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Comments that few service firms are sufficiently prepared to meet the challenge of service innovation. Reviews existing models of new service development. Proposes a systematic model based not on the small amount of new service development literature but on theories of new product management, which reflects the conditions unique to service industries. Concludes with ten propositions for service management.

Argues that customer service operations require independent, preferably annual, reviews which can becarried out via a customer service audit. Explains that such an audit can serve as an early warning system to identify any emerging problems before they become serious. Identifies the aspects which should be investigated in a customer service audit and suggests a five‐stage process which can be adopted. Concludes that the findings of an audit should be presented in a report and offered in a spirit of co‐operation, as they are designed to highlight opportunities for improvement and strategic changes rather than to fix blame.

As world competition becomes both the U.S.'s best hope and worst fear in this new decade, the Malcolm Baldrige National Quality Award process has suddenly rallied battered U.S. managers. Only three years after it was instituted to encourage and recognize world‐class quality in American businesses, the criteria governing the Baldrige Award have been accepted as a national quality standard that is beginning to reshape business practices across the nation. But the world is not waiting for the U.S. to catch up. While quality performance of American car manufacturers has improved in recent years, according to a recent report in the Wall Street Journal, the quality achievements of Japanese car makers improved even faster. This means that the quality gap actually widened.

The results of a survey of new product development practices and procedures in American financial institutions are described. It is revealed that most institutions do not have a formal, fully developed process for developing and managing new products. For those that do, new products committees and project teams are the major strategies used.

China′s foreign trade and investment policies have appeared more attractive to Western marketers in recent years. China presents an opportunity for huge market potential and rapid growth for American multinational firms. However, Western marketers have only limited knowledge about Chinese purchasing decision making, particularly the supplier selection and evaluation criteria of Chinese purchasing managers. Highlights six key criteria of supplier selection and describes the responses of a sample of Chinese purchasing managers. Segments the respondents into three clusters, based on similarities in their supplier evaluation processes and differentiates these clusters in terms of whether the managers emphasize reliable deliveries, price/cost considerations, or product quality. While these findings are of a preliminary nature, they reveal that service/responsiveness of a supplier is not a high priority as opposed to purchasing managers in Western industrialized countries. As China moves rapidly towards a market economy, many Chinese purchasing managers will require suppliers to improve their responsiveness, given comparable levels of price and quality. An understanding of this transition will help Western marketers to enhance their market positions in China.

Draws from case study research conducted in 14 UK and USA‐based manufacturing and service firms, most with mature teamworking structures. Aims to examine practitioner perspectives and current practices in teamworking and to assess the strategic contribution that work‐based teams are making to quality improvement.

An important but much neglected aspect of service quality is integrity. Discusses the nature and benefits of service integrity. Begins by discussing what service integrity is and why it is important. Describes and discusses integrity breakdowns and the business benefits of service integrity. Concludes with some guidelines on how to manage service integrity and suggestions for further research.

Throughout the UK and in most parts of the world, the importance of continuous improvement in the drive for continued success is well recognized. It is also widely acknowledged that competitive advantage can be achieved most effectively by utilizing the knowledge and experience of all employees. This article draws on case study research conducted in 14 organizations. All but one of the participating organizations (Sears, Canada) had entered and reached the finals of quality and teamwork award events. The material is grounded in the experiences of the participants so as to provide a realistic view of the issues involved in planning, implementing and evaluating a quality improvement strategy. The aim here is to examine current practices in teamworking and to assess the strategic contribution that work‐based teams make to quality improvement.

Argues that, despite increasing interest in teamwork, much of the literature on the subject is inconclusive and often derived from anecdote rather than primary research. Seeks to develop an empirically‐based conceptual framework with which to characterize effective teamwork in the hospitality industry. Reviews the literature and empirical research on the subject; then proposes a descriptive systems model of the key characteristics of effective teamwork featuring inputs, throughputs and outputs. Suggests that throughputs may be the greatest determinant of team effectiveness and that this may have implications for the way in which management approaches the development of self‐directed teams in the future.

Reports on a study designed to explore the effects of religion and religiosity on perceived risk in purchase decisions. Asserts that religious values represent the most basic element of a consumer′s cognitive world, and can be meaningfully related to lifestyles. Concludes that religious individuals tend to perceive higher risks in their purchase decisions.