Consumer Grudgeholding: Does Age Make a Difference?

Aron, David; Judson, Kimberly M.; Aurand, Timothy W.; Gordon, Geoffrey L.

doi:10.1108/19355181200700004

Cited by 13 publications

(10 citation statements)

References 14 publications

(11 reference statements)

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“…We expect that the aforementioned advantages provided by CCBMs override customer objections. This may further secure the acceptance of CCBM rules, in accordance with earlier discussions of dismissive or insulting providers (Tobin, 2005) and powerless consumers (Aron et al , 2007). Building upon such claims, it is possible that when CCBM businesses first introduce these new service rules, customers expect provision and recovery similar to those of traditional businesses.…”

Section: Positioning the New Model Vis‐à‐vis The Standard Service Provision Modelsupporting

confidence: 72%

Towards a new model of “customer compliance” service provision

Kasabov

Warlow²

2010

European Journal of Marketing

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Purpose:In the last 10 years, businesses taking advantage of market deregulation, call-centre, Intranet and Internet technology have broken traditional marketing norms and path dependent customer management practices. These businesses offer substantially lower prices and good customer service. In spite of anecdotal evidence of the high level of service complaints in the press, these businesses are expanding rapidly by growing the market and by taking share from traditional suppliers. Service failure recovery and complaint management are two areas which are extensively re-designed by such businesses. This paper identifies and examines such new practices. The authors suggest that the traditional 'customer-centricity' model is being replaced by a 'customer-compliance business model' (CCBM) of service provision. This new model and its propositions defy conventional thinking in the areas of service recovery and complaint management. Design/Methodology/Approach:Available data and research are reviewed, in an attempt to understand CCBM. Differences with the customer-centricity model are discussed. Findings:CCBM cannot be explained adequately by current assumptions in marketing. It breaks commonplace marketing expectations about service failure and recovery. Research limitations/implications:The emphasis is on explaining innovations in service recovery and complaint management. Practical implications:Companies which operate the CCBM model are of growing importance to developed, serviceorientated economies. We build upon evidence to show how CCBM businesses have abandoned or minimised costly customer centricity and have broken past norms and conventional marketing thinking and practice. Originality/value:The scarcity of research in this area is explained by the recent, rapid evolution of these new model businesses. This study reveals and makes sense of important trends in service provision, distinct from and incompatible with normative arguments in some academic writings that advocate service recovery excellence.4

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Section: Positioning the New Model Vis‐à‐vis The Standard Service Provision Modelsupporting

confidence: 72%

Towards a new model of “customer compliance” service provision

Kasabov

Warlow²

2010

European Journal of Marketing

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“…Wirtz and McColl-Kennedy (2010) focused on fraudulent claiming behaviors as a form of customer misbehavior, whereas Rosenbaum et al (2010) examined types of consumer fraud activity. The researchers identified a variety of consumer misbehaviors, including customer aggression (Yagil, 2008), grudge holding (Aron et al, 2007), deviant consumption behavior (Harris, 2008) and resistance (Cherrier, 2009). Nearly 82 per cent of customer contact staff working in hotels, restaurants and bars had encountered violent or discourteous customer behaviors during the previous year.…”

Section: Consumer Misbehaviorsmentioning

confidence: 99%

Impacts of misbehaving air passengers on frontline employees: role stress and emotional labor

King

2017

IJCHM

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Purpose The study aimed to investigate the impact of customer misbehaviors on airline in-flight customer contact personnel. A theoretical framework was proposed to test the meditating role of role stress and emotional labor in the relationship between consumer misbehaviors and emotional exhaustion. Design/methodology/approach In all, 336 cabin crew members employed by international airline companies participated in the study. The hypothesized model was tested using structural equation modeling with AMOS 20.0. Findings The results provide evidence that customer misbehaviors relate positively to employee role stress, emotional labor and emotional exhaustion. Moreover, role stress and emotional labor play important roles in enhancing the impacts of customer misbehaviors and thereby influence employee emotional exhaustion. Practical implications The findings potentially impact on employers both within and beyond the airline industry by demonstrating how frontline employees can be provided with support to reduce stress or exhaustion, leading ultimately to increased satisfaction. Originality/value This study has provided deeper theoretical insights into customer misbehaviors and their effects on employee role stress, emotional labor and emotional exhaustion.

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“…Focusing on abusive customer behaviors, Patterson et al (2010) identify situations in which consumers verbally and/or physically attack employees or organizational property, while Yagil (2008) adopts a different approach and notes the frequency and different varieties of aggressive and sexually abusive customer behaviors against frontline organizational personnel. Additional identified individual forms of consumer misbehavior include; grudge holding (Aron et al 2007), purchasing counterfeit goods (Bian and Moutinho, 2009), vandalism (Fisher and Baron, 1982), resistance (Cherrier, 2009), shoplifting (Tonglet, 2002), and internet deviance (Tuzovic, 2010).…”

Section: Customer Misbehaviormentioning

confidence: 99%

Managing customer misbehavior: challenges and strategies

Harris

Daunt

2013

Journal of Services Marketing

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Purpose -In this study the authors aim to explore the impact of customer misbehavior on frontline employees and managers and to elucidate the management tactics and strategies that managers employ in an attempt to minimize the impact of customer misbehavior on the workplace. Design/methodology/approach -Following a discussion of the research design and methodology employed, the findings of 88 in-depth interviews are presented. Findings -These data suggest that customer misbehavior impacts on frontline employees, managers, and managerial strategies. Three main effects of customer misbehavior on customer-contact employees are uncovered: physiological, cognitive, and attitudinal. These are connected with four main management challenges: conflicting pressures, recruitment and retention, counseling and motivation, and time expenditure. Finally, data analysis finds evidence of six main ways in which managers attempted to reduce or to alleviate harmful customer misbehavior: selective recruitment, changes to training and induction procedures, enhanced rewards, work-team design, increase counseling, and alterations to the servicescape. Practical implications -The authors recommend that practitioners undertake a misbehavior audit that explores not only the extent of customer misbehavior but also the mechanisms, systems, and procedures the organization has for identifying, recording, and attempting to minimize the effects of dysfunctional customer behavior. Originality/value -This study contributes insights into how customer-contact personnel and managers are both affected and cope with customer misbehavior. These insights are helpful for service managers faced with customer misbehavior and academicians interested in how employees respond to contemporary customers.

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Consumer Grudgeholding: Does Age Make a Difference?

Cited by 13 publications

References 14 publications

Towards a new model of “customer compliance” service provision

Towards a new model of “customer compliance” service provision

Impacts of misbehaving air passengers on frontline employees: role stress and emotional labor

Managing customer misbehavior: challenges and strategies

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