Fixing service failures

Johnston, Timothy C.; Hewa, Molly A.

doi:10.1016/s0019-8501(96)00158-7

Cited by 72 publications

(35 citation statements)

References 4 publications

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“…Traditional marketing tools may work well to change the behaviors of specific anti-consumers. Despite the existence of literature dealing with anti-loyalists and market activists (Bitner et al, 1990;Blodgett et al, 1997;Hoffman and Kelley, 2000;Johnston and Hewa, 1997;Lee et al, 2009;Miller et al, 2000;Tax et al, 1998), what is less clear is how marketers can deal with consumers who want to reduce their overall level of consumption. Are there ways to develop products that will appeal to such consumers, or can existing products be redesigned to meet these consumers' needs?…”

Section: Discussionmentioning

confidence: 99%

Purpose and object of anti-consumption

Iyer

Muncy

2009

Journal of Business Research

255

274

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Section: Discussionmentioning

confidence: 99%

Purpose and object of anti-consumption

Iyer

Muncy

2009

Journal of Business Research

255

274

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“…For highly innovative and, particularly hi-tech, services, prelaunch testing is important. It is a means by which service providers can substantially increase the likelihood of launching an error-free, reliable, and user-friendly service and service delivery system [33,53]. Moreover, a proficient internal and external communication strategy during launch is essential for ensuring that both service personnel and customers are knowledgeable about the benefits of the new-to-the-world service and that it achieves a high presence in the marketplace [58,59].…”

Section: Similarities: High Versus Low Innovativeness Projectsmentioning

confidence: 99%

Innovative versus incremental new business services: Different keys for achieving success

Brentani

2001

J of Product Innov Manag

250

153

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In companies where new product development plays an important strategic role, managers necessarily contend with a portfolio of projects that range from high technology, new-to-the-world, innovations to relatively simple improvements, adaptations, line extensions, or imitations of competitive offerings. Recent studies indicate that achieving successful outcomes for projects that differ radically in terms of innovativeness requires that firms adjust their NPD practices in line with the type of new product project they are developing. Based on a large-scale survey of managers knowledgeable about new product development in their firm, this study focuses on new business-to-business service projects in an attempt to gain insights about the influence of product innovativeness on the factors that are linked to new service success and failure. The research results indicate that there are a small number of "global" success factors which appear to govern the outcome of new service ventures, regardless of their degree of newness. These include: ensuring an excellent customer/need fit, involving expert front line personnel in creating the new service and in helping customers appreciate its distinctiveness and benefits, and implementing a formal and planned launch program for the new service offering. Several other factors, however, were found to play a more distinctive role in the outcome of new service ventures, depending on how really new or innovative the new service was. For low innovativeness new business services, the results suggest that managers can enhance performance by: leveraging the firm's unique competencies, experiences and reputation through the introduction of new services that have a strong corporate fit; installing a formal "stage-gate" new service development system, particularly at the front-end and during the design stage of the development process; and ensuring that efforts to differentiate services from competitive or past offerings do not lead to high cost or unnecessarily complex service offerings. For new-to-the-world business services, the primary distinguishing feature impacting performance is the corporate culture of the firm: one that encourages entrepreneurship and creativity, and that actively involves senior managers in the role of visionary and mentor for new service development. In addition, good market potential and marketing tactics that offset the intangibility of "really new" service concepts appear to have a positive performance effect.

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“…Service recovery includes all actions initiated by the service provider to mitigate the shortfall arising out of provider's failure to deliver the service as designed (Johnston and Hewa, 1997).…”

Section: Post-service Recovery Customer Satisfactionmentioning

confidence: 99%

Post-service recovery customer satisfaction in Indian retail banking: a qualitative perspective

Mandal

2015

IJFSM

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Abstract:Customer satisfaction is one of the important aspects in any business. Customer satisfaction might be studied from a general perspective or under situational contexts like service failure and subsequent recovery in service delivery. Few researchers have studied post-service recovery customer satisfaction by analysing the dimensions contributing to it. Researchers have also not analysed those dimensions from an exploratory perspective. To address this issue, the dimensions contributing to post-service recovery customer satisfaction in Indian retail banking are studied from a qualitative perspective. Depth interviews and focus group discussions were conducted and analysed based on grounded theory. The analysis included open coding, writing memos, concept generation from the phenomena, index card sorting, axial coding and selective coding. The concepts generated would determine the dimensions which might affect post-service recovery customer satisfaction in Indian retail banking.

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Fixing service failures

Cited by 72 publications

References 4 publications

Purpose and object of anti-consumption

Purpose and object of anti-consumption

Innovative versus incremental new business services: Different keys for achieving success

Post-service recovery customer satisfaction in Indian retail banking: a qualitative perspective

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