Search results

The purpose of this paper is to examine and discuss the basis for management decisions among options expressed by customer groups on the basis of their perception and assessment of library service.

In 2008, the authors investigated how customers perceive library functions and assessed the actual activities of Echigawa Library (Shiga prefecture, Japan). Two consecutive analyses were conducted: factor analysis and cluster analysis in order to segment the customers into individual groups based on their perception of libraries. Each of the segments of library customers was then examined to ascertain how they appreciate and make use of the Echigawa Library.

The survey results indicate that in general the customers show a high demand for multiple library services and give a good grade for its services delivery. Four groups of library customers are identified by cluster analysis; however, their demand for service and judgment of the adequacy of service delivery are fairly diverse. Among them, one customer group shows a reasonably positive response to the range of library services and is confirmed to be a yardstick group.

Since library evaluation should provide the criteria for determining management decisions, the question of which groups of customers the library should take into consideration is vital. This question is solved through the detailed investigation of empirical data.

The paper investigates the particular situation of a small library to offer a model that could be used globally for a more subtle and precise approach to the improvement of library service than is usually attempted.

Reports on a study of attitudes of exporting managements in different national and regional settings, regarding business exchanges. Compares also existing non‐exporting managements. First, ascertains to what extent and in what respects managers differentiate between various peoples and, second identifying differences among managers in this regard, to find out how these differences are associated with their firms' export involvement. Uses five national and regional settings as follows: US, Canadian, West European, Latin American and Asian and African. Data was analysed from a questionnaire, presented to chief executives, of a judgement sample of 175 firms in Canada, of these 158 questionnaire responses were obtained – four of these were unusable, ergo 88% were used. Sums up that management is, or should be, concerned with differences among customers rather than intermediaries.

The purpose of this paper is to show the implementation of customer profitability analysis (CPA) using time‐driven activity‐based costing (TDABC), in a Turkish hotel.

A case study was conducted in a four‐star hotel with 100‐room capacity in the Çukurova region of Turkey. Interviews, direct observations, and documentation collection were used to collect the data.

The results showed that some of the customer segments which were found unprofitable under the conventional ABC method were determined profitable using TDABC. The case study also revealed the cost of idle resources devoted for front office, housekeeping, food preparation, and marketing activities.

Only a single hotel operating in Turkey is examined in this paper. Further research should focus on implementing CPA using TDABC in other hotels in Turkey and abroad.

Based on the results of the study, the hotel management is better able to understand profitability of different customer segments and implement appropriate strategies. Moreover, the time equations of TDABC are considered to provide hotel management with an opportunity to better balance the capacities supplied in departments.

There is limited research relating to profitability analysis in service companies in general and in the hotel industry in particular. Therefore, this paper is unique in the sense that it analyzes the use of TDABC systems for CPA within a real case hotel.

The creation of a target market strategy is integral to developing an effective business strategy. The concept of market segmentation is often cited as pivotal to establishing a target market strategy, yet all too often business‐to‐business marketers utilise little more than trade sectors or product groups as the basis for their groupings of customers, rather than customers' characteristics and buying behaviour. The purpose of this paper is to offer a solution for managers, focusing on customer purchasing behaviour, which evolves from the organisation's existing criteria used for grouping its customers.

One of the underlying reasons managers fail to embrace best practice market segmentation is their inability to manage the transition from how target markets in an organisation are currently described to how they might look when based on customer characteristics, needs, purchasing behaviour and decision‐making. Any attempt to develop market segments should reflect the inability of organisations to ignore their existing customer group classification schemes and associated customer‐facing operational practices, such as distribution channels and sales force allocations.

A straightforward process has been derived and applied, enabling organisations to practice market segmentation in an evolutionary manner, facilitating the transition to customer‐led target market segments. This process also ensures commitment from the managers responsible for implementing the eventual segmentation scheme. This paper outlines the six stages of this process and presents an illustrative example from the agrichemicals sector, supported by other cases.

The process presented in this paper for embarking on market segmentation focuses on customer purchasing behaviour rather than business sectors or product group classifications ‐ which is true to the concept of market segmentation ‐ but in a manner that participating managers find non‐threatening. The resulting market segments have their basis in the organisation's existing customer classification schemes and are an iteration to which most managers readily buy‐in.

Despite the size of the market segmentation literature, very few papers offer step‐by‐step guidance for developing customer‐focused market segments in business‐to‐business marketing. The analytical tool for assessing customer purchasing deployed in this paper originally was created to assist in marketing planning programmes, but has since proved its worth as the foundation for creating segmentation schemes in business marketing, as described in this paper.

The purpose of this paper is to prioritize service quality dimensions (SQDs) using importance-performance analysis (IPA) and to compare the results for the customer groups segmented by data envelopment analysis (DEA).

Customers of three four-star hotels located in Isfahan have been asked to report on their expectation of service prior to receiving it as well as their perception of the service after receiving it. Afterwards, DEA has been used to assign the customers into two groups of fastidious (with relatively high expectations but low perceptions) and ordinary (with relatively low expectations but high perceptions). Next, IPA has been exploited for prioritizing SQDs in each group. Eventually, the prioritized SQDs in each group have been compared and insightful information has been extracted for further research and practical purposes.

Findings imply that despite occasional similarities, there is a significant difference in the way the two groups value SQDs. Also, the segmented groups have different priorities of SQDs.

Findings revealed that in order to decrease the ambiguity of customer voice in prioritizing SQDs, it might be helpful to first segregate the participants based on their attitudes towards the quality of service to have a more congruent sample and then, to analyze the data.

In this study, a smarter approach for prioritizing SQDs based on the data of two major groups of customers has been proposed, which can help hoteliers in devoting their resources more efficiently.

The combination of DEA and IPA in homogenizing the sample and prioritizing SQDs for each homogenized group within the sample seems relatively novel.

The purpose of this paper is to examine the threshold effect of group size on customer's complaining intention under group service failures.

Based on two main laboratory experiments, through two 10×2 scenario simulation experiments, the authors examine the role of group size in customer's complaining intention.

Results show that: (1) the relationship between group size and customer's complaining intention follows an inverted “U” type trend; (2) evaluation apprehension mediates the relationship between group size and customer's complaining intention; (3) relational distance can change threshold values and (4) relational distance moderates the relationship between group size and customer's complaining intention.

Managers should judge the threshold of group size through experience so as to have a preliminary understanding of customer evaluation concerns and complaint intention. In the face of service failure groups smaller than the threshold range, managers should divided the group into several small groups. For service failure groups larger than the threshold range, the opinion leaders in the group should be given more attention, so as to control the whole group.

This paper is helpful to deeply understand the key role of group size in the process of customer complaints, and also provides decision-making basis for service enterprises to deal with group customer complaints.

There has been little research about the threshold effect of group size on customer's complaining intention. The previous studies on customer's complaining intention focus on its influences on group size, and draw a single common conclusion that the customer's intention to complain will increase with the growing number of groups increases. However, few studies are explored on the threshold of group size. Therefore, this paper will focus on the threshold effect of group size on customer's complaining intention to fill the gap.

This paper aims to demonstrate how psychological safety influences individual contributions in customer groups where multiple customers co‐create a service experience. It also shows the influence of other customers' contributions on an individual customer's own contribution to the service experience as well as the individual customer's perception of his/her own and of other customers' contributions toward service satisfaction.

This empirical research paper is based on structural equation modelling to examine customer group experiences of two different service providers, a white water rafting company and an indoor soccer company. Data from a survey of a combined total of 273 consumers were utilised to test the research model.

The results demonstrate that, on an aggregate level, psychological safety affects an individual customer's perception of his/her own and others' contributions to a service experience. The findings show that the contributions of others have a significant influence on one's own contribution. No influence or relationship could be found regarding one's own contribution and service satisfaction; however, other customers' contributions have a negative effect on an individual's service satisfaction. The results vary on a subsample level.

The generalisability of the findings is limited to two customer group services, one group sport experience and one group leisure experience.

This research provides insights for service firms with respect to managing the provider‐to‐multi‐customer co‐creation interface.

This article contributes to the analysis of co‐creation efforts of individuals in groups with respect to a specific environment (psychological safety). It adds value to the discussion of factors that influence the partial creation of a service by individuals while interacting with one another and the impact on the perceived outcome. The paper provides a platform for further research on aspects of co‐creation in customer groups.

The purpose of this paper is to investigate the expectations and evaluations of services provided by members of an ethnic minority using the lens of ethnic stereotypes. The authors also examine how ethnic service providers (ESPs) are evaluated by customers from the majority group vs the same ethnic group as the provider.

In Study 1, the authors measure the stereotypes about skills, abilities, and typical professions associated with different ethnic groups (i.e. Chinese, South Asians and white). The authors then measure the effect of these stereotypes on the performance expectations from ESPs in different professional services. In Study 2, the authors manipulate the service domain (stereotypical vs counter-stereotypical) and the level of service performance (good: above average performance vs mediocre: below average) of a Chinese ESP, and subsequently measure the evaluation of the ESP by the same ethnic group (Chinese) vs majority group (white) participants.

Performance expectations from ESPs closely match the stereotypes associated with the ethnic group. But the performance of an ESP (especially mediocre-level service) is evaluated differently by the same ethnic group vs majority group customers, depending upon the domain of service. A Chinese ESP providing mediocre service in a stereotypical domain (martial arts instructor) is evaluated more critically by same ethnic group (Chinese) participants as compared to white participants. In contrast, a Chinese ESP providing mediocre service in a counter-stereotypical domain (fitness instructor) is evaluated more favourably by same ethnic group (Chinese) participants as compared to white participants. There is no such difference when performance is good.

It is a common practice to employ ESPs to serve same ethnic group customers. While this strategy can be effective in a counter-stereotypical domain even if the ESP provides mediocre service, the findings suggest that this strategy can backfire when the performance is mediocre in a stereotypical service domain.

The results demonstrate the need for emphasizing outcome (vis-à-vis interaction) quality where ESPs are employed to serve same ethnic group customers in a stereotypical service setting. However, when an ESP is offering a counter-stereotypical service, the emphasis needs to be more on the interpersonal processes (vis-à-vis outcome). Firms can gain by taking this into account in their hiring and training practices.

Prior research has primarily used cultural distance to examine inter-cultural service encounters. The authors show that ethnic stereotypes pertaining to the skills and abilities of an ESP can affect evaluations beyond the role of cultural distance alone.

Enterprises' multichannel operations provide various avenues for customer interaction; however, existing literature investigating customer-to-customer interaction (CCI) mainly focuses on a single channel. The purpose of this paper is to investigate the spillover effect of CCI and potential underlying mediating mechanisms in different information channels.

Three between-subjects experiments with 946 participants were employed to empirically validate the proposed hypotheses in the context of an experiential product and a material product.

Results suggest the clear spillover effect of CCI, indicating that positive CCI improves focal customers' satisfaction and purchase intention, whereas negative CCI reduces focal customers' satisfaction and purchase intention. Moreover, CCI's spillover effect varies based on the CCI channel. Offline CCI has a stronger positive spillover effect than online CCI. Contrarily, online CCI has a stronger negative spillover effect than offline CCI. Customer experience and trust are demonstrated to have mediating roles in this process.

This study is the first to comprehensively understand and compare the CCI spillover effect of the two information channels. The findings add to the existing knowledge of information processing in the psychological mechanisms influencing the belief in addition to providing insights for companies engaged in multichannel operations management across different channels.

Preface The functions of business divide into several areas and the general focus of this book is on one of the most important although least understood of these—DISTRIBUTION. The particular focus is on reviewing current practice in distribution costing and on attempting to push the frontiers back a little by suggesting some new approaches to overcome previously defined shortcomings.