Customer Satisfaction,Competition, and Firm Performance: An Empirical Investigation

We conduct two empirical studies to test two hypotheses: (1) rivals' customer satisfaction increases a firm's own customer satisfaction; and (2) rivals' customer satisfaction reduces a firm's sales. Study One uses a panel dataset of annual store‐level customer satisfaction data from a supermarket chain for the periods 1998–2001. Study Two considers a range of industries by using a panel dataset of brand‐level customer satisfaction ratings from the American Customer Satisfaction Index spanning the periods 1994–2003. Results from both studies provide support for our hypotheses. Copyright © 2013 John Wiley & Sons, Ltd.     

Unit-level linkages between employee commitment to the organization,customer service delivery and customer satisfaction

Service profit chain and service climate research identifies the importance of employee attitudes and employee service behavior as mediating between organizational practices and customer satisfaction. While the importance of employee attitudes and customer service performance are acknowledged, there are calls to more precisely specify proximal mediators between employee attitudes and customer satisfaction. We propose a model in which the relationship between unit-level organizational commitment and customer attitudes is not direct but mediated via employees' customer service delivery including queuing time, serving time and service quality. We conducted a longitudinal unit-level analysis (N = 39) aggregating employee (N over 893) organizational commitment and customer (N over 1248) satisfaction data, and customer service behavior drawn from organizational records. Our model received reasonable support from basic tests of the predictive associations between unit-level organizational commitment, customer-relevant employee behaviors and customer satisfaction; however, organizational commitment was not found to be an important predictor in more rigorous change analyses. The findings as a whole therefore suggest that organizational commitment is a feature of units delivering fast, quality service, but its causal role is as yet unclear.     

Outsourcing customer support: The role of provider customer focus

An increasing number of firms are outsourcing customer support to external service providers. This creates a triadic setting in which an outsourcing provider serves end customers on behalf of its clients. While outsourcing presents an opportunity to serve customers, service providers differ in their motivation and ability to fulfill customer needs. Prior research suggests that firms with a strong customer focus have an intrinsic motivation to address customer needs. We suggest that in an outsourcing context, this intrinsic motivation does not suffice. Using a Motivation–Opportunity–Ability framework, we posit that the effect of a provider's customer focus will be moderated by a set of relational, firm, and customer characteristics that affect its ability to serve end customers. We test our conceptualization among 171 outsourcing clients from the Netherlands and then validate these results among 135 Indian outsourcing providers. The findings reveal that customer-focused providers achieve higher levels of customer need fulfillment but this effect is contingent on their ability to serve end customers. In particular, customer-focused providers more effectively fulfill customer needs when clients and providers share close relational ties, when clients also have a high level of customer focus, and when end customer needs exhibit a low degree of turbulence. In addition, we find that, in turbulent markets, equipment-related services offer greater opportunity for effective customer need fulfillment than other outsourced services.     

The service triangle and power: the role of frontline home support workers and consumer‐directed care—an Australian context

Workplace relational dynamics change when the customer or client takes on greater power in the relationship. Adopting a typology of the service triangle, this qualitative study examines frontline home support workers' perceptions of their power, following recent legislative change from a traditional agency‐directed aged care model to consumer‐directed care.     

The impact of primary service and servicescape on customer satisfaction in a leisure service setting: an empirical investigation among theatregoers

• This paper investigates the effects of perceived primary service and perceived servicescape on customer satisfaction in theatres. According to a questionnaire study, among n = 2897 theatregoers in 12 German‐speaking theatres, factors pertaining to the perceived primary service are most influential on customer satisfaction (in particular, the perceived artistic quality, followed by visitors' emotional and cognitive response to the performance). Contrariwise, factors pertaining to the perceived servicescape (i.e. seating and view; other customers' behaviour) are only of minor relevance for customer satisfaction. Furthermore, the influence of both perceived primary service quality and perceived servicescape quality on customer satisfaction is subject to moderating individual factors, such as visitors' theatrical competence and their motivation for attending a theatre performance.

Copyright © 2015 John Wiley & Sons, Ltd.     

Managing the performance of outsourced customer contact centers

This research focuses specifically on customer contact services that have been outsourced to external suppliers. The performance of the contact services supplier directly affects end customer satisfaction which underlines the need for appropriate management of customer contacts and consideration of the end customer's perspective in designing appropriate key performance indicators (KPIs). This research draws on various streams of literature including services purchasing, performance management and service quality to derive propositions on how to manage customer contact services suppliers. These propositions are subsequently investigated in an in-depth case study. The results of the case study show that managing customer contact services suppliers on effectiveness rather than efficiency benefits the overall performance of the supplier. This research shows that quality improvements in both process and service delivery ultimately lead to decreased costs. These improvements will furthermore enhance customer satisfaction and improve buying company performance. The current trend in selecting and managing suppliers for outsourced business processes is on efficiency improvements and cost savings. However, this research shows that this type of focus can actually decrease customer satisfaction and increase costs.     

Supplier evaluation in local public services: Application of a model of value for customer

A methodology for evaluating the supplier's performance in a standardised public service is presented with a theoretical application to the water service. It aims at supporting the managers in their efforts to improve the service provided. The basic concept is that the quality of service depends on the quality of the supplier's performances. It is then possible to determine such performances in terms of technical and functional quality as linked with customer satisfaction. It can be expressed in terms of the prevalent value model for the users and the quality of interaction between customer and supplier is a function of the quality of service provided (Q_s). An agent-based model can be defined for simulating the interaction among the actors.     

Monitoring in service triads consisting of buyers, subcontractors and end customers

Organisations increasingly outsource service delivery to specialist subcontractors. These buyers, their subcontractors and their end customers operate in a triadic service relationship. In these triads, the buyer lacks direct control over service delivery and completely depends on the subcontractor for its performance towards its end customers. Subcontractors are confronted with two principals (buyer and end customer) who may have conflicting objectives.Although traditionally focusing on dyadic buyer–seller relationships rather than triads, Agency Theory provides valuable suggestions on the type of contract to be used and the type of monitoring to be employed. We adopt Agency Theory as a theoretical lens to look at the buyer–subcontractor–end customer triad and develop propositions on the design of contractual arrangements and monitoring activities. We use the results of two cases of service triads to provide some initial validation for these propositions.     

The Flemish customer contact centre for public information from a marketing and management perspective

This paper describes the Flemish customer contact centre for government information (‘the Flemish Infoline’) as an example of marketing in the public sector. First it defines the term ‘customer contact centre’ and describes the objectives and main characteristics of the Flemish Infoline. It then identifies the three reasons for setting up the Flemish Infoline in 1999: the complicated Belgian institutional landscape; the unprofessional telephone traffic handling and service; and the lack of knowledge about citizens' information needs. Finally, the paper applies Kotler's 4 Ps concept to the case, and puts the relevant stages from Lees‐Marsh‐ment's political marketing orientations into one integrated scheme in order to understand the functioning of the Flemish Infoline. Based on the literature and on an in‐depth interview with the project head of the Flemish Infoline, the authors demonstrate that marketing techniques can be used in contact centres for public information, but they also illustrate some important differences from those in the forprofit sector, such as the available amount of customers' personal data, the level of call operators' skills and the degree of heterogeneity of the questions. Further research on information needs and contact centres, and providing one ‘umbrella’ contact centre for government information in Belgium are recommended. Copyright © 2003 Henry Stewart Publications     

Who is fit to serve? Person–job/organization fit,emotional labor,and customer service performance

This study investigates person–job (P–J) fit and person–organization (P–O) fit perceptions and relates these perceptions to employees' emotional labor and customer service performance. Data from a two‐point, time‐lagged study of 263 employees and 690 customers reveal that both P–J and P–O fit relate positively to deep acting and negatively to surface acting, in accordance with an emotional labor perspective. In addition, P–J and P–O fit are jointly associated with emotional labor, such that the positive link between P–J fit and deep acting is stronger, and the negative link between P–J fit and surface acting is weaker when P–O fit is high. Emotional labor partially mediates the interactive effects of P–J and P–O fit on service interaction quality and customer satisfaction; service interaction quality relates positively to customer satisfaction. These findings have multiple theoretical and practical implications.     

注聚泵液力端的改进设计

通过对油田在用注聚泵的使用情况进行调研,针对现场使用中出现的问题,以提高注聚泵液力端易损件的使用寿命及工作性能为目的,本文通过对聚合物流动特性的分析,提出了注聚泵液力端的改进方案。液力端采用了导流型泵阀,其导流性好,对聚合物降解也降低。     

Customers cocreating value with the firm: implications for IHRM

The purpose of this article is to develop a theoretical framework for governing an organization's relationships with customers engaged as contributors to the organization's business processes (i.e. customers as quasi-employees). Based on our suggested framework, we explain how appropriate customer-centric HRM practices can support more cost-effective and accommodating adaptations in the organization's governance of its relationships with customers. We complement these propositions with practical examples illustrating how customers who take different cooperative roles will increasingly become valuable organizational assets. The collaborating customers not only provide the information necessary for the successful performance of the service exchange, but also contribute human and social capital in performing tasks that are a complement to or a substitute for employee tasks. In conclusion, we outline implications for international human resource management (IHRM), as well as future research directions for examining the relationships among customer governance, role configurations, and IHRM practices.     

Promoting corporate social responsibility and sustainable development through management development: What can be learned from international service learning programs?

In this article, we discuss how the human resource development (HRD) function can support corporate sustainability strategy by designing and implementing leadership development programs incorporating international service learning assignments. We describe “Project Ulysses,” an integrated service learning program that involves sending participants in teams to developing countries to work in cross‐sector partnerships with nongovernmental organizations (NGOs) and social entrepreneurs, supporting them in their fight against pressing global problems. We present the findings of a narrative analysis of learning stories produced by Ulysses participants. Understanding how participants make sense of, and learn from, their experiences abroad provides us with insights into how service learning programs can help managers to develop the knowledge, skills, and mind‐set that will enable them to successfully support a company's global sustainability and corporate social responsibility (CSR) efforts. We conclude by discussing the implications for leadership development, specifically how organizations can incorporate a responsibility and sustainability focus in their management development programs.     

Employee attitudes,customer satisfaction,and sales performance: assessing the linkages in US grocery stores

Using store‐level panel data for a major supermarket company, we investigate the linkages between employee attitudes, customer satisfaction, and sales performance, while controlling for observed and unobserved differences across stores. We find that employee attitudes positively affect customer satisfaction with service but do not affect customer satisfaction with quality or value. Additionally, we find that customer satisfaction with service positively affects sales performance. Our results suggest that employee attitudes affect sales performance through their impact on customer service. Copyright © 2008 John Wiley & Sons, Ltd.     

A Socio‐Technical Perspective To The Right To The City: Regularizing Electricity Access in Rio de Janeiro's Favelas

This article takes the contemporary transformation in electricity access in Rio de Janeiro's favelas as a starting point for a broader review of the relationship between the right to the city in informal settlements and the neoliberalization of the electricity service (introduction of full cost recovery and ‘the user pays' principle). It examines the socio‐technical process through which contractual customer relationships have been established or restored through regularization of the electricity service in two favelas, namely, the installation of meters and networks. I suggest that applying a science and technology study perspective to the right to the city helps explore both the materiality and the spatial dimension of power and politics and, in so doing, provides an insight into some of the forms of mediation that help reshape recognition, urban practices and the favela dwellers' position within such an essential service. Our analysis shows how the means of recognizing these city dwellers ‘by the network' are materially and symbolically reshaped by commercial processes. The question then is whether this right to the city, which is being reshaped by commercial processes, will be the source of new inequalities or new politicizations.     

Customer‐oriented employees: Blessing or curse for firms?

I investigate whether the presence of customer‐oriented employees benefits firms in a competitive environment. Employees are defined as customer‐oriented if they are interested not only in their wage but also in the well‐being of their customers. I find that firms may obtain higher profits by hiring self‐interested rather than customer‐oriented employees. This is because the employees' customer orientation has opposing effects on the profits obtained by the firms. On the one hand, customer‐oriented employees provide a given level of quality for a lower wage. On the other hand, the employees' customer orientation increases competition reducing prices. If the second effect dominates, firms find themselves trapped in a prisoners' dilemma as the strategy of hiring self‐interested employees is strictly dominated by that of hiring customer‐oriented employees. Hence, the very presence of customer‐oriented employees may hurt firms. If motivated employees are merely interested in the quality of the good provided, the effect on the price outlined before disappears.     

Managerial perspectives on drivers for and barriers to sustainable supply chain management implementation: Evidence from New Zealand

The purpose of this paper is to examine the factors that drive or prevent companies' implementation of sustainable supply chain management (SSCM) practices. To this end, we interviewed 29 senior managers from 23 New Zealand‐based companies. The key reported drivers were customer expectation, top management commitment, moral and ethical values of managers, reputation management, and economic and operational benefits. Conversely, cost concerns, strategic and structural restraints, supplier and customer issues, and a lack of effective regulations were cited as critical obstacles to SSCM implementation. Thus, the evidence from our findings provides support for both instrumental and normative logics for SSCM implementation. The findings further indicate that, in general, instrumental and normative logics are congruent; however, varied tensions arise when managers seek to simultaneously address competing yet desirable SSCM aspects. Accordingly, we argue that it is imperative to understand, work through, and manage such tensions as balancing divergent sustainability aspects holds considerable potential for successful SSCM implementation.     

Customers satisfaction in pediatric inpatient services: A multiple criteria satisfaction analysis

ObjectiveTo assess customer satisfaction determinants in a public pediatric inpatient service and propose some strategies to enhance the consumer and customer experience.MethodsWe applied a Multiple Criteria Customer Satisfaction Analysis to estimate the value functions associated with each satisfaction (sub)criterion and determine the corresponding weights. We characterized satisfaction criteria (according to the Kano's model), estimated the customers' demanding nature and the potential improvements, and proposed strategic priorities and opportunities to enhance customer satisfaction.Main findingsStrategies for satisfaction enhancement do not depend solely on the criteria with the lowest satisfaction levels and the estimated weights, each criterion's nature, the customers' demanding nature, and the technical margin for improvements.ConclusionsAreas deserving attention include clinical staff's communication skills, the non-clinical professionals' efficiency, availability, and kindness; food quality; visits' scheduling and quantity; and facilities' comfort.