Designing conceptual model of after-sales services, in companies producing the capital goods, with the idea of value co-creation

Abstract

Purpose This study aims to identify the key activities after sales and the intended criteria by the customers, considering their expected services after the product purchase process. Design/methodology/approach This study is a qualitative approach, and the co-creation logic and the Delphi technique were used in two rounds to design and validate the proposed model. To achieve this study’s aims, extensive literature, interviews, interaction and exploratory meetings were reviewed with manufacturers and consumers, and then the dimensions of the proposed model were regulated, corrected and validated in the two-round Delphi technique. The final model is presented after establishing the model in the test pilots and getting feedback from industry experts. To present a conceptual model, the enabler’s logic and the underlying results in the European Foundation for Quality Management (EFQM) Excellence Model were used. Findings The findings of this study include the identification of dimensions for the after-sales services model and the designing of a conceptual model in both sections of enablers and results. The enabler section of the proposed model includes seven dimensions, three main sectors and four support sections. Practical implications This model can be used to design, deploy or improve after-sales services system in manufacturing companies. Originality/value For the first time in an innovative procedure, the approach of value co-creation was used to design one of the organizational systems (after-sale services system). On the other hand, the conceptual pattern was proposed inspired by the EFQM Excellence Model, to create the necessary proportionality between the enabler and results sections.

The evolution of service systems to service ecosystems: A literature review

“…Some recent studies still follow this perspective, confirming their practical and applied value – Tavakoli et al. (2016) discussed service quality in an after‐sales context, while Bodey et al. (2017) examined a franchising service system.…”

After-sales service shaping assortment satisfaction and online repatronage intention in the backdrop of social influence

“…Information related to demographic variables like age, gender, civil status, education level, occupation and family’s monthly income was solicited in the first section of the questionnaire. A 4 item ASS construct has been adapted from Tavakoli, Arefi, Heidari, and Mirjafari (2016). Similarly, 4 item customer loyalty scale (Zeithaml et al , 1996), 3 item AS (Kenning et al , 2011), 3 item ORI (Reynolds et al , 2012), while a 3 item SI of Venkatesh and Davis (2000) were altered for this study.…”

“…ASS helps in satisfying the customer through trust, credibility and a sense of security (Loomba, 1998). They have been categorized into delivery, price, policies and service activities (Tavakoli et al, 2016); warranty services, maintenance, repairs and user training (Morschett, 2006); responsiveness, assurance, empathy, tangibles and reliability (Murali et al, 2016a(Murali et al, , 2016bYadav and Joseph, 2017). For professional services, ASS would comprise providing information, delivery, service maintenance, accounting service and complaints management with the customer (Potluri and Hawariat, 2010) and categorized under supplementary services (Shokouhyar et al, 2020).…”

Identyfikacja obszarów procesu współkreowania wartości w kontekście relacji B2C z perspektywy klienta

“…oraz określenie mechanizmu ich integracji (creation -przy wykorzystaniu jakiego mechanizmu?) 17 . Modelowe ujęcie procesu współkreowania wartości dla klienta, zaproponowane przez T. Rosera, R. DeFillippi i A. Samsona, ilustrujące podstawowe obszary menadżerskie z nim związane, sprowadza się do określenia podmiotów partycypujących w tym procesie (typ procesu współkreowania -od partnerów lub klientów strategicznych do współpracy z wykorzystaniem), celu współkreowania (identyfikacja problemów do rozwiązania), umiejscowienia działań związanych z procesem współkreowania w łańcuchu tworzenia wartości (określenie źródeł i obszarów rozwoju nowych propozycji), intensywności procesu współkreowania (niezbędny poziom zaangażowania poszczególnych stron interakcji), czasu (okres zaangażowania w proces współkreowania) oraz zachęt współkreowania (identyfikacja źródeł motywacji podmiotów partycypujących w procesie współkreowania wartości dla klienta -od zewnętrznych, związanych z osiągnięciem indywidualnych korzyści, często niezwiązanych bezpośrednio z procesem współkreowania, do wewnętrznych, opartych na niematerialnych nagrodach -m.in.…”