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Describes a service design technique that allows managers to systematically analyse the quality of their service processes at a detailed, or transaction level, from a…
Describes a service design technique that allows managers to systematically analyse the quality of their service processes at a detailed, or transaction level, from a customer’s perspective. Following a review of alternative approaches the author argues for an approach which combines four critical elements; the service concept, the service process, transaction quality assessment, and messages ‐ the customer’s interpretation of the service. Two case studies are used to illustrate the simplicity yet power of the technique. The key benefits of this technique are that it instils a “customer orientation” in managers and staff and encourages managers to “engineer” their service processes by identifying the root causes of transactions which do not accord with the organisation’s intentions.
The adoption of efficient consumer response (ECR) has been slow in many regions, despite its many potential benefits to supply chain participants through reduction of…
The adoption of efficient consumer response (ECR) has been slow in many regions, despite its many potential benefits to supply chain participants through reduction of inventory level and operating costs. There has not been any well‐developed theory that can explain this slow uptake. Argues that the inherent characteristics of ECR have actually created barriers to its own adoption. As an inter‐organisational system (IOS), ECR adoption requires co‐operation and trust between trading partners, which are unlikely to happen unless costs, benefits and risks of ECR implementation can be mutually shared. Shows, using a case study conducted within one supply chain, that an unequal distribution of costs, benefits and risks among manufacturer, distributor and retailer is inherent in the implementation of cross‐docking, which typifies the overall ECR program. The findings of this study lead to a new direction in understanding the barriers to adoption of ECR and IOS in general.
Efficient consumer response (ECR) is an electronic commerce (EC)‐enabled grocery industry supply chain management strategy, which is designed to make the industry more…
Efficient consumer response (ECR) is an electronic commerce (EC)‐enabled grocery industry supply chain management strategy, which is designed to make the industry more efficient and responsive. Despite the many benefits obtainable from ECR, the adoption rate has been slow in many regions. At this stage, there is no well‐developed theory of adoption of technologies at this wide scale that can explain this slow uptake. This paper explores the experiences of the Australian grocery industry with ECR adoption. In order to obtain a more reliable snapshot of ECR adoption practices, barriers and perceptions, this study employs a combination of quantitative and qualitative research methods. Since the Australian grocery industry has a unique structure, important observations obtained from this study enrich previous ECR adoption studies.
Singapore Airlines (SIA) is internationally recognized as one of the world’s leading carriers. This article details the results of a series of in‐depth interviews with…
Singapore Airlines (SIA) is internationally recognized as one of the world’s leading carriers. This article details the results of a series of in‐depth interviews with SIA’s senior management on their views on what made SIA a service champion, and what it will take to maintain its lead in the industry. Excerpts from there interviews were broadly organized into four sections. They are: “SIA’s perspective of service excellence and key challenges”; “Understanding customers and anticipating their needs”; “Training and motivating the front line”; and “Managing with an eye for detail and profits”. The interviews show what SIA’s senior management sees as their key drivers of service excellence. The drivers are then related to key frameworks and models from the services marketing/management literature. Implications for current and aspiring service champions are derived.
Introduction: Looking at the risks faced by enterprises in recent years, we see that the risks have shifted radically from traditional economic and financial risks to…
Introduction: Looking at the risks faced by enterprises in recent years, we see that the risks have shifted radically from traditional economic and financial risks to those posed by environmental and social factors. Developments in the field of activity of enterprises (climate change, the increasing relationship between the society and enterprises through shareholders and partners) have led to an increase in the number and diversity of risks faced by enterprises. It is only possible for enterprises to cope with these increasing risks by adopting a proactive and contemporary management approach. One of these contemporary management approaches that businesses should adopt is sustainability. Many researches have shown that the integration of sustainability into risk management has proved successful in risk management.
Purpose: Looking at previous literature, this study sets forth what financial (economic), environmental and social risks businesses may face today, explains with a few examples what measures companies can implement to eliminate these risks, and a future perspective is presented to companies. In addition, this study makes recommendations on how to successfully manage the risks that companies may face and emphasizes what the positive results of sustainable risk management can be (increasing the business value, ensuring sustainability and increasing the shareholder value). Mention was made about the fact that the ability of enterprises to successfully manage sustainability risks depends on their ability to prevent, identify, mitigate and manage risks, and it was emphasized that the environmental, social and governance risks must, to a large extent, be taken into account by many circles (regulators and customers), mainly investors. In addition, this study aims to identify and evaluate the current and possible future risks and to serve as a guide for actions to be taken to minimize risks or keep them at an optimum level.
Methodology: In this section, a compilation study on sustainability risk management (SRM) was done in the light of information obtained from various reports, scientific articles and books. In other words, in this section, information from various scientific sources on SRM was systematically collected, analyzed, interpreted and evaluated, and effort was made to present an up-to-date, extensive conceptual framework related to SRM. In addition, the scientific literature – especially in the historical development process of the last decade – on the debate of SRM was examined in this study, and the highest point reached in this debate today is revealed. Thus, the positioning of different views on the sustainability issue and the latest developments in the literature were also evaluated properly.
Findings: As a result of the examination of the scientific literature on SRM in the last decade, it has been determined that SRM has led to many other favorable outcomes, from the sustainability of the enterprise to gaining competitive advantage, increasing its goodwill, reputation and efficiency.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01443579910247383. When citing the article, please cite: Robert Johnston, (1999), “Service operations management: return to roots”, International Journal of Operations & Production Management, Vol. 19 Iss: 2, pp. 104 - 124.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb002888. When citing the article, please cite: Robert Johnston, (1987), “A Framework for Developing a Quality Strategy in a Customer Processing Operation”, International Journal of Quality & Reliability Management, Vol. 4 Iss 4 pp. 37 - 46.
This paper aims to respond to the call to help organisations to systematically engineer their customer experiences. Its objective is to investigate how organisations…
This paper aims to respond to the call to help organisations to systematically engineer their customer experiences. Its objective is to investigate how organisations actually go about designing and improving their customer experiences.
A total of four organisations were chosen for this exploratory study; one business‐to‐business company, one business‐to‐consumer company, one utility, and one public sector organisation. This longitudinal study over a period of four years collected data from participant observation, discussions, internal reports and from secondary data.
Despite the differences between the four organisations they appear to have taken, independently, the same approach to bring about improvements to their customer experiences. This paper proposes a ten‐stage “road‐map” to improvement which develops the existing models.
Main limitations were that the in‐depth, longitudinal study covered just four organisations and from a mix of sectors. Additional work is needed to further test the findings in more organisations.
This study identifies the critical importance of mindset change in the design of customer experience improvement programmes and the ways in which customers can be directly engaged in the design and improvement process. Importantly, it provides a road‐map that organisations can use as a base for improving their customer experiences. It also suggests that it is useful to have clear objectives in three areas: customer; staff; and cost‐efficiency; and use them to assess the benefits of improving the customer experience.
The study organises the current literature on the customer experience, distinguishes between “service” and “experience”, and provides a research‐based road‐map for improving the customer experience.