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Uses survey results from a national sample of quality managers to examine the relationship between how a firm defines quality and what product quality dimensions it…
Uses survey results from a national sample of quality managers to examine the relationship between how a firm defines quality and what product quality dimensions it considers important to its competitive strategy. Garvin proposed a well‐known framework for thinking about product quality based on eight dimensions: performance, features, reliability, conformance, durability, serviceability, aesthetics, and perceived quality. Alternative definitions of quality have evolved from five different approaches: transcendent, product‐based, user‐based, manufacturing‐based, and value‐based. Of the five approaches to defining quality, the manufacturing firms in our sample subscribed most often to the user‐based definition. Using regression analysis within a factor analytic framework, some empirical support was found for hypothesized linkages between the product quality dimensions and the alternative definitions of quality. Specifically, the user‐based definition was related significantly to aesthetics and perceived quality, the manufacturing‐based definition to conformance, and the product‐based definition to performance and features.
A survey was carried out recently in New Zealand manufacturing firms to identify typical quality management policies and operating practices and to determine changes in recent years. Product design quality and quality control procedures were investigated, together with testing and quality control of finished products and the procedures for dealing with customer complaints. Training in quality assurance methods and overall costs of quality management, and attitudes towards external verification of quality management procedures were also examined. Managers have recognized the importance of high quality standards for ensuring company survival in competitive markets. More has been spent recently on improving quality policies and quality management training, but serious gaps were identified between quality policies and operating practices.
There has been an increasing drive to improve total quality management of manufactured products internationally in recent years. This has resulted in many improvements in…
There has been an increasing drive to improve total quality management of manufactured products internationally in recent years. This has resulted in many improvements in the quality and management of quality in New Zealand firms. Research was carried out in New Zealand to compare the opinions of manufacturing company managers about product quality with general public opinions. Probes perceptions of recent changes in product quality and compares the quality of New Zealand made goods with the quality of those made overseas. Most managers and consumers agreed that the quality of New Zealand made goods is now better than most overseas made goods. Shows a great improvement in the public perception of New Zealand made goods in recent years. Managers are still much stronger than consumers in their belief in local made high quality, which may have resulted in some complacency regarding management of product quality.
Editors' Note The following article reports an empirical study designed to find out whether productson which a great deal of money is spent in advertising are on the whole…
Editors' Note The following article reports an empirical study designed to find out whether products on which a great deal of money is spent in advertising are on the whole of a higher quality than products less heavily advertised. The results, whilst not absolutely conclusive, indicate that this is not the case. A heavily advertised product is just as likely to be poor quality as any other.
The paper provides insight on the customer experience through product performance (CxPP) initiative; which was developed by Johnson & Johnson Vision to monitor and conduct…
The paper provides insight on the customer experience through product performance (CxPP) initiative; which was developed by Johnson & Johnson Vision to monitor and conduct product performance improvements to enhance the customer experience effort and protect sales. The piece explains the basic tenets for CxPP execution and upkeep. It also explains the methods used to create, evaluate and monitor the CxPP initiative while illustrating the ways in which the initiative functions and adds value to any firm implementing it.
The paper utilizes a descriptive approach to explain the basic tenants of the CxPP initiative. The paper utilizes the define, measure, analyze, improve and control (DMAIC) framework to explain the tenets of the CxPP initiative. Each section of the paper utilizes descriptions of internal processes and research to further explain and justify implementation of the CxPP imitative across firms. Moreover, the piece explains the methods used to create, evaluate and monitor the CxPP initiative while illustrating the ways in which the initiative functions and adds value to the firm.
According to JJV Quality Assurance experts, the CxPP initiative is a long-term approach that supports synergy across departments to enhance product quality, improve customer satisfaction and protect sales. By implementing the CxPP approach, JJV was able to uncover and solve four distinct defect categories that affect product quality and customer experience, thus demonstrating the importance and benefits of the CxPP initiative for any organization.
Due to the chosen research approach, the study lacks specificity. As a result, it is recommended that future implementation of the proposed initiative opts for more testable propositions.
Due to competitive considerations, note that no empirical data will be shared in the findings. The scaling of the principles of this approach should be universal. But the execution; types of projects, type of customer need and feedback should be specific to each environment.
This paper fulfills an identified need to study the relationship between product quality, customer satisfaction and sales.
A Quality Engineering Primer: Quality engineering (QE) techniques enable engineers to develop products and processes in a fraction of the time required by conventional engineering practice, using the least expensive materials possible, and simultaneously achieving the lowest levels of product or process variability. QE started as a form of experimental design developed in Japan in the 1950s by Genichi Taguchi. In its current application in Japanese companies and many leading Western organizations, QE encompasses much more than experimental design.
This chapter summarizes the behavioral pricing research findings of price and how buyers respond to price. This includes the relationship between price and perceived value…
This chapter summarizes the behavioral pricing research findings of price and how buyers respond to price. This includes the relationship between price and perceived value and the decision heuristics that help us understand how price influences perceptions of value and eventual product choice. Buyers also use price as an indicator of product quality, and customers’ perceptions of quality, benefits, and value affect how they will respond to a purchase situation. In addition, buyers’ perceptions of the sacrifice affect the purchase decision, that is the degree that consumers reflect on the amount that they would “give up” by paying the monetary price for a product may vary according to a variety of situations and conditions, such as type of product or service, or the perceived unfairness of the price, or if the buyer perceives a brand is superior to competing brands. The chapter also discusses how buyers trade off or compare the perceived gains arising from price-quality judgments versus the perceived sacrifice required to acquire the product or service, including whether buyers integrate price and other attribute information following a nonlinear (proportional) or linear (subtractive) process. It also summarizes research on price as a multidimensional attribute, considered with additional dimensions such as warranty coverage, and warrantor reputation. Finally, the chapter examines perceived product value as being decomposed into its (1) perceived acquisition value (the expected benefit to be gained from acquiring the product less the net displeasure of paying for it) and (2) perceived transaction value (the perceived merits or fairness of the offer or deal).
Companies in all industries are searching for new sources of competitive advantage since the competition in their marketplace is becoming increasingly intensive. The…
Companies in all industries are searching for new sources of competitive advantage since the competition in their marketplace is becoming increasingly intensive. The resource-based view of the firm explains the sources of sustainable competitive advantages. From a resource-based view perspective, relational based assets (i.e., the assets resulting from firm contacts in the marketplace) enable competitive advantage. The relational based assets examined in this work are brand image and corporate reputation, as components of brand equity, and customer value. This paper explores how they create value. Despite the relatively large amount of literature describing the benefits of firms in having strong brand equity and delivering customer value, no research validated the linkage of brand equity components, brand image, and corporate reputation, simultaneously in the customer value–customer loyalty chain. This work presents a model of testing these relationships in consumer goods, in a business-to-business context. The results demonstrate the differential roles of brand image and corporate reputation on perceived quality, customer value, and customer loyalty. Brand image influences the perception of quality of the products and the additional services, whereas corporate reputation actions beyond brand image, estimating the customer value and customer loyalty. The effects of corporate reputation are also validated on different samples. The results demonstrate the importance of managing brand equity facets, brand image, and corporate reputation since their differential impacts on perceived quality, customer value, and customer loyalty. The results also demonstrate that companies should not limit to invest only in brand image. Maintaining and enhancing corporate reputation can have a stronger impact on customer value and customer loyalty, and can create differential competitive advantage.
Individuals concerned about safety comprise a significant share of the consumer market today. This paper aims to provide the results of a study on when a front-of-package…
Individuals concerned about safety comprise a significant share of the consumer market today. This paper aims to provide the results of a study on when a front-of-package (FOP) claim about “no added negatives” can serve as a quality cue.
Four between-subjects experiments examine consumers’ quality perceptions in responses to the absence-focused claims and also identifies brand parity (Studies 1a and 1b) and the associated launch of inconsistent alternatives as moderators (Study 2) and investigate the extent to which the quality signaling value of absence-focused claims varies as a function of message regulatory focus (Study 3).
Research shows that a unique absence-focused claim indicates product quality (Studies 1a and 1b). However, there could be a cost in terms of reduced perceived quality when adding an inconsistent alternative to a brand (Study 2). Furthermore, consumers associate greater product quality with absence-focused FOP claims if an appeal is framed as prevention-focused rather than promotion-focused benefits (Study 3).
This study advances knowledge on the effects of front-of-package claims on consumer behavior and benefits marketers in determining effective front-of-package messages for product promotion.