Identify a service organization you know in which customers are not well served. This can be a restaurant, your bank, your gym, a daycare center, and so on (no real names, please). First describe the organization and then provide an overview of the service problem. What is wrong at the workplace? Why are customers not served as well as they could be? Second, consider whether routinizing the service interactions could help alleviate some of the problems. If routinization would help, describe the changes that could be made. If not, analyze why it would not help.
However, like all kingdoms, Atari wasn’t able to last forever. With everyone dipping a hand into the videogame pool, there came an oversaturation of both video games and consoles, and Atari, whom consumers looked up to in this time of need, failed to deliver as well. With such a heightened position, Atari got caught up in it all and adopted many new policies that led to it’s downfall. One of those policies was rushing all of their games in time for the Christmas season, hoping that their name alone would sell. While many of their games were sold like that, it led to major disappointments, with E.T. the Extraterrestrial being the most notable. With a business strategy that switched to selling popular names rather than quality games, Atari lost the hope of many fans and the company’s end was spiraling ever closer. To worsen the matter, “Atari refused to give game designers authorial credit or royalty for their work” Atmaca 6 (http://tvtropes.org/pmwiki/pmwiki.php/UsefulNotes/TheGreatVideoGameCrashOf1983?from=Main.TheGreatVideoGameCrashOf1983 2), leading to some of Atari’s old developers starting companies of their own, which only oversaturated the industry even more. By 1982, at least 12 consoles had been released by multitudes of competing companies, amongst others. The consumers couldn’t keep up, and by early 1983, the video game home console industry crashed, and no one wanted anything to do with them anymore. Any company who had invested a hefty sum into this business had virtually lost it all, and countless of them went bankrupt entirely. Video games were looking to be a “one-hit-wonder” situation, and it was Atari, those whom had started it all, that put everybody in check, just as their name had implied. However, there was still a hope for one of America’s strongest industries. Sneaking in just before the crash happened, the CEO of Japanese card company Nintendo, Hiroshi Yamauchi, was among the many interested parties who seeked success with video games. In 1980, he sent his son-in-law, Minoru Arakawa, to Vancouver, Washington, to set up Nintendo of America (NOA), distributing arcade cabinets sent by Yamauchi’s development team. With a lack of popular games being made, both Arakawa and Yamauchi knew that they needed something to keep their company alive in American markets, and this game seemed to come with Popeye the Sailorman, developed by Shigeru Miyamoto. Despite “shipments containing the code for Miyamoto’s new game beginning to arrive” (Harris 42), tragedy struck when licensing deals with King Features, the owners of Popeye, rejected the deal last second. With thousands of unusable cabinets left at NOA’s storage facility, Atmaca 7 Miyamoto had to come up with a new cast of characters and needed to give Popeye the Sailorman a new coat of paint. With the selection of games growing bland overall, Miyamoto finished practically just in the knick of time, as his new game, Donkey Kong, was shipped across the country on July 9th, 1981. “Seemingly overnight, it turned into the hottest game of the year, and eventually it became the most popular arcade game of all time. Never before had there been a quarter magnet quite like Donkey Kong” (Harris 43). By the time the crash rolled around a little under two years later, Donkey Kong had provided Nintendo and the arcade portion of the industry a small, yet sustaining, umbrella as everyone else was washed out. However, Yamauchi wasn’t just satisfied with a foothold in the arcade business, he wanted Nintendo to revitalize and bring back the entire industry, even though everyone turned their heads at anything resembling a console. Knowing this, Nintendo knew that releasing a console alone would not dent the mindset that was established by the Great Crash. They knew that, to succeed and bring back the industry that once was, to start a Golden Age, they would need a few tricks up their sleeves. When one industry fell, another rose, with the latter being the toy industry. Minoru Arakawa, who was still the CEO of NOA at the time, took note of this, and knew that, in order to sell the console being designed back in Japan, which was dubbed the Nintendo Entertainment System (NES), they would have to advertise it as a toy rather than a video game console. They already tried selling a console in 1984, the Advanced Video System (AVS), but it was immediately tossed aside by retailers and consumers alike. While it would be extremely difficult Atmaca 8 to convince consumers that the NES was not like anything that had come before it, the Nintendo team came up with many marketing strategies that eventually proved to be successful. The first step in Nintendo’s marketing magic was designing the console itself to look less like traditional consoles and more like a simplistic box that could fit in with toys in a child’s room. However, design alone was not enough, and both Yamauchi and Arakawa knew this, so the development team at Nintendo Of Japan (NOJ) came up with the Robotic Operating Buddy (R.O.B.) and the NES Zapper Light Gun (Nintendo Zapper), which were compatible with some NES titles. These two accessories, which were marketed with the NES, gave th>GET ANSWER