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Observes that while customer satisfaction measurement is currently one of the commonest prescriptions in both the marketing and management literatures, little attention has been paid to the effects of customer satisfaction measurement, particularly in terms of the impact on the internal market, i.e. the employees and managers inside the organization. Reports some of the findings of a recent study of the internal market effects of customer satisfaction measurement, and identifies a number of ways in which the use of customer satisfaction information may have negative effects within the organization, which may stand in the way of the implementation of market strategies of service and quality. This suggests a management agenda which extends far beyond the acquisition of customer satisfaction data and reporting systems, to consider the full impact of such measurement systems.

This paper aims to provide an insight into the actions required by trust officers to improve customer satisfaction during a time of difficult economic and regulatory conditions.

A total of 96 bank trust officers located in the USA were surveyed using a mail questionnaire.

Increased compliance regulation and financial industry problems during 2008 and 2009 have had only a minor negative impact on customer satisfaction. Success in maintaining satisfaction levels has come from customer‐focused corrective actions including more frequent customer meetings, improved electronic/print mail communications and the provision of more friendly financial information.

The paper makes three recommendations to senior managers to help them maintain customer satisfaction: 1, continue to focus on the basics of customer focus; 2, use existing and emergent technology to provide customer friendly support; and 3, constantly review and update the financial value proposition offered to customers.

The study provides insight into the issues of customer satisfaction in the current difficult economic and regulatory climate.

Loyalty of a firm’s customer has been recognised as the dominant factor in a business organization’s success. This study helps us extend our understanding of the relationship between customer loyalty, customer satisfaction, and image. This is of considerable interest to both practitioners and academics in the field of hospitality management. The objective of this research is to identify the factors of image and customer satisfaction that are positively related to customer loyalty in the hotel industry. Using data collected from chain hotels in New Zealand, the findings indicate that hotel image and customer satisfaction with the performance of housekeeping, reception, food and beverage, and price are positively correlated to customer loyalty.

This paper reports on a study investigating key attributes of service recovery strategies in internet shopping mall. In theses day, service recovery has received important attention in the service operation management literature. Service recovery involves those actions designed to resolve problems, alter negative attitudes of dissatisfied consumers and to ultimately retain these customers. The study examined that service recovery strategies (apology, compensation) impact on the customer satisfaction. And customer satisfaction impacts on customer loyalty with SEM (Structural Equation Modeling). This study can be used a strategic implication for internet shopping mall managers to develop successful service recovery strategies.

Introduces a framework for integrating the operations management and marketing approaches within a service operation. Focuses on customer satisfaction with waiting time, with the aim of providing improved satisfaction for a given level of resources. Provides an application of this methodology by presenting an example in the fast food industry. Concludes with suggestions for extending such a framework to other service organizations.

Focuses on the analysis of empirical data on customer satisfaction and the relationship with hard organisational performance data. The organisation is a Flexcompany with its headquarters in The Netherlands, but also operating in other countries in Europe. The empirical data on customer satisfaction and business performance stem from 1998 and 1999, from which it can be concluded that it is possible to find evidence for the hypothesis that there is a positive relationship between customer satisfaction and organisational performance indicators, although the relationship is not very strong. Various factors might influence the time‐lag between a change in customer satisfaction and an expected effect on sales margin, or other output indicators. However, the analyses provide answers to questions related to the quality dimensions as underlying factors behind the items in the customer satisfaction questionnaire. Also, there are some indications for the relation between customer satisfaction and changing behaviour of customers.

Outlines the development by Barclays Life of a tracking survey to collect information concerning customers’ feelings of satisfaction and loyalty. Describes research undertaken by Barclays Life into the determinants of satisfaction amongst customers and the importance of each of these elements in determining loyalty. Initial qualitative research was undertaken to allow the company to develop a frame of reference concerning the elements of service which customers considered important. These initial findings were used in later quantitative studies to establish the relative importance of the different elements, with a view to understanding what was determining customer loyalty. The research culminated in the development of a tracking survey instrument, now used by the company to monitor customer satisfaction and loyalty levels across time and customer groups. Discusses both the findings of the research undertaken, and the importance of such research for firms. Outlines the use to which the information gathered by the surveys is put, together with initiatives which have resulted from the research.

The literature shows a paradox in the understanding of the relationship between structural complexity (defined as the diversity of services offered by an organization) and customer satisfaction. Structural complexity tends to be a popular strategy designed to satisfy different customer needs. However, a negative relationship between structural complexity and customer satisfaction has also been argued. Based on the research on the public versus private distinction, this paper proposes that type of ownership is associated with the paradox mentioned, moderating the relationship between structural complexity and customer satisfaction. The authors tested this hypothesis using a sample of 60 managers and 897 customers of service organizations. The results indicated that as structural complexity increases, public organizations are less able to maintain customer satisfaction than private organizations. Ownership appeared to be an important contingency factor in understanding the paradoxical relationship between service structural complexity and customer satisfaction.

The importance of customer satisfaction to the commercial success of businesses is widely acknowledged. However, many companies, including those in the UK food sector, struggle to satisfy their customers. Responsibility lies partly with a failure to fully understand the basic building‐blocks of customer satisfaction as a concept. Presents the results of a study by a group of UK food industry managers, led by Leatherhead Food RA. Identifies and describes six key drivers of customer satisfaction, which may be applied to all types of organisation, including those outside the food industry.

This study aims to test the impact of the coronavirus (Covid-19) pandemic on large firms, with regard to a supply disruption, productivity, customer satisfaction and firm performance.

A cross-sectional survey design and stratified sampling technique were implemented for employee selection and data gathering. Confirmatory factor analysis (CFA) was used to examine the data and model fitness, while the structural equation model was used for hypotheses testing.

The pandemic triggered supply disruptions, but did not significantly impact the productivity of manufacturing firms directly. However, supply disruption positively and significantly impacted productivity. Organisational productivity had no significant impact on customer satisfaction, however, when mediating the relationship between Covid-19 and customer satisfaction, it produces a positive indirect effect. Finally, Covid-19 and supply disruption when mediated by organisational productivity both had negative significant relationships on performance.

Having a unique model, it creates a trail for future researchers to explore further. Though customer satisfaction was expected to be affected by the pandemic, it is interesting to find out that customer satisfaction when mediated by organisational productivity was positively influenced.

Disruptions are inevitable, managers must balance the pursuit of customer satisfaction and productivity so that one does not erode the other. Emphasis must be channelled towards managing the productivity of the firm to maintain customer satisfaction during these uncertain times. Deliberate steps like manufacturing flexibility investments should be initiated.

The first study to examine Covid-19, supply disruption, customer satisfaction, organisational productivity and performance in the Nigerian manufacturing sector.