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1 – 10 of over 81000Irini D. Rigopoulou, Ioannis E. Chaniotakis, Constantine Lymperopoulos and George I. Siomkos
The purpose of this paper is to investigate the effect of after‐sales services on customers' satisfaction as well as on their behavioural intentions, namely “repurchase intention”…
Abstract
Purpose
The purpose of this paper is to investigate the effect of after‐sales services on customers' satisfaction as well as on their behavioural intentions, namely “repurchase intention” and “word‐of‐mouth” (WOM).
Design/methodology/approach
The research conducted followed a quantitative methodology. The selected research tool was a questionnaire, which was administered via phone interviews using the CATI process. The study conducted was targeted to customers of a large retail chain marketing electrical appliances in Greece and 420 usable responses were utilised. A path analysis was performed using the “Amos 4.0” software.
Findings
After‐sales service quality affect satisfaction, which in turn affects behavioural intentions. Hence, after‐sales services affect the overall offering and thus, the quality of the relationship with customers.
Research limitations/implications
Limitations are related to the use of only two after‐sales services and the restricted geographical area of the field research.
Practical implications
An understanding of the effect of after‐sales services in satisfaction and post behavioural intentions is important to services marketing managers because it allows them to differentiate their offering substantially in a way that strengths the relationship with their clientele in the short, as well as in the long, run.
Originality/value
The paper manages to identify the effects of after‐sales service on satisfaction and behavioural intentions, especially in a dynamic retail sector where customers are highly involved. This study contributes to the body of academic knowledge by shedding more light into the role of after‐sales services to the overall offering provided.
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Abstract
Purpose
This paper aims to study the mixed after-sales service which simultaneously offers return and replacement services. The authors develop a model to propose what kind of after-sales service the firm should choose and how to make the after-sales service policy to improve the profit. The study aims to extend the literature on the mixed after-sales service and give some support to the managers to make decisions.
Design/methodology/approach
In this paper, the authors use the optimization modeling method to describe the situations of a firm offering two exclusive after-sales service policies and a mixed after-sales service policy, respectively. They compare the results in different cases and analyze the impact of different parameters on the boundary values and other results. Finally, the authors include three numerical examples to illustrate the major results.
Findings
The authors find that the mixed after-sales service can successfully segment the market, meet various customers’ distinct needs and differentiate the service prices to improve the total profit. Moreover, the authors find the boundary values which indicate the optimal interval for each service. Then, for a certain situation, they can clearly tell which after-sales service dominates and provides the optimal selling price, order quantity and total profit. Besides, the authors show the impact of different parameters on the boundary values and other results.
Originality/value
This paper combines after-sales service into traditional models and provides a new mixed service to segment the market and improve total revenue. It provides some managerial implications for the decision-makers.
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Gholamreza Tavakoli, Majid Feyz Arefi, Omid Heidari and Masoumeh Mirjafari
This study aims to identify the key activities after sales and the intended criteria by the customers, considering their expected services after the product purchase process.
Abstract
Purpose
This study aims to identify the key activities after sales and the intended criteria by the customers, considering their expected services after the product purchase process.
Design/methodology/approach
This study is a qualitative approach, and the co-creation logic and the Delphi technique were used in two rounds to design and validate the proposed model. To achieve this study’s aims, extensive literature, interviews, interaction and exploratory meetings were reviewed with manufacturers and consumers, and then the dimensions of the proposed model were regulated, corrected and validated in the two-round Delphi technique. The final model is presented after establishing the model in the test pilots and getting feedback from industry experts. To present a conceptual model, the enabler’s logic and the underlying results in the European Foundation for Quality Management (EFQM) Excellence Model were used.
Findings
The findings of this study include the identification of dimensions for the after-sales services model and the designing of a conceptual model in both sections of enablers and results. The enabler section of the proposed model includes seven dimensions, three main sectors and four support sections.
Practical implications
This model can be used to design, deploy or improve after-sales services system in manufacturing companies.
Originality/value
For the first time in an innovative procedure, the approach of value co-creation was used to design one of the organizational systems (after-sale services system). On the other hand, the conceptual pattern was proposed inspired by the EFQM Excellence Model, to create the necessary proportionality between the enabler and results sections.
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Sergio Cavalieri, Paolo Gaiardelli and Stefano Ierace
The purpose of the paper is to overcome the limitations of the current models available in the literature in terms of relation and consistency between business strategy, service…
Abstract
Purpose
The purpose of the paper is to overcome the limitations of the current models available in the literature in terms of relation and consistency between business strategy, service chain configuration and performance measurement systems, and on the alignment between strategic, tactical and operational levels of after‐sales decision‐making processes.
Design/methodology/approach
The paper draws on a literature review of after‐sales performance measurement systems and provides a first validation of the proposed integrated model through industrial case studies related to the provision of durable consumer goods in a business to consumer scenario.
Findings
The paper aims to contribute to a better understanding of the factors which influence the performance of after‐sales, in order to allow enterprises to consistently design their corporate after‐sales service strategic performances with those required at operational levels within a service chain.
Research limitations/implications
Further development must be carried out in order to: enlarge the sample of companies and cases where the model can be applied, with a specific extension on a business‐to‐business industry; extend the model to the whole supply and service chain; enrich the framework in order to consider other aspects, as empathy; and develop a full integration with the SCOR model, including the definition of best practices.
Originality/value
The integration of the strategic and operational views subsumed by the framework would allow enterprises in relating more consistently their corporate After‐sales strategic and operational performance within a service chain and to assess the cause and effect relationship between operational drivers and financial and competitive results.
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N. Saccani, L. Songini and P. Gaiardelli
To analyse the role of after‐sales services in manufacturing contexts, and the related after‐sales performance measurement systems.
Abstract
Purpose
To analyse the role of after‐sales services in manufacturing contexts, and the related after‐sales performance measurement systems.
Design/methodology/approach
An exploratory case study research was performed in the automotive, household appliance, IT and consumer electronics industries. The sample is made up of 48 firms with after‐sales operations in Italy.
Findings
The role attributed to after‐sales activities in the IT and consumer electronics and household appliance industries shows an orientation to improve company image, customer satisfaction and retention (marketing focus). A different situation characterises the companies studied in the automotive industry. In most firms, however, measurement systems are quite simple and short‐term oriented, especially in the IT and consumer electronics and household appliance industries. The measurement of non‐financial performance emphasises effectiveness rather than efficiency, and the automotive industry, on the whole, presents more advanced measurement systems, together with more integrated strategic management of after‐sales. The household appliance industry, on the other hand, due to the significant presence of SMEs, is characterised by less sophisticated performance measurement systems.
Originality/value
Provides a representation of current empirical practices in after‐sales role and performance measurement, a topic insufficiently covered by conceptual and empirical research.
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Olajide Omotuyi Ehinlanwo and Mohamed Zairi
This is the second part of a study which looks at car after‐sales service in Germany. The study is based on a benchmarking project which included four key players, Fiat AG, Nissan…
Abstract
This is the second part of a study which looks at car after‐sales service in Germany. The study is based on a benchmarking project which included four key players, Fiat AG, Nissan Deutschland, Toyota GmbH and Ford Werke AG. Examines the effectiveness of policies of after‐sales service as adopted by Toyota GmbH and Ford Werke AG. The criteria used covered product policies, distribution, promotion service, price and environmental issues. The effectiveness of each applied set of policies was measured by examining financial results and by asking the participants themselves to establish their ranking using all the above criteria. Concludes with proposed improvements to car after‐sales service, based on best practice.
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Olajide Omotuyi Ehinlanwo and Mohamed Zairi
Reports on a study on the concept of car after‐sales service as applied in Germany. The study was undertaken by benchmarking four key players: Fiat AG, Nissan Deutchland, Toyota…
Abstract
Reports on a study on the concept of car after‐sales service as applied in Germany. The study was undertaken by benchmarking four key players: Fiat AG, Nissan Deutchland, Toyota GmbH, and Ford Werk AG. Describes the factors responsible for the growing importance of the after‐sales sector in automobile marketing.
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The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal…
Abstract
The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.
Gordon Wills, Sherril H. Kennedy, John Cheese and Angela Rushton
To achieve a full understanding of the role ofmarketing from plan to profit requires a knowledgeof the basic building blocks. This textbookintroduces the key concepts in the art…
Abstract
To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.
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