Terminal operations and customer satisfaction

Airports, ferry terminals, bus or train stations, located all over the world, but all works for the same purpose - to allow passengers to enter or to leave a destination. Everyday travelers take part in various operations, and service encounters of which quality is a key for achieving customer’s satisfaction.

The purpose of this report is to understand what is needed in order to ensure the satisfaction of a client as well as to get an insight into service encounters and operations management in a terminal of choice. In this case, Rederij Doeksen ferry terminal, located in Harlingen was chosen. In order to achieve the aim of this paper, the terminal was assessed and observed. Plus, an interview was held with the terminal’s manager Cor Bambach (see Appendix 1).

This paper begins with the history and description of the Rederij Doeksen ferry terminal. Further, the definition of operations and operations management are given followed by a detailed explanation of operations that are held in the ferry terminal. Furthermore, interview summary as well as interview limitations are provided. Nevertheless, a service blueprint of chosen operation – the front service desk is provided. In addition, the analysis of operations proceeded in the daily routine of the terminal is clarified. Lastly, recommendations for the terminal are given and all the findings are summarized in the conclusion.

The findings of this paper are based on primary and secondary data. The primary data is gathered on the visit to the ferry terminal on 29th May 2019. Further, the interview was held with Cor Bambach (as mentioned before), the script can be found in Appendix 1. Moreover, the secondary data based on the research of literature and Rederij Doeksen’s website.

Rederij Doeksen is a ferry terminal with a location in Harlingen. The terminal was founded in 1908 by a family called Doeksen when they bought their first boat and started transport passengers from Harlingen to Dutch islands (Doeksen, n.d). The terminal succeeded and in 1928 they purchased a steam passenger boat. The Doeksen terminal has been growing since its foundation till now. Nowadays it is the only connection between Harlingen and Dutch islands and serves approximately 600.000 travelers annually (Doeksen, n.d).

Moving on, the company consists of a total amount of 300 employees spread to all three company’s locations: Harlingen, Oost-Vlieland, and Terschelling. All the employees are highly trained to ensure the goal of the company which is to make a customer feel welcome and comfortable. This is basically reached as there is a strong hierarchy system within the company and every single employee know what he/she has to do. Plus, the company is very flexible and changes once or twice a year with a purpose to make sure that the client is happy (Bambach, interview conducted on 29th May 2019). Even though the terminal is not the largest one, it still is able to accommodate their clients for all their need as the terminal has a service desk, restaurant, luggage lockers, bathrooms, Wi-Fi, parking space, waiting room, and a grocery shop and is disabled-friendly. (Doeksen, n.d).

This chapter explains the definitions of operations and operations management as these helps to create service blueprint of the Rederij Doeksen ferry terminal and the analysis of terminal’s operations.

Definition of operations

According to Slack, Chambers, and Johnston (2010), operations can be described as a process of product development. In order to develop a successful product, input resources are needed which are transformed into a product, as showed in figure 1 above. The input resources can vary as it can be a customer, material, information or service. As a matter of fact, the transformation of resources process is managed by facilities and/or staff members. After the transformation process, output products and/or services are prepared to be delivered and experienced by customers. in order to achieve customers’ satisfaction, the process needs to be followed step by step with clear deadlines and detailed planning time.  (Slack, Chambers & Johnston, 2010).