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This study aims to develop and test a service‐based demographic framework for studying service quality perceptions. Specifically, the effect of level of service contact and key demographic variables of age, gender and income on service quality perceptions is examined.

A total of 224 customers of high‐ and low‐contact passenger transport services were surveyed using a self‐administered questionnaire.

The findings indicated that service quality perceptions differed according to the level of contact inherent to the service. Consumer age was also found to affect service quality perceptions; however, no differences in service quality perceptions on the basis of gender or income were found.

The results of the study enhance the understanding of service quality perceptions and provide useful insight for the management and delivery of service quality. Overall, the results suggest that managers in the train travel industry need to take the level of contact as well as the views of certain demographic segments into account if they want to maximize perceived service. Demographics provide managers with a means of determining which segments of the market are feasible in terms of achieving greater market penetration. The findings of this study show the importance of considering variables relating to individual characteristic or the service itself when investigating service quality.

Prior research has not examined empirically whether service quality dimensions vary on the basis of service type; thus, this paper contributes to knowledge in this field.

The purpose of this paper is to describe mental health-related contact with educational professionals amongst children in the British Child and Adolescent Mental Health Survey (BCAMHS) 2004.

BCAMHS 2004 was a community-based survey of 5,325 children aged 5-16, with follow-up in 2007. This paper reports the percentage of children with a psychiatric disorder that had mental health-related contact with education professionals (categorised as teachers or specialist education services) and the percentage with specific types of psychiatric disorders amongst those contacting services.

Two-thirds (66.1 per cent, 95 per cent CI: 62.4-69.8 per cent) of children with a psychiatric disorder had contact with a teacher regarding their mental health and 31.1 per cent (95 per cent CI: 27.5-34.7 per cent) had contact with special education either in 2004 or 2007, or both. Over half of children reporting special education contact (55.1 per cent, 95 per cent CI: 50.0-60.2 per cent) and almost a third reporting teacher contact in relation to mental health (32.1 per cent, 95 per cent CI: 29.7-34.6 per cent) met criteria for a psychiatric disorder.

Many children in contact with education professionals regarding mental health experienced clinical levels of difficulty. Training is needed to ensure that contact leads to prompt intervention and referral if necessary.

This is the first paper to report on mental health-related service contact with education professionals in the 2004 BCAMHS survey along with its 2007 follow-up. It identifies high levels of teacher contact which represent challenges in supporting staff with training, resources and access to mental health services.

The purpose of this paper is to examine customer, management, and contact personnel perceptions of consumer-based brand equity (CBBE) and its dimensions utilizing a services branding triangle framework in the banking industry.

Data were collected from customers, managers, and contact personnel of three types of banks in Turkey – state, private, and foreign.

The study finds significant external branding gaps between the perceptions of managers and customers and interactive branding gaps between the perceptions of contact personnel and customers, but no internal branding gaps between the perceptions of managers and contact personnel with respect to CBBE dimensions.

The sample was limited to Turkish adult citizens of a single major metropolitan area in Turkey and bank personnel in three cities.

The services branding triangle framework used in this study allows service brand managers to understand not only the differences in the perceptions of brand equity dimensions of bank customers, managers, and contact personnel, but also provides an opportunity to identify the external, internal, and interactive branding gaps of each of the brand equity dimensions. The findings provide an empirical test for the three promises theory and identifying potential branding gaps resulting from differences between consumer, management, and contact personnel perceptions of CBBE and its dimensions. The paper discusses the implications of the findings in developing a strong services brand and brand equity.

The aim of this paper is to investigate how the distinction between contact and non‐contact activities influences the design of service delivery systems and to identify key design decisions for structuring front office and back office work.

Building on current literature, the paper identifies three design decisions and associated performance trade‐offs. The design decisions regard the degree of customer contact in the process, the decoupling of activities and the grouping of employees. The design decisions and the trade‐offs are empirically validated in five case studies of 15 service delivery systems in the financial services sector.

Distinguishing between the three design decisions is more suitable for describing today's practices than traditional front office – back office thinking. For each design decision a trade‐off was observed consisting of several design considerations. However, the trade‐offs do not involve the weighing of one set of performance objectives against another, as the design choices contribute to the same objectives, yet in different ways.

This study concentrated on a limited number of cases in the financial services sector. The contents of the trade‐offs should be tested on a larger scale and in different industries. In order to develop design guidelines, future research should also examine the impact of contingency factors, such as the service being delivered and strategic priorities.

The three design decisions and the trade‐offs improve understanding of the impact of customer contact on a service organisation and provide support for designing service delivery systems in practice.

There have been few economic evaluations of joint working between social and health care. This paper focuses on collaboration between professionals providing care for people aged 75 and over, and examines the economic costs of contacts made by social workers with community nurses, GPs and older people or their carers. Two areas were studied, one where social care and primary care services were co‐located, and the other with social work teams located separately from local health services. The two forms of social care location had an impact on contacts and costs but overall it was fairly small. Contact costs made up only a small amount of the overall costs of care These findings suggest that altering the organisational arrangements for care delivery may improve the process of care delivery, but result in only minor changes to the proportion of overall resources directed to older service users.

This paper aims to present the development of a scale, off‐site customer service (OCS), which assesses the factors that are important in consumer evaluation of an off‐site customer service contact method (e.g. website or telephone).

A scale is developed and tested. A discrete choice model provides supporting evidence of the practical applications of the scale.

The resultant scale is developed with consumer evaluation delineated on usability and experiential dimensions. The usability dimension consists of items capturing ease of use, error recovery, security, and customization constructs. The experiential dimension consists of items capturing satisfaction, socialization, empathy, and privacy sensitivity constructs. A discrete choice model shows that the scale performs equally well for both website and telephone contact methods. The paper concludes with managerial implications and avenues for additional research.

Unlike existing scales that focus on a particular type of contact method or a particular customer service encounter or transaction, OCS scale is versatile enough to be used for different contact methods and under different customer service encounter scenarios.

The customer contact approach to service has been at the core of service theory since the 1970s. It suggests that the potential operating efficiency of a service is inversely related to the extent of customer contact with the provider's operations and that various service design issues are dictated by the presence or absence of customer contact. The purpose of this article is to reevaluate the customer contact approach in light of advanced digital technologies.

The authors review the origins and history of the customer contact approach and show ways it has been refined in research literature. From that they demonstrate how the refined approach can be applied to contemporary conditions.

Recent advances in digital technologies have indeed required us to revise our conceptualization of customer contact. There is now a blurring between front-office and back-office operations. Emerging technologies are allowing customers to have high-contact experiences with low-contact efficiencies.

Going forward, conceptualizations of customer contact are becoming increasingly complex and requiring increasingly complex models. Armed with self-service technologies, customers are able to permeate the “buffered core” of service businesses. Artificial intelligence and anthropomorphic devices have further blurred the distinction between front-office and back-office operations. Research will need to consider new forms of technology-enabled customer contact.

Customer contact is no longer limited to interpersonal interactions and the relationships between service providers and customers are increasingly complex. Customers may interact with automated service providers, or service providers may interact with customer technologies. New forms of customer contact may not involve humans at all, but instead involve technologies interacting with technologies.

The customer contact approach to service was one of the original models of service design. By revisiting and revising the model we bring it in-line with the realities of the contemporary service economy.

The purpose of this study is to model the consumer journey of admission-based membership services from initial purchase to full-season memberships. Particularly, the study pays attention to customer-owned contacts (purchase behavior) and service-owned contacts (salesperson voice- and text-based communications), to examine longitudinal internal data to determine factors which hinder and propel customers toward full memberships.

On the basis of big data supplied by a National Hockey League team, the study uses three simultaneous equations in modeling to account for potential endogeneity related to the likelihood that sales and service personnel are more likely to contact frequent customers. The longitudinal data allow us to map the customer journey over the course of multiple years, compared to typical cross-section studies.

The findings show that as customers increasingly own committed points of contact, they are prepared to move to the next level – but rarely skip major steps in the relationship journey. The quantity, type and timing of customer contacts by the service firm may hinder or propel the customer down the path to purchase full memberships.

The prevalence of big data among service firms should allow researchers to better understand how consumers respond to contact strategies over time, as well as fluctuations in firm performance. The research adds to the customer journey research stream, while meeting the call of researchers to bridge the gap between service marketing research priorities and current practice.

Sales practices and marketing automation tactics may come at the cost of burning leads and alienating future members. Frequent text-based contacts absent voice-based interactions hinder consumer journey and work against relationship building. Service marketers can learn how to better allocate resources, properly manage and motivate contact strategies and target campaigns to send the right message via the right media at the right time.

This is the first study to map customer journey for admission-based, membership services. The longitudinal approach across multiple years provides a deep understanding of how customers take steps toward loyal membership status, while also pinpointing potential drawbacks of current contact strategies.

This research aims to better understand the issues of why individualised communications should be incorporated into customised customer contact service and how customer contact management should be implemented.

The qualitative methodology of case research was used. In total nine Australian service industry case studies, involving 34 in‐depth interviews, were undertaken.

The analysis revealed three themes: optimisation of market factors, the process of implementation, and requirements for smooth customer contact management implementation. These findings showed minor implementation problems with service and organisational requirements driving customer contact management implementation overall. In addition, factors to assist with smooth customer contact management implementation are identified.

Limitations, which could be addressed by future research, include application to other industries, expansion to other countries, the consumer perspective and the need for statistical generalisation.

Key practical implications include the identification of the need for firms to consider customer contact management as an avenue for differentiation and competitive advantage as well as providing guidelines for the successful implementation of customer contact management.

This research builds theory about customer contact management for the first time.

Current relationship marketing literature has stressed the importance of building customer‐employee bonds. These efforts sometimes result in customer‐employee relationships that overwhelm or supersede the customer‐firm relationships. Previous studies report that such an imbalance weakens the firm's position with the customer. Very little research has investigated what factors contribute to the imbalance and its consequences for the firm's relationship with the customer. This research aims to look at customer relationship quality (RQ) imbalance, specifically the imbalance that favors the employee, and identifies six factors as important antecedents. Also studied are the customers' cognitive and emotional reactions to the termination of the customer‐employee relationship when RQ imbalance favors the employee.

In total, 780 customer‐employee pairs from 72 service firms were surveyed using a structured questionnaire.

Analyses of variance (ANOVA) revealed significant group difference along all six antecedents and three consequences.

The findings of this study suggest that imbalanced customer relationships might be prevented, or at least predicted, if the causes of such relationship structure are better understood.

Service organizations should be aware of the negative consequences of imbalanced customer relationships and take necessary caution in their company policies in order to eliminate the negative consequences of imbalanced customer relationships.

This study is the first quantitative inquiry into imbalanced customer relationship issues, which are extremely important in the services industry. Thus, it enhances the literature on services management.