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Article
Publication date: 3 June 2019

Miao Sun, Ye Tian, Yufei Yan and Yi Liao

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…

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.

Details

Nankai Business Review International, vol. 10 no. 2
Type: Research Article
ISSN: 2040-8749

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Article
Publication date: 20 June 2016

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.

Details

International Journal of Quality and Service Sciences, vol. 8 no. 2
Type: Research Article
ISSN: 1756-669X

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Article
Publication date: 26 June 2007

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…

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 aftersales decision‐making processes.

Design/methodology/approach

The paper draws on a literature review of aftersales 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 aftersales, in order to allow enterprises to consistently design their corporate aftersales 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 Aftersales strategic and operational performance within a service chain and to assess the cause and effect relationship between operational drivers and financial and competitive results.

Details

International Journal of Productivity and Performance Management, vol. 56 no. 5/6
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 1 April 2006

N. Saccani, L. Songini and P. Gaiardelli

To analyse the role of aftersales services in manufacturing contexts, and the related aftersales performance measurement systems.

Abstract

Purpose

To analyse the role of aftersales services in manufacturing contexts, and the related aftersales 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 aftersales operations in Italy.

Findings

The role attributed to aftersales 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 aftersales. 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 aftersales role and performance measurement, a topic insufficiently covered by conceptual and empirical research.

Details

International Journal of Productivity and Performance Management, vol. 55 no. 3/4
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 5 September 2008

Irini D. Rigopoulou, Ioannis E. Chaniotakis, Constantine Lymperopoulos and George I. Siomkos

The purpose of this paper is to investigate the effect of aftersales services on customers' satisfaction as well as on their behavioural intentions, namely “repurchase…

Abstract

Purpose

The purpose of this paper is to investigate the effect of aftersales 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

Aftersales service quality affect satisfaction, which in turn affects behavioural intentions. Hence, aftersales 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 aftersales services and the restricted geographical area of the field research.

Practical implications

An understanding of the effect of aftersales 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 aftersales 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 aftersales services to the overall offering provided.

Details

Managing Service Quality: An International Journal, vol. 18 no. 5
Type: Research Article
ISSN: 0960-4529

Keywords

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Book part
Publication date: 30 July 2018

Abstract

Details

Marketing Management in Turkey
Type: Book
ISBN: 978-1-78714-558-0

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Article
Publication date: 1 December 1996

Olajide Omotuyi Ehinlanwo and Mohamed Zairi

This is the second part of a study which looks at car aftersales service in Germany. The study is based on a benchmarking project which included four key players, Fiat…

Abstract

This is the second part of a study which looks at car aftersales 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 aftersales 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 aftersales service, based on best practice.

Details

Business Process Re-engineering & Management Journal, vol. 2 no. 3
Type: Research Article
ISSN: 1355-2503

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Article
Publication date: 1 August 1996

Olajide Omotuyi Ehinlanwo and Mohamed Zairi

Reports on a study on the concept of car aftersales service as applied in Germany. The study was undertaken by benchmarking four key players: Fiat AG, Nissan Deutchland…

Abstract

Reports on a study on the concept of car aftersales 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 aftersales sector in automobile marketing.

Details

Business Process Re-engineering & Management Journal, vol. 2 no. 2
Type: Research Article
ISSN: 1355-2503

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Article
Publication date: 1 February 1990

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…

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.

Details

Management Decision, vol. 28 no. 2
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 2 January 2020

Martin Rudnick, Jan Riezebos, Daryl John Powell and Annika Hauptvogel

A lean approach is frequently applied in the primary processes of a company, but less in after-sales service. Servitization leads to a change from pure product providers…

Abstract

Purpose

A lean approach is frequently applied in the primary processes of a company, but less in after-sales service. Servitization leads to a change from pure product providers to integrated product-service systems (PSS) providers. The after-sales services may benefit from a lean approach to effectively integrate usage data of the installed product base. This paper aims to develop a lean servitization canvas to open-up possibilities for additional revenue streams for organizations in the after-sales market.

Design/methodology/approach

This paper develops and proposes the use of a lean servitization canvas for effective after-sales services by drawing on insights from two industrial cases where physical goods are produced and serviced. Both cases are within the train maintenance and rail infrastructure sector in Central Europe. Based primarily on a literature review, a lean servitization canvas has been developed and further validated in the case studies.

Findings

The paper shows how value can be achieved for providers of integrated PSS by adopting the lean servitization canvas.

Research limitations/implications

The research focuses on industrial services for high-capital goods in the rail and infrastructure sectors. This can be seen as a limitation of the research, as the lean servitization canvas has not yet been tested in other sectors.

Practical implications

For companies, the use of a lean approach to servitization integrates primary processes and after-sales services and offers new opportunities to develop business.

Originality/value

This paper provides insights into how the current product range and customer base of a company may be included in an after-sales business model that benefits from a lean approach.

Details

International Journal of Lean Six Sigma, vol. 11 no. 5
Type: Research Article
ISSN: 2040-4166

Keywords

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