complaint handling by satisfaction with the response of organization, but in terms of post-complaint behaviour of customers like word-of-mouth activity and intensions of repurchases.