Executive Summery

Executive summery – Delivering and performing service

We propose to set up a ticket booth in London waterloo train station and will discuss the methods and theories used from setting up the booth to running it on a daily bases.

Firstly I would like to talk about our workforce that will be needed. To maximise our potential profit we need to have a fully operational ticket booth running from 5:00 in the morning until 21:00 in the evening, this will allow us to widen our customer base to the morning and evening commuters in and out of London. The full time shift patterns then can be split into two shifts consisting of seven hours. From 5:00 till 14:00 and from 14:00 till 21:00 we will have two full time ticket sellers and one supervisor over each shift. For the peek time travel when the price of tickets are higher, I propose to have another two part time workers doing four hour shifts over the two peek times of 5:00 till 9:00 and also 16:00 till 20:00. This will help to keep queue times down and also maximise our revenue.

The most important part of any organisation is recruiting the right people. This ticket booth will operate a customer orientated service where the service is delivered through our employees. This is not an established ticket booth therefore the quality of service provided by our employees is of high importance in order to maximise profits. Due to being a new developed ticket booth, the nature of our service will be provided by boundary spanners, i.e. the lowest level employees, and also the lowest paid on the management hierarchy, employees who interact with members of the organisation and most importantly also members of the public or customers. Due to the high levels of interaction with the customer, employees will adopt high emotional labour principles and adequate levels of technical skills in order to operate the computers to print the customers train tickets. Such employees can be found in the recruitment process. For example the first...