Showing papers on "Service level objective published in 1990"
Book•
01 Jan 1990
TL;DR: In this paper, the authors construct a model that, by balancing a customer's perceptions of the value of a particular service with the customer's need for that service, provides theoretical insight into customer expectations and service delivery.
Abstract: Excellence in customer service is the hallmark of success in service industries and among manufacturers of products that require reliable service. But what exactly is excellent service? It is the ability to deliver what you promise, say the authors, but first you must determine what you can promise. Building on seven years of research on service quality, they construct a model that, by balancing a customer's perceptions of the value of a particular service with the customer's need for that service, provides brilliant theoretical insight into customer expectations and service delivery.
3,872 citations
TL;DR: The importance of service quality as an indicator of customer satisfaction and organisational performance is widely acknowledged and has led to a major research thrust which has focused on a number of industries within the service sector as discussed by the authors.
Abstract: The importance of service quality as an indicator of customer satisfaction and organisational performance is widely acknowledged and has led to a major research thrust which has focused on a number of industries within the service sector. Some of the research relating to defining and measuring service quality is reviewed and a number of suggestions are made as to how measurement instruments such as SERVQUAL might be improved.
430 citations
TL;DR: In this paper, a synthesized service quality model with managerial implications is presented, which is based on the works of the Nordic and the North American schools of service research, and presents the overall service quality gap as a result of both technical and functional quality gaps.
Abstract: A synthesised service quality model with managerial implications is presented. This synthesised model is based on the works of the Nordic and the North American schools of service research. The model presents the overall service quality gap as a result of both technical and functional quality gaps. The core of the synthesised model is the idea that management must determine both what customers expect and how they expect to get it. Management must plan, implement and control the service offering to limit, reduce, or eliminate service quality gaps.
250 citations
TL;DR: In this paper, a taxonomy of the characteristics of the system/customer interface (direct, indirect, or no customer contact) and the attributes of the service process (rigid or fluid service processes) is presented.
Abstract: The growing importance of service delivery highlights the need for well designed and operated service systems. A frame‐work, developed from the perspective of an operations manager, can aid in the understanding of service production, assist in the identification of appropriate design strategies, and prescribe associated system design choices. The major dimensions of the taxonomy are the characteristics of the system/customer interface (direct, indirect, or no customer contact) and the attributes of the service process (rigid or fluid service processes).
234 citations
TL;DR: In this paper, the authors present a framework for integrating the operations management and marketing approaches within a service operation, focusing on customer satisfaction with waiting time, with the aim of providing improved satisfaction for a given level of resources.
Abstract: Introduces a framework for integrating the operations management and marketing approaches within a service operation. Focuses on customer satisfaction with waiting time, with the aim of providing improved satisfaction for a given level of resources. Provides an application of this methodology by presenting an example in the fast food industry. Concludes with suggestions for extending such a framework to other service organizations.
209 citations
TL;DR: In this paper, the authors explain that two other approaches, negotiation and cooperation, may be more appropriate under certain conditions, such as the characteristics of the external environment (especially the number of service suppliers), the level of organizational resources (e.g., personnel, funds, time, and expertise), and the degree of uncertainty about funding, future events, service technologies.
Abstract: Contracting for public services from public or private suppliers is now a common prescription to improve government efficiency. The competitive bidding model is usually viewed as the ideal contracting process. However, this article explains that two other approaches—the negotiation model and the cooperation model—may be more appropriate under certain conditions. The primary factors that are likely to determine which of the three approaches is most suitable are (a) the characteristics of the external environment (especially the number of service suppliers), (b) the level of organizational resources (e.g., personnel, funds, time, and expertise), and (c) the degree of uncertainty about funding, future events, service technologies, and causal relationships between service outputs and desired outcomes. The main point is that there is no one best way to contract for services; rather, government units should adapt their contracting procedures to both internal external conditions to implement service contracting in an effective manner.
175 citations
TL;DR: In this paper, the authors present a study which has sought to take steps towards increasing both our knowledge of how consumers assess the service product offered by conference hotels, and, at the same time, our understanding of the dimensions of service quality and how they may be measured.
Abstract: This is the report of a study which has sought to take steps towards increasing both our knowledge of how consumers assess the service product offered by conference hotels, and, at the same time, our understanding of the dimensions of service quality and how they may be measured. The authors seek to show how their approach to measuring service quality was developed and refined. Some preliminary findings of the final stage of the study are presented, which identify the key elements that go to make up the perceived quality of the conference hotel service product, utilising the notion of ‘net service quality’.
116 citations
TL;DR: A framework for aservice operations strategy, its analysis and measurement, is provided and a case example of the applications of a service operations strategy is provided.
Abstract: Service organisations must produce and deliver a service package which matches the expectations of their customers. A framework for a service operations strategy, its analysis and measurement, is provided. The service operations task is defined; the means of achieving the objectives of the task – the service production and delivery system – is detailed; and the operational factors affecting the running of a system are addressed. A case example of the applications of a service operations strategy is provided.
96 citations
TL;DR: This paper reevaluates CCM in view of the recent concerns raised about it and offers some extensions which improve the model's performance and proposes a broadened definition of “customer contact” that differentiates between “active” and “passive” contact.
96 citations
TL;DR: In this paper, the authors analyzed the crucial factors that affect quality service in dyadic interactions between service providers and clients/customers, by combining organization theory with agency theory, showing that the quality of service can be affected by dyadic interaction.
73 citations
TL;DR: In this paper, the issue of first name usage as a gesture of friendliness is discussed, and the authors suggest that an understanding of the difference between friendliness and courtesy can help providers to meet customer expectations and improve perceptions of service quality in a variety of service situations.
Abstract: Suggests that an understanding of the difference between friendliness and courtesy can help providers to meet customer expectations and improve perceptions of service quality in a variety of service situations. Focuses on the issue of first‐name usage as a gesture of friendliness which is open to misinterpretation. Notes that this aspect of friendliness has been much debated in the popular press and has been identified as part of consumer service by some service organizations. Concludes that consumers express strong preferences for the level of friendliness they want from any type of service encounter, and that expectations will vary from one service to another and also from one customer to another.
02 Dec 1990
TL;DR: It is shown that in case of the threshold-activated service scenario, it is possible to optimize the service performance by using the statistics of the service requests and customer patience.
Abstract: The key to an economical service is in the sharing of physical resources among the customers. This applies to the information storage and sourcing devices, as well as to the transmission bandwidth. One of the possible solutions to the resource sharing problem is the grouping of customers with similar service requests, and broadcasting the information rather than granting the service individually. The customers' behavior (in particular, the customers' patience) is modeled, and the service performance for different service scenarios is analyzed. It is shown that in case of the threshold-activated service scenario, it is possible to optimize the service performance by using the statistics of the service requests and customer patience. >
TL;DR: In this paper, the authors discuss how the bank views service to customers as the fundamental way to differentiate itself in the market place and describe the adoption of TQM and how NatWest is actively engaged in designing quality processes based on customers' expectations.
Abstract: Provides insights into NatWest Bank′s approach to managing service quality. Discusses how the bank views service to customers as the fundamental way to differentiate itself in the market place. Describes the adoption of TQM and how NatWest is actively engaged in designing quality processes based on its customers′ expectations. Describes the quality service programme. Contends the importance of product knowledge resulted in a reassessment of service delivery. Concludes that quality of service is the differentiator.
TL;DR: Developing an understanding of how service quality improvement and control can be facilitated through the design and management of service delivery systems is the purpose of this article.
Book•
01 Jan 1990
TL;DR: The "customer first" concept was introduced in the British Airways story as mentioned in this paper, and the concept has been used in many other companies, e.g. in finance, advertising, marketing, etc.
Abstract: Part 1 The "customer first" concept what is service? service as strategy knowing your customers knowing your competitors developing vision organizing for service auditing material service auditing personal service what went wrong? summary. Part 2: Planning and running a service programme the importance of ownership where are we now? managing a service business marketing customer service handling customer complaints summary. Part 3: The British Airways story the background the "customer first" campaign the second phase holding gains pitfalls and payoffs.
TL;DR: In this paper, the authors present a five-step plan for achieving service excellence, which includes listening regularly, training employees to meet customers' needs, measuring and rewarding employees' efforts.
Abstract: Discusses the issue of service excellence. Presents a five‐step plan for achieving service excellence. Notes that these steps can also lead to bottom‐line rewards. Summarizes that the keys to a good long‐lasting customer satisfaction programme are listening regularly, training employees to meet customers′ needs, measuring and rewarding employees′ efforts.
TL;DR: In this paper, a transaction matrix is developed that allows placement of any service delivery process with respect to the technology and people interface characteristics, and a prescription for management is presented to allow use of the transaction model in strategic planning and tactical decision making.
Abstract: Most services rely on a real‐time transaction between provider and customer. The nature of this interaction determines an immediate quality perception of the service by the user. In the long term, these cumulative quality perceptions may significantly affect the overall viability of the service and success of the provider firm. A transaction matrix is developed that allows placement of any service delivery process with respect to the technology and people interface characteristics. Selective repositioning within the matrix is shown to influence performance and productivity. A prescription for management is presented to allow use of the transaction model in strategic planning and tactical decision making.
TL;DR: In this article, the authors consider the need imposed by increased competition for manufacturers to move from a traditional reactive service approach based on routine maintenance programmes towards a more strategic customer servicing philosophy based on strategic service management.
Abstract: Considers the need imposed by increased competition for manufacturers to move from a traditional, reactive service approach based on routine maintenance programmes towards a more strategic customer servicing philosophy based on strategic service management. Argues for a complete management audit of company service policies in order to implement a company‐wide service culture. Concludes that the implementation of a service mission developing all relevant factors can enable manufacturers themselves to out‐perform third‐party organizations, thus maximizing opportunities offered in the expanding industrial and business service market.
12 Jun 1990
TL;DR: The author demonstrates an approach to arguing compliance with the policy by interpreting the System V/MLS secure operating system in terms of the service model, and then providing a sketch of an evaluation with respect to the prevent (2, 2) policy.
Abstract: A service model that is framed on the notions of subject priority and object criticality is introduced. The prevent (p, c) denial of service policy is expressed with respect to the service model. The author demonstrates an approach to arguing compliance with the policy by interpreting the System V/MLS secure operating system in terms of the service model, and then providing a sketch of an evaluation with respect to the prevent (2, 2) policy. >
TL;DR: The authors argues that service blueprinting constitutes a major effort, therefore the result should be optimized in terms of value the customer receives, the service mix from the customer's point of view and consistent signals to the organization.
Abstract: Argues that many blueprinting efforts are short‐term in focus and lead to the wrong response. Analyses examples in a range of industries, offering planning approaches and tactics for a successful serviceblueprint. Concludes that service blueprinting constitutes a major effort, therefore the result should be optimized in terms of value the customer receives, the service mix from the customer′s point of view and consistent signals to the organization.
TL;DR: In this paper, the authors define the mix of services to be provided and understand customer needs throughout the entire life cycle of the customer/supplier relationship, and recognize that service is a corporate-wide activity, requiring careful cross-functional coordination.
Abstract: More and more, customer service is proving to be a source of competitive advantage for manufacturing firms, enabling leaders to remain ahead of the pack and providing the added thrust to allow a challenger to attack and overtake the leader. The articulation of the role of service must take place during the formulation of business unit strategy. Defining the mix of services to be provided requires the understanding of customer needs throughout the entire life cycle of the customer/supplier relationship. To be successful in providing those services, management must recognize that service is a corporate‐wide activity, requiring careful cross‐functional coordination.
TL;DR: In this paper, the authors argue that quality service is the key to service productivity and that service productivity becomes more important to understand and improve as economies become increasingly dependent on their service sector.
Abstract: As economies become increasingly dependent on their service sector, service productivity becomes more important to understand and improve. This article argues that quality service is the key to ser...
01 Jan 1990
TL;DR: In all industries, when competitors are roughly matched, those that stress customer service will win this paper, and that is the case in all industries when competitors roughly match each other, regardless of the size of the companies.
Abstract: “In all industries, when competitors are roughly matched, those that stress customer service will win.”
01 Dec 1990
TL;DR: A model of a customer service center using a manufacturing-based interactive simulation language is described to identify the conditions necessary to optimize the level of service to the customer based on the department's goal of answering 95% of the calls within the first three rings.
Abstract: A model of a customer service center using a manufacturing-based interactive simulation language is described. The current customer service center operating conditions were modeled so that 'what if?' scenarios could be analyzed. The objective was to identify the conditions necessary to optimize the level of service to the customer based on the department's goal of answering 95% of the calls within the first three rings. Animation shows call and personnel flow within the system. The model is data driven and the inputs are obtained from the telephone system. The user interacts with the model and databases to test the effects of manpower and telephone system changes. The model records information on the performance of the individuals, bottlenecks, and staffing requirements based on the frequency of incoming calls. The authors describe the approach of data gathering, creating the model, simulating 'what if?' scenarios, and reaching conclusions based on the results. >
TL;DR: The author investigates customer service provisioning problems and flexibility in using the IN FCs, and proposes methods to support integrity control for service development.
Abstract: The author points out that despite the convenience of using functional components (FCs) as service building blocks, service provisioning in the intelligent network (IN) still presents major problems. He focuses on issues of responsiveness to customers. When customers are allowed to provision new IN services, it is necessary to consider whether the set of FCs can be directly used by customers without cause problems and whether the set of FCs of flexible enough to construct the services customers are likely to want. The author investigates customer service provisioning problems and flexibility in using the IN FCs, and proposes methods to support integrity control for service development. For concreteness, he focuses on the set of FCs defined in Bellcores's IN/1+ network. >
Journal Article•
01 Jan 1990
TL;DR: In this paper, the basic principles of product design are described and a unified methodology for specifying and pricing service conditions is outlined, and the pricing of quality attributes enables the utility to price other service options systematically, such as longterm supply contracts, cogeneration, and standby service.
Abstract: This essay reviews the basic concepts of product differentiation as they apply to service design in the electric power industry. Unbundling the quality attributes of service conditions benefits utilities as well as their customers. Each customer gains from new opportunities to match the quality and cost of service conditions to the characteristics of their end uses. A well designed product line of service conditions benefits every customer. The utility benefits from improved operating efficiency and from greater flexibility in meeting service obligations and competitive pressures. In addition, the utility obtains better information for planning investments in generation, transmission, and distribution. Together these features provide a foundation for a utility's business strategy. The basic principles of product design are described and a unified methodology for specifying and pricing service conditions is outlined. We also describe how the pricing of quality attributes enables the utility to price other service options systematically, such as long-term supply contracts, cogeneration, and standby service. 60 refs., 21 figs., 14 tabs.