Jumped, Pushed or Forgotten? Approaches to Dissolution

Pressey, Andrew D.; Mathews, Brian P.

doi:10.1080/0267257x.2003.9728204

Cited by 49 publications

(67 citation statements)

References 26 publications

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“…Without these attributes, customers may not have strong commitment to the relationship and they may consider switching providers (Hocutt, 1998;Pressey and Mathews, 2003). The more companies enhance and strengthen these attributes the more likely customers will be retained.…”

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confidence: 99%

Analysing the preferred characteristics of frontline employees dealing with customer complaints

et al. 2011

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PurposeThis paper seeks to use the Kano model to gain a deeper understanding of attributes of effective frontline employees dealing with customer complainants in personal interactions. Previous research revealed that excitement factors deteriorate to basic factors over time. This research aims to investigate whether the same phenomenon holds true for attributes of service employees.Design/methodology/approachData were collected using Kano questionnaires from 272 respondents with complaining experience in the UK and Saudi Arabia, these being two countries at different stages of service sector development.FindingsThe analysis of the Kano questionnaires for the UK reveals that complaining customers take the contact employee's ability to listen carefully for granted. The Kano results for Saudi Arabia clearly indicate that complaining customers are (still) easier to delight than their UK counterparts.Research limitations/implicationsEven though the study has a sample size similar to several existing Kano studies, future research studies could still use larger probability samples that represent the broader (complaining) consumer population in the selected countries.Practical implicationsIf companies know what complaining customers expect, frontline employees may be trained to adapt their behaviour to their customers' underlying expectations. For this purpose, the paper gives several suggestions to managers to improve active complaint handling and management.Originality/valueThe study adds to the understanding of effective complaint handling. The findings are the first to show that employee factors that are performance factors in a highly developed service economy can still delight customers in a less developed service economy.

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confidence: 99%

Analysing the preferred characteristics of frontline employees dealing with customer complaints

et al. 2011

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“…In recent years, studies on relationship development appear to focus solely on one single stage within the development process. For example, some studies focused on relationship maintenance (Harris et al, 2003;Fletcher and Harris, 2012), whereas other studies focused on relationship dissolution (Halinen and Tahtinen, 2002;Pressey and Mathews, 2003).…”

Section: Relationship Developmentmentioning

confidence: 99%

The formation of trust and commitment in business relationships in the Middle East: Understanding Et-Moone relationships

Abosag

Lee

2013

International Business Review

115

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Abstract:In recent years, different forms of relationships that are culturally bond have emerged such as; "Guanxi' in China (Yau, Lee, Chow, Sing, and Tse, 2000; Lou, 2007;Liu, Li, Tao and Wang, 2008), "Blat' in Russia (Michailova and Worm, 2003) and "Boon Koon' in Thailand (Pimpa, 2008). While these special forms of relationships are culturally bond, studies have also suggested that the development of a business relationship is directly linked to the development of trust and commitment (Wilson, 1995). Considering that these forms are culturally bond, studies from the Middle East on the formation of trust and commitment within relationship development are largely absent. We argue that understanding the dynamic formation of trust and commitment will help to better understand Et-Moone business relationships within the specific cultural context of the Middle East. Thus, this study combines the insights from the theory of life-cycle (Ford, 1980;Dwyer et al., 1987) and the theory of trust and commitment by Morgan and Hunt (1994) to understand business relationships in the Middle East. Based on qualitative research using a longitudinal approach and 33 semi-structured in-depth interviews conducted in 2003, this study finds the relationship between trust and commitment to be far more dynamic and changeable as the relationship evolves. Also, it finds that trust and commitment are major factors in establishing Et-Moone relationships.

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“….The economic phenomenon of a customer ceasing patronage of a particular supplier' (Stewart, 1998, p. 235). This said, however, dissolution can also be instigated by the supplier, or by a third-party (Pressey and Mathews, 2003). Additionally, other important bonds can exist between the buyer and supplier that are not based on economic criteria (e.g.…”

Section: Relationship Dissolutionmentioning

confidence: 97%

“…A number of marketing studies also refer to the work of Baxter (1985) drawing on her dissolution communication strategies (e.g. Alajoutsijärvi et al 2000;Giller and Matear, 2001;Pressey and Mathews, 2003) which recognise that dissolution can be communicated either directly (by explicitly stating one's desire to terminate the exchange) or by indirect means (achieving dissolution without an explicit message of intent), and that different types of relationships can elicit a different dissolution strategy.…”

Section: Sociological Perspectives Of Relationship Dissolutionmentioning

confidence: 98%

“…An alternative typology of relationship dissolution proposes four 'approaches' to dissolution, namely: voluntary dissolution (bilateral agreement to terminate relations), unilateral involuntary dissolution by either buyer or supplier (customer deselection/supplier de-selection) and bilateral involuntary dissolution (a fading away of relations) (Pressey and Mathews, 2003). As Alajoutsijärvi et al (2000) note, however, it is difficult to highlight one particular dissolution strategy which is the most beneficial.…”

Section: Business-to-business Perspectives Of Dissolutionmentioning

confidence: 98%

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Motives for dissolution in export relationships: evidence from the UK

Pressey

Selassie

2007

J of Consumer Behaviour

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This study examines the motives for dissolution in long-term export relationships -an area that has received limited attention in the marketing literature. The primary research was conducted in two stages (in-depth interviews followed by a mail survey) using the perceptions of export managers in the UK. The findings suggest that export relationship dissolution is attributable to 23 motives from four categories (buyer factors, supplier factors, competitor action and environmental conditions). The chief cause of export relationship dissolution was identified as being price-related. An exploratory factor analysis of the 23 motives for dissolution resulted in six factors that reflect the multiattribute (and cross-category) nature of relationship dissolution. The study offers some insights into why export relationships might dissolve and provides implications for practitioners in avoiding the premature dissolution of export relationships.

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Jumped, Pushed or Forgotten? Approaches to Dissolution

Cited by 49 publications

References 26 publications

Analysing the preferred characteristics of frontline employees dealing with customer complaints

Analysing the preferred characteristics of frontline employees dealing with customer complaints

The formation of trust and commitment in business relationships in the Middle East: Understanding Et-Moone relationships

Motives for dissolution in export relationships: evidence from the UK

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