How does service drive the service company?

"How Does Service Drive the Service Company?" presents commentators on Leonard A. Schlesinger and James L. Heskett's September-October article. Commentators include Michael R. Quinlan, Ron Zemke, Jim Snider, Dinah Nemeroff, Steven S. Reinemund, Robert Ayling, Karmjit Singh, James A. Perkins, Joseph E. Antonini, and Walter F. Loeb.     

De‐controlling the fire service

Everyone is in favour of getting rid of unnecessary central government controls. The fire service offers an opportunity to do just that.     

Want to perfect your company's service? Use behavioral science.

It may seem like the topic of service management has been exhausted. Legions of scholars and practitioners have applied queuing theory to bank lines, measured response times to the millisecond, and created cults around "delighting the customer." But practitioners haven't carefully considered the underlying psychology of service encounters--the feelings that customers experience during these encounters, feelings often so subtle they probably couldn't be put into words. Fortunately, behavioral science offers new insights into better service management. In this article, the authors translate findings from behavioral-science research into five operating principles. First, finish strong: the ending is far more important than the beginning of an encounter because it's what remains in the customer's memory. Second, get the bad experiences out of the way early: in a series of events, people prefer to have undesirable events come first and to have desirable events come last. Third, segment the pleasure, combine the pain: since experiences seem longer when they are broken into segments, it's best to combine all the boring or unpleasant steps of a process into one. Fourth, build commitment through choice: people are happier when they believe they have some control over a process, particularly an uncomfortable one. And fifth, give people rituals and stick to them: most service--encounter designers don't realize just how ritualistic people are. Ultimately, only one thing really matters in a service a encounter--the customer's perception of what occurred. This article will help you engineer your service encounters to enhance your customers' experiences during the process as well as their recollections of the process after it is completed.     

New development: The future of public service regulation—the professional's perspective

Regulatory failures have shifted the debate from the burden of regulation to its effectiveness. In response, regulators will be more sceptical of self-assessments, more responsive to consumers, provide better information, investigate inputs as well as outcomes and work more collaboratively.     

Does co-creation impact public service delivery? The importance of state and governance traditions

Co-creation in public service delivery requires partnerships between citizens and civil servants. The authors argue that whether or not these partnerships will be successful depends on state and governance traditions (for example a tradition of authority sharing or consultation). These traditions determine the extent to which co-creation can become institutionalized in a country’s governance framework.     

Investment service providers gaining competitive advantage by focusing on consumers’ varying investment goals

Laddering data collected from 95 individuals and network analysis were used to reveal and identify 747 linkages among 33 content-analysed goals as reasons for investing in individual stocks, mutual funds and/or voluntary pension plans. The results suggest that consumers’ goals associated with investments are: (i) besides economic, also functional, emotional and symbolic; and (ii) influenced by the type of investment product under evaluation rather than being independent of the investment alternatives. The article presents guidelines for investment service providers on: (i) how to provide facilities that support consumers’ investment-related goals; and (ii) how to encourage consumers to take an active role in customising and personalising their investment practices when using these facilities. Thus, economic and functional but also – and especially – emotional and symbolic goals of investing give insight into these strategic decisions that enable investment service providers to deliver value to consumers. While economic, functional, emotional and symbolic goals are well established in consumer research literature, these elements contribute to a novel understanding of the drivers underlying investment in general and the differences in distinct product categories in particular.     

Does the economy matter? Tough times,good times,and public service motivation

This paper describes a pilot study which explored the effects of different economic conditions on the public service motivation (PSM) levels of a small group of government and private sector employees in Malaysia. It address three questions: are the PSM levels of government employees significantly higher than those of private sector employees; are the PSM levels of employees significantly influenced by their perceptions of the external economic environment; and is the relationship between the economy and PSM affected by the sector of employment? Government employees’ PSM levels were found to be higher than those of the private sector employees, and were sensitive to perceptions of different economic conditions.     

Does austerity drive public service innovation? Evidence from shared senior management teams in local government

Shared senior management teams are a recent and radical response to financial austerity. They aim to improve the efficiency of public services without the disruption, controversy and transaction costs associated with full-blown organizational mergers. This paper assesses the adoption of this management innovation by English district councils, identifies enablers and barriers to its effective implementation, offers a preliminary assessment of its impacts, and draws out practical lessons for policy-makers.     

The importance of service quality in British Muslim’s choice of an Islamic or non-Islamic bank account

Using an extended SERVQUAL model, this study identifies and compares the importance of service quality to Muslim consumers with an Islamic or non-Islamic bank account in a non-Muslim country, Britain. Eight group discussions and a survey of 300 Muslims were conducted. Five dimensions of service quality were identified, i.e. responsiveness, credibility, Islamic tangibles, accessibility and reputation. These differ in structure and content from the original SERVQUAL developed in a western context and the subsequent CARTER model constructed in a Muslim country. In addition, significant differences were found in the importance of items between Islamic bank account and non-Islamic bank account holders. This study is one of the first to identify and compare the importance of service quality between Islamic and non-Islamic bank account holders in a western non-Muslim country. The results advance our understanding of the impact of culture on SERVQUAL. The study provides insight into Muslims’ bank choice and helps bank managers of both Islamic and non-Islamic banks to focus their attention on the service quality dimensions that matter most to Muslim customers.     

Moody’s investors service response to the consultative paper issued by the Basel Committee on Bank Supervision “A new capital adequacy framework”

Moody's endorses the Basel Committee's proposal to use banks' internal risk assessments to refine the Basel Accord's risk weights on bank assets and commitments. External risk assessments, such as Moody's credit ratings, will likely play a supporting role as direct inputs into banks' internal rating systems and as tools for benchmarking and validating those systems. However, the widespread use of ratings in regulation threatens to undermine the quality of credit over time by increasing rating shopping, decreasing rating agency independence, and reducing incentives to innovate and improve the quality of ratings. This paper discusses how bank regulators can use external ratings in ways that mitigate the adverse incentives created by the resulting regulatory demand for rating agency services.     

‘A dense mass of petty accountability’: Accounting in the service of cultural imperialism during the Irish Famine, 1846–1847

One response of the imperial government in London to the Irish Famine (1845–1849) was to initiate a scheme of public works underpinned by relief payments based on task work. This policy was informed by a determination to improve the ‘moral habits’ of the native Irish in relation to work. To support the data collection and control systems necessary to operate this intervention, the imperial government recruited a large number of accountants charged with introducing a vast accounting apparatus to Ireland. The institutionalisation of accounting that this facilitated laid the basis for interventions by the imperial power intended to ‘civilise’ the native Gaelic population as well as recalcitrant Anglo-Irish landlords. This intervention is considered within the context of concepts of governmentality and cultural imperialism.     

Does Europe still represent a healthy deal in times of increased global challenges and reduced levels of growth? A market,service and social perspective of European healthcare

This paper analyses the challenges faced by European healthcare providers in an increasingly competitive world economy. It does this by providing the servicescape framework for analysis, as well as using supportive data on the current situation of European healthcare provision. Evidence suggests that there is much to be done to find the best ways of providing better healthcare provision for the EU citizens of the future.