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.
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.
The keys to effective service recovery are familiar to many throughout industry and academia. Nevertheless, overall customer satisfaction after a failure has not improved…
The keys to effective service recovery are familiar to many throughout industry and academia. Nevertheless, overall customer satisfaction after a failure has not improved, and many managers claim their organizations cannot respond to and fix recurring problems quickly enough. Why does service recovery so often fail and what can managers do about it? This paper aims to address these issues.
The objective is to produce an interdisciplinary summary of the growing literature on service recovery, bringing together what each of the author's domain – management, marketing, and human resources management – has to offer. By contrasting those three perspectives using 141 academic sources, nine tensions between customer, process, and employee recovery are discovered.
It is argued that service recovery often fails due to the unresolved tensions found between the conflicting perspectives of customer recovery, process recovery, and employee recovery. Therefore, successful service recovery requires the integration of these different perspectives. This is summarized in the following definition: “Service recovery are the integrative actions a company takes to re‐establish customer satisfaction and loyalty after a service failure (customer recovery), to ensure that failure incidents encourage learning and process improvement (process recovery) and to train and reward employees for this purpose (employee recovery).”
Managers are not advised to directly address and solve the nine tensions between customer recovery, process recovery, and employee recovery. Instead, concentrating on the underlying cause of these tensions is recommended. That is, managers should strive to integrate service recovery efforts based upon a “service logic”; a balance of functional subcultures; strategy‐driven resolution of functional differences; data‐based decision making from the seamless collection and sharing of information; recovery metrics and rewards; and development of “T‐shaped” employees with a service, not just functional, mindset.
This paper provides an interdisciplinary view of the difficulties to implement a successful service recovery management. The contribution is twofold. First, specific tensions between customer, process and employee recovery are identified. Second, managers are offered recommendations of how to integrate the diverging perspectives.