Consumer Complaints and Managerial Response: A Holistic Approach

Resnik, Alan J.; Harmon, Robert R.

doi:10.2307/3203430

Cited by 61 publications

(30 citation statements)

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“…For example, Brown and Swartz (1989) found that physicians were not accurate in their perceptions of patients' experiences. Similarly, other studies have found differences when comparing customer and employee evaluations of business situations (Folkes and Kotsos, 1986;Resnik and Harmon, 1983).…”

Section: Perceptual Differences Between Employees and Customersmentioning

confidence: 88%

Customer and employee views of critical service incidents

Chung‐Herrera¹,

Goldschmidt²,

Hoffman³

2004

Journal of Services Marketing

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Access to this document was granted through an Emerald subscription provided by emerald-srm:368933 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractThis study examined perceptual similarities and differences between customers and employees in terms of critical service incidents. Specifically we explored the extent to which customers and employees were similar or different in summary perceptions of service failures and recovery, the attributions made by the two perspectives in terms of causes for failures and recovery efforts, and whether each perspective believed that age, gender or race contributed to service failures or recovery. The critical incidents technique was used to collect 1,512 customer-reported incidents and 390 employee-reported incidents. Results revealed that customers and employees had both similar and different views depending on the ultimate outcome of the encounter. Overall, customers and employees were fairly similar in their perceptions regarding failures that ultimately resulted in a good recovery effort. However, the two perspectives differed in their views of service failures that accompanied a poor recovery effort. Conclusions and implications for practice are also provided. Electronic accessThe Emerald Research Register for this journal is available at www.emeraldinsight.com/researchregisterThe current issue and full text archive of this journal is available at www.emeraldinsight.com/0887-6045.htm Perceptual similarities between customers and employeesFrontline service employees are often considered boundary spanners in that they link an organization with the environment (i.e. customers) within which the organization operates (Bowen

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Section: Perceptual Differences Between Employees and Customersmentioning

confidence: 88%

Customer and employee views of critical service incidents

Chung‐Herrera¹,

Goldschmidt²,

Hoffman³

2004

Journal of Services Marketing

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“…19 Four types of customer responses -neglect, decrease of brand loyalty (or switching), voice to service providers or others, and negative word of mouth -were formulated in a research project that concentrated on the response of dissatisfi ed customers. Day, 20 Krapfel, 21 Richins 22 and Suh and Suh 23 also classifi ed four types of relationship dissolutionloyal, voice, exit and neglect -in an effort to validate the correlation between the attitude of service providers and customers ' relationship dissolution behavior in an Internet marketing context.…”

Section: Relationship Dissolution (Exit)mentioning

confidence: 99%

Relationship behavior between customers and service providers in demarketing situations: What makes customers try to improve their relationships?

Suh¹,

Rho

Greene³

2012

J Database Mark Cust Strategy Manag

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Taeseok Rhois a Doctoral Candidate of Marketing at Pusan National University. His primary research areas are relationship marketing, service marketing and behavioral decision theory. He has taught consumer behavior, service marketing and marketing research at several colleges and universities as a lecturer. E-mail: tsrho@pusan.ac.kr Henry Greeneis an Associate Professor of Marketing at Central Connecticut State University. His primary areas of interest are Interactive Marketing, Database Marketing and Experiential teaching methodologies. Before his work in academia, Henry worked as a marketing research analyst and marketing consultant for several corporations: Donneley Marketing, Strategic Mapping, ADVO, Inc., Advanced Database Marketing, Young and Rubicam, IBM and Information Xperts. He has also taught mathematics, computer science, operations research and statistics at several universities and colleges. E-mail: hgreene@ccsu.edu ABSTRACT In this study, we examine customer reactions to demarketing stimulation in an e-business environment. Specifi cally, we examine attempts to exit or improve a relationship with a service provider. A 2 × 2 × 2 MANOVA, 2 (demarketing type: price, product) × 2 (strength: strong, weak) × 2 (self-regulatory focus: promotion, prevention) mixed design on psychological response, exit and relationship improvement with a service provider, as the dependent variables, was implemented with undergraduate student participants at a northeast university in the United States. Stimulations in each situation were manipulated based on Kotler and Levy ' s demarketing -marketing mix. Moderating psychological factors were incorporated in this investigation, selected from prior research studies in regulatory focus. With each stimulation, respondents were asked to answer questions about their relationship with an organization in terms of their intention to dissolve, maintain or improve their relationship. In addition, the moderating effects of self-regulatory focus (promotion and prevention) were examined to investigate the psychological response under the different stimulation. In this investigation, we show that there is a signifi cant reaction to demarketing stimulation in the e-business marketplace; consumers exhibit a negative response against demarketing stimuli when price stimulations and strength stimulations are high. Customers with a promotion focus were more likely to seek a better relationship with

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“…The literature provides many different methods of market research that can be used during the NPD process, ranging from simple interviews or focus groups (Greenbaum, 1998) to more advanced techniques like conjoint analysis or SIMALTO (Green & Srinivasan, 1990;Orme, 2005). Many researchers also identify listening to complaints as a valuable source of information about customers' needs and expectations, especially those that are unmet (Resnik & Harmon, 1983;Tax, Brown & Chandrashekaran, 1998).…”

Section: Traditional Ways Of Customer Involvementmentioning

confidence: 99%