Engineering Management and

Technopreneurship
TOP LECTURE NOTES 1

ENGINEERING MANAGEMENT REVIEW QUESTIONS

▪ Involves the application of
engineering principles and 1. What is the definition of Engineering
techniques to manage projects and Management?
organizations. A. The application of engineering
▪ It covers a wide range of topics principles and practices to the design,
such as project management, development, and deployment of
production planning and control, organizational systems
quality control, operations research, B. The management of financial
and engineering economics. resources to achieve specific goals
▪ It helps engineers to effectively C. The management of human
plan, design, and implement resources to achieve specific goals
complex projects, as well as D. The management of physical
manage resources and personnel. resources to achieve specific goals

DEFINITION OF ENGINEERING 2. What are the key skills of Engineering

MANAGEMENT Managers?
• Engineering Management is the A. Technical knowledge and expertise in
application of engineering principles engineering
and practices to the design, B. Leadership and communication skills
development, and deployment of C. Problem-solving and decision-making
organizational systems. abilities
• It involves the management of D. All of the above
projects, people, and resources to
achieve specific goals and 3. What are the responsibilities of
objectives. Engineering Managers?
• Engineering managers are A. Setting goals and objectives for
responsible for ensuring that projects
projects are completed on time, B. Allocating resources and managing
within budget, and to the required budgets
quality standards. C. Overseeing the design and
development of products
ENTREPRENEURSHIP D. All of the above
▪ It is the process of starting and
growing a new business venture. 4. Which approach to Engineering
▪ It involves identifying a business Management emphasizes control and
opportunity, assembling resources, planning?
and bringing a product or service to A. Traditional Project Management
market. B. Agile Project Management
▪ Successful entrepreneurship C. Lean Project Management
requires a combination of skills D. Six Sigma Project Management
such as creativity, risk-taking,
problem-solving, and leadership. 5. Which approach to Engineering
▪ Entrepreneurs often need to secure Management is based on the Agile
funding, build a team, and navigate methodology?
legal and regulatory requirements A. Traditional Project Management
to succeed. B. Agile Project Management
C. Lean Project Management
D. Six Sigma Project Management
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6. Which approach to Engineering

▪ Entrepreneurship plays an Management emphasizes efficiency and
important role in driving economic continuous improvement?
growth and creating new jobs. A. Traditional Project Management
B. Agile Project Management
FUNCTIONS OF ENGINEERING C. Lean Project Management
1. Research – the process of learning D. Six Sigma Project Management
about nature and codifying this
knowledge into usable theories. 7. Which approach to Engineering
2. Design and Development — the Management uses data and statistical
engineer undertakes the activity of analysis to identify and eliminate defects
turning a product concept to a in processes?
finished physical item. Design for A. Traditional Project Management
manufacturability and value B. Agile Project Management
engineering teams (a feature of C. Lean Project Management
some companies) are charged with D. Six Sigma Project Management
improvement of designs and
specifications at the research, 8. What are the advantages of being an
development, design, and Engineer-Entrepreneur?
production stages of product A. Combining technical expertise with
development. business acumen
3. Testing —the engineer works in a B. Being able to bring new products to
unit where new products or parts market quickly
are tested for workability. C. Having a deep understanding of both
4. Manufacturing —the engineer is engineering and business
directly in charge of production D. All of the above
personnel or assumes responsibility
for the product. 9. What is the first step in the Decision-
5. Construction — this is where the Making process in Engineering
construction engineer (a civil Management?
engineer) is either directly in charge A. Generation of Alternatives
of the construction personnel or B. Data Collection
may have responsibility for the C. Problem Identification
quality of the construction process. D. Analysis
6. Sales —the engineer assists the
company’s customers to meet their 10. What approach to solving problems in
needs, especially those that require Engineering Management relies on
technical expertise. personal experience and judgment?
7. Consulting —the engineer works as A. Intuitive
consultant of any individual or B. Analytical
organization requiring his services. C. Creative
8. Government —the engineer may D. Linear Programming
find employment in the government
performing any of the various tasks
in regulating, monitoring, and
controlling the activities of various
institutions, public or private
 Engineering Management and
Technopreneurship
TOP LECTURE NOTES 3

KEY SKILLS OF ENGINEERING

MANAGERS 11. What is Linear Programming used for in
1. Technical knowledge and expertise Engineering Management?
in engineering A. Making predictions about future
2. Leadership and communication outcomes
skills B. Analyzing the interdependence of
3. Problem-solving and decision- activities in a project
making abilities C. Modeling complex systems
4. Financial and project management D. Allocating resources
skills
5. Ability to motivate and manage 12. What technique is used in project
teams management to analyze the
interdependence of activities in a project?
RESPONSIBILITIES OF ENGINEERING A. Decision Tree Analysis
MANAGERS B. Monte Carlo Simulation
1. Setting goals and objectives for C. PERT/CPM
projects D. Network Analysis
2. Allocating resources and managing
budgets 13. What is the first step in the decision-
3. Overseeing the design and making process in engineering
development of products management?
4. Ensuring compliance with A. Evaluating the alternatives
regulations and industry standards B. Implementing the solution
5. Building and maintaining C. Identifying the problem
relationships with stakeholders D. Developing alternative solutions
6. Motivating and managing teams to
achieve project goals 14. What is the main purpose of a SWOT
7. Continuously evaluating and analysis in decision making?
improving processes A. To identify the company's objectives
and goals
APPROACHES TO ENGINEERING B. To analyze the company's strengths,
MANAGEMENT weaknesses, opportunities and
1. Traditional Project Management threats
➢ This approach emphasizes control C. To prioritize the company's projects
and planning, using techniques D. To measure the company's
such as Gantt charts, project performance
schedules, and budgets.
2. Agile Project Management 15. What is the main advantage of using a
➢ This approach is based on the Agile decision matrix in decision making?
methodology and values flexibility, A. It provides a visual representation of
collaboration, and customer the decision
satisfaction. B. It helps to simplify complex decisions
3. Lean Project Management C. It allows for easy comparison of
➢ This approach is based on the Lean alternatives
methodology, which emphasizes D. All of the above
efficiency and continuous
improvement.
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4 TOP LECTURE NOTES

4. Six Sigma Project Management

➢ This approach uses data and 16. In what situations is the use of cost-
statistical analysis to identify and benefit analysis recommended in
eliminate defects in processes. decision making?
A. When the decision involves a large
These approaches can be used alone or in financial investment
combination, depending on the needs of the B. When the decision involves a small
organization and the project. Engineering financial investment
managers must have a deep understanding C. When the decision does not involve a
of the approaches and be able to choose the financial investment
most appropriate approach for each project. D. When the decision involves a trade-
off between cost and benefit
THE FOUR FUNCTIONS OF
MANAGEMENT 17. What is the main purpose of using a
These components of management PERT chart in decision making?
work together to ensure the effective and A. To represent a project's team
efficient functioning of an organization. structure and responsibilities
1. Planning – B. To represent a project's schedule and
➢ It involves setting goals, timeline
determining actions to achieve C. To represent a project's budget and
those goals, and developing a plan expenses
to allocate resources effectively. D. To represent a project's goals and
➢ It is the process of anticipating objectives
future events and conditions and
deciding in advance the best course 18. What is NOT an advantage of using a
of action. decision tree in decision making?
2. Organizing – A. It allows for visual representation of
➢ It involves arranging and the decision
coordinating resources, such as B. It allows for prediction of the best
people, money, and materials, to option
achieve the goals set in the C. It helps to analyze the risk associated
planning process. with each alternative
➢ This component involves designing D. It helps to compare the expected
the structure of the organization, outcomes of each alternative
including tasks, responsibilities, and
relationships. 19. What is NOT an advantage of using a
3. Directing – sensitivity analysis in decision making?
➢ It involves motivating and directing A. It helps to identify the critical variables
people to achieve the goals set in in a decision
the planning process. B. It helps to predict the best outcome of
➢ This component includes a decision
communicating expectations, giving C. It helps to evaluate the robustness of
instructions, and providing feedback a decision
and support. D. It helps to determine the impact of
4. Controlling – uncertainty on a decision
➢ It involves monitoring and
evaluating performance to ensure
that the goals set in the planning
process are being achieved.
 Engineering Management and
Technopreneurship
TOP LECTURE NOTES 5

➢ This component includes setting 20. What is the purpose of planning in

performance standards, measuring Engineering Management?
actual performance, and taking A. To define objectives and determine
corrective action when necessary. the best course of action
B. To implement the plan only
C. To monitor and control the plan only
DECISION MAKING D. None of the above
• The process of making choices by
identifying a decision, gathering 21. What are the steps in the planning
information, and assessing process in Engineering Management?
alternative resolutions. A. Define the problem or opportunity,
• The decision-making process in gather and analyze information,
engineering management involves develop alternative solutions, select
the following steps: the best solution, implement the plan,
1. Problem Identification monitor and control the plan
➢ clearly define the nature of the B. Define the problem or opportunity,
decision you must make. gather and analyze information,
2. Data Collection select the best solution, implement
➢ Gathering relevant data and the plan
information to analyze the problem C. Implement the plan, monitor and
is crucial. control the plan, gather and analyze
3. Generation of Alternatives information
➢ Developing multiple options or D. None of the above
alternatives to solve the problem.
4. Analysis 22. What is a strategic plan in Engineering
➢ Evaluating the alternatives using Management?
various tools and techniques to A. Outlines the long-term vision and
determine the best solution. direction for the organization and its
5. Selection projects
➢ Choosing the best alternative based B. Outlines the specific actions required
on the results of the analysis. to achieve the strategic objectives
C. Outlines the day-to-day activities and
processes required to implement the
APPROACHES TO SOLVING PROBLEMS tactical plan
in Engineering Management include: D. None of the above
1. Intuitive (Qualitative)
➢ This approach relies on personal 23. What is a tactical plan in Engineering
experience and judgment to make Management?
decisions. A. Outlines the long-term vision and
2. Analytical (Quantitative) direction for the organization and its
➢ This approach uses systematic and projects
logical analysis to make decisions. B. Outlines the specific actions required
3. Creative to achieve the strategic objectives
➢ This approach encourages the C. Outlines the day-to-day activities and
development of novel solutions to processes required to implement the
problems. tactical plan
D. None of the above
 Engineering Management and
Technopreneurship
6 TOP LECTURE NOTES

QUANTITATIVE MODELS FOR DECISION 24. What is an operational plan in

MAKING Engineering Management?
A. Outlines the long-term vision and
1. Linear Programming (LP): direction for the organization and its
➢ This is a mathematical optimization projects
model that helps to find the best B. Outlines the specific actions required
solution to a problem by maximizing to achieve the strategic objectives
or minimizing a linear objective C. Outlines the day-to-day activities and
function subject to constraints. processes required to implement the
➢ LP is widely used in engineering tactical plan
management to allocate resources D. None of the above
and make production and
distribution decisions. 25. What is a project plan in Engineering
2. Network Analysis: Management?
➢ This is a technique used in project A. Outlines the long-term vision and
management to analyze the direction for the organization and its
interdependence of activities in a projects
project and determine the optimal B. Outlines the specific actions required
order in which to carry out the to achieve the strategic objectives
tasks. C. Outlines the day-to-day activities and
➢ Network analysis helps to identify processes required to implement the
critical paths, calculate project tactical plan
duration, and allocate resources D. Outlines the steps, resources, and
efficiently. timeline required to complete a
3. Decision Tree Analysis: specific project
➢ This is a graphical representation of
a decision problem that helps to 26. What is the difference between a
evaluate different options and their strategic plan and a project plan in
outcomes. Engineering Management?
➢ Decision tree analysis can be used A. A strategic plan outlines the long-term
to evaluate risk and uncertainty and vision and direction for the
to make informed decisions about organization and its projects, while a
investments and resource project plan outlines the steps,
allocation. resources, and timeline required to
4. Monte Carlo Simulation: complete a specific project.
➢ This is a technique that uses B. A strategic plan outlines the steps,
statistical methods to analyze the resources, and timeline required to
behavior of a system over time. complete a specific project, while a
➢ Monte Carlo simulation is useful in project plan outlines the long-term
engineering management for vision and direction for the
modeling complex systems and organization and its projects.
making predictions about future C. A strategic plan predicts the long-term
outcomes. outcome of the business venture
while a project plan predicts the short
term outcome
D. A strategic plan predicts the short-
term outcome of the business venture
while a project plan predicts the long
term outcome
 Engineering Management and
Technopreneurship
TOP LECTURE NOTES 7

5. PERT/CPM (Program Evaluation and 27. What is the purpose of organizing in

Review Technique/Critical Path Engineering Management?
Method): A. To ensure that resources are aligned
➢ A Network Model – large complex and optimized to achieve the
tasks are broken down into smaller objectives of the project or
segments organization
➢ This is a method used in project B. To arrange and coordinate resources
management to analyze and including people, materials, and
represent the tasks involved in technology
completing a project. C. To make decisions at the top and
➢ PERT/CPM helps to determine the communicate downward
order in which tasks should be D. To temporarily re-organize for the
performed, the critical path of the duration of a specific project
project, and the expected
completion time. 28. What is the main characteristic of a
➢ The Program Evaluation Review Hierarchical Structure in Engineering
Technique (PERT) — a technique Management?
which enables engineer managers A. Few levels of management
to schedule, monitor, and control B. Direct line of communication with
large and complex projects by senior management
employing three-time estimates for C. Clear chain of command
each activity. D. Temporary re-organization for specific
➢ The Critical Path Method (CPM) — project
this is a network technique using
only one time factor per activity that 29. What is the benefit of a Matrix Structure
enables engineer managers to in Engineering Management?
schedule, monitor, and control large A. Temporary re-organization for specific
and complex projects. project
6. Queuing Theory B. Clear chain of command
➢ Used to determine the number of C. Greater flexibility and adaptability
service units that will minimize both D. Direct line of communication with
customer’s waiting time and cost of senior management
service.
➢ The queuing theory is applicable to 30. What is the main characteristic of a Flat
companies where waiting lines are Structure in Engineering Management?
a common situation. A. Direct line of communication with
senior management
PLANNING B. Temporary re-organization for specific
• The process of defining objectives project
and determining the best course of C. Clear chain of command
action to achieve those objectives D. Few levels of management
in an engineering project.
PLANNING PROCESS
1. Define the problem or opportunity
2. Gather and analyze information
3. Develop alternative solutions
4. Select the best solution
5. Implement the plan
6. Monitor and control the plan
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Technopreneurship
8 TOP LECTURE NOTES

TYPES OF PLANS 31. What is the purpose of a Project-Based

• Each type of plan serves a different Structure in Engineering Management?
purpose and is used at different A. To support the project's goals and is
stages in the project lifecycle. dismantled after the project is
Effective planning helps to ensure completed
that projects are completed on time, B. To ensure that resources are aligned
within budget, and to the required and optimized to achieve the
quality standards. objectives of the project or
1. Strategic Plan organization
➢ outlines the long-term vision and C. To arrange and coordinate resources
direction for the organization and its including people, materials, and
projects. technology
2. Tactical Plan D. To make decisions at the top and
➢ outlines the specific actions communicate downward
required to achieve the strategic
objectives. 32. What is the definition of leadership in
3. Operational Plan engineering management?
➢ outlines the day-to-day activities A. The process of directing and guiding
and processes required to a group of individuals in achieving
implement the tactical plan. common goals
4. Project Plan B. The process of controlling a group of
➢ outlines the steps, resources, and individuals in achieving personal
timeline required to complete a goals
specific project. C. The process of influencing a group of
5. Emergency Plan individuals in achieving individual
➢ outlines the steps to be taken in the goals
event of an emergency or crisis. D. The process of guiding a group of
individuals in achieving personal
ORGANIZING goals
• The process of arranging and
coordinating resources, including 33. What are the key elements required for
people, materials, and technology, effective leadership in engineering
to achieve the objectives of a management?
project or organization. A. Technical expertise
• The purpose of organizing is to B. Interpersonal skills
ensure that tasks are assigned, C. Decision-making ability
responsibilities are defined, and D. All of the above
resources are effectively utilized to
achieve the desired results. 34. What is the nature of leadership in
engineering management?
TYPES OF ORGANIZATIONAL A. Static and unchanging
STRUCTURES B. Dynamic and varying
• The goal of is to ensure that C. Static and varying
resources are aligned and D. Dynamic and unchanging
optimized to achieve the objectives
of the project or organization.
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TOP LECTURE NOTES 9

35. Which of the following is NOT a common

1. Hierarchical Structure leadership style?
➢ This structure is characterized by a A. Autocratic
clear chain of command, with B. Transformational
decisions being made at the top C. Delegative
and communicated downward. This D. Servant
structure is often used in large
organizations with many 36. Which leadership style involves making
employees. decisions without seeking input from the
2. Matrix Structure team?
➢ In this structure, employees report A. Autocratic
to two or more managers and may B. Transformational
work on multiple projects at the C. Servant
same time. This structure allows for D. Laissez-faire
greater flexibility and adaptability.
3. Flat Structure 37. What is the purpose of controlling in
➢ In a flat structure, there are few Engineering Management?
levels of management and A. To monitor the performance of a
employees have a direct line of project
communication with senior B. To regulate the performance of a
management. This structure is often project
used in smaller organizations or in C. To ensure the project meets its
projects where there is a need for objectives and aligns with the
quick decision-making. organization's goals
4. Project-Based Structure D. All of the above
➢ In this structure, the organization is
temporarily re-organized for the 38. What is the first step in the controlling
duration of a specific project. The process?
structure is designed to support the A. Measuring performance
project's goals and is dismantled B. Analyzing variances
after the project is completed. C. Setting performance standards
D. Taking corrective action
LEADING
• The process of directing, guiding, 39. What does the process of analyzing
and influencing a group of variances involve?
individuals (e.g., engineers, A. Examining the differences between
technicians, support staff) in actual performance and the
achieving common goals. established standards
• The nature of leadership is dynamic B. Making changes to the project
and can vary depending on the C. Collecting data on the project's
situation and the individuals performance
involved. D. Defining the goals and objectives of
• Effective leadership requires a the project
blend of technical expertise,
interpersonal skills, and decision-
making ability.
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• A leader must be able to 40. What type of control involves adjusting

communicate effectively, motivate the project based on the results of
their team, and make difficult performance measurement?
decisions in a timely manner. A. Preemptive control
B. Post-performance control
LEADERSHIP STYLES C. Feedback control
• These are the specific ways in D. Concurrent control
which a leader behaves and
interacts with their team. 41. What type of control involves monitoring
• Choosing the right leadership style and adjusting the project as it is being
depends on the situation and the executed?
individuals involved. A. Post-performance control
• Effective engineering leaders can B. Feedback control
adapt their style based on the C. Preemptive control
situation and use a combination of D. Concurrent control
styles to achieve the best results.
• Some common leadership styles 42. What is the key aspect of
include: technopreneurship?
1. Autocratic A. Entrepreneurship
➢ The leader makes decisions without B. Technology
seeking input from the team and C. Both A and B
exercises complete control. D. Neither A nor B
2. Transformational
➢ The leader inspires and motivates 43. What is the importance of an
the team to reach their full potential. entrepreneurial mindset in
3. Servant technopreneurship?
➢ The leader focuses on serving the A. It helps individuals pursue new
needs of the team and places the opportunities
team's goals above their own. B. It helps individuals take calculated
4. Laissez-faire risks
➢ The leader provides minimal C. It helps individuals build successful
guidance and allows the team to ventures
make decisions and solve problems D. All of the above
on their own.
44. What does innovation and ideas refer to
CONTROLLING in the context of technopreneurship?
• The process of monitoring, A. Old and traditional ways of thinking
evaluating and regulating a project's B. New and creative ways of thinking
performance in order to ensure that C. Rigid and inflexible ways of thinking
it meets its objectives and is aligned D. None of the above
with the organization's goals.
45. What is the significance of product and
STEPS IN THE CONTROLLING PROCESS services in technopreneurship?
1. Setting Performance Standards A. They are not important
➢ This involves defining the goals and B. They are what a technopreneurial
objectives of the project and the venture offers to its customers
metrics that will be used to measure C. They are irrelevant to
progress. technopreneurship
D. None of the above
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TOP LECTURE NOTES 11

2. Measuring Performance calculated risks, and build

➢ This involves collecting data on the successful ventures.
project's performance and
comparing it to the established INNOVATION AND IDEAS
standards. • Refer to new and creative ways of
3. Analyzing Variances thinking and solving problems.
➢ This involves examining the • Innovation is crucial for developing
differences between actual unique and valuable products and
performance and the established services.
standards and determining the
reasons for these differences. PRODUCT AND SERVICES
4. Taking Corrective Action • Refer to what a technopreneurial
➢ This involves making changes to venture offers to its customers.
the project or to the way it is being • These could range from physical
managed in order to improve products to digital services, and
performance and bring it back in everything in between.
line with the established standards.
TEAM FORMATION
TYPES OF CONTROL • The process of building a team of
1. Feedback Control individuals with complementary
➢ This involves adjusting the project skills and expertise to help bring a
based on the results of technopreneurial venture to life.
performance measurement. • A well-formed team is crucial for
2. Concurrent Control success in technopreneurship.
➢ This involves monitoring and
adjusting the project as it is being VALUE PROPOSITION
executed. • The unique benefit that a product or
3. Preemptive Control service offers to its customers.
➢ This involves anticipating potential
• It is what sets it apart from
problems and taking action to
competitors and makes it appealing
prevent them from occurring.
to its target market.
4. Post-Performance Control
➢ This involves evaluating the results
CUSTOMERS
of the project after it has been
• The individuals or organizations
completed and using the lessons
who purchase a technopreneurial
learned to improve future projects.
venture's products or services.
TECHNOPRENEURSHIP • Understanding the needs and
preferences of customers is critical
• The process of starting and running
to success in technopreneurship.
a technology-focused business.
• It combines entrepreneurship and
MARKET
technology to create new products
• Refers to the group of potential
and services that solve problems
customers who are interested in a
and meet customer needs.
product or service.
ENTREPRENEURIAL MINDSET • Technopreneurs must have a deep
understanding of their target market
• is a combination of traits, skills, and
and be able to effectively
behaviors that drive individuals to
pursue new opportunities, take
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12 TOP LECTURE NOTES

communicate their value

proposition to them. BUSINESS MODEL
• A plan for how a company intends
COMPETITIVE ADVANTAGE to generate revenue and make a
• Refers to the attributes that enable profit from its products or services.
a company to produce goods or • It defines the way a company
services better or more cheaply operates and how it creates value
than its rivals and thereby sustain for its customers, partners, and
superior profitability. shareholders.

WAYS TO CREATE A COMPETITIVE TYPES OF BUSINESS MODELS

ADVANTAGE 1. E-Commerce Business Model
• A successful competitive advantage ➢ An online business model that
strategy requires a company to focuses on selling products or
understand its strengths and services directly to customers over
weaknesses, as well as the strengths the internet.
and weaknesses of its competitors, in 2. Subscription Business Model
order to make informed decisions about ➢ A model in which customers pay a
how best to differentiate itself in the recurring fee for access to a
marketplace. product or service.
1. Cost Advantage 3. Freemium Business Model
➢ Lowering the cost of production ➢ A model in which a basic version of
through efficient operations, a product or service is offered for
economies of scale, or unique free, while premium features are
access to cheaper materials or offered for a fee.
labor. 4. Advertising Business Model
2. Differentiation ➢ A model in which a company
➢ Offering unique and valued generates revenue by displaying
products or services that set a advertisements to its users.
company apart from its competitors. 5. Hybrid Business Model
3. Niche Focus ➢ A model that combines elements of
➢ Concentrating on a specific, narrow multiple business models to create
market segment and satisfying the a unique approach to creating value
unique needs of that market better and generating revenue.
than competitors. 6. Platform Business Model
4. Innovation ➢ A model in which a company
➢ Developing new products, services, creates a platform that connects
or technologies that offer a buyers and sellers, facilitating
significant improvement over transactions and earning a fee in
existing offerings. the process.
5. Branding 7. Product-Service System Business
➢ Building a strong brand image that Model
sets a company apart and ➢ A model that offers both a physical
enhances customer loyalty. product and associated services,
6. Customer Relationships with the aim of increasing customer
➢ Building strong relationships with satisfaction and loyalty.
customers, providing excellent
customer service and creating
customer loyalty.