Service level objective

About: Service level objective is a research topic. Over the lifetime, 7894 publications have been published within this topic receiving 218701 citations.

Truths and Myths in Service Quality

Abstract: Truths and myths in service quality are presented under five headings. The first concerns the alleged differences and similarities between goods and services and what impact these have on quality management. The second explores the question: Does service quality cost or is quality free? A major problem with service quality is variability and limited capability and robustness of the service production process; this is treated as issue three. The fourth issue presents the “love factor”, referring to the fact that particularly in some service areas‐the care sector and education being obvious examples – quality can only be created if the services provider demonstrates more than objective skills and perfect systems; there is need for a loving and caring relationship with the customer. Finally, the “peanut syndrome”, which addresses the question of how high customer expectations should be raised, is noted.

Perceptions, corrections and defections : implications for service recovery in the restaurant industry.

Abstract: Focusing on service failures can assist organizations in improving service quality and improving long‐term customer retention. This study examined consumer perceptions of their personal service failures experienced in the restaurant industry. While the study found a large percentage of the respondents to be very “forgiving” with respect to returning to the restaurant where they had experienced a failure, the data also indicate that those less likely to return had, in fact, perceived the failure as major and had judged the method the restaurant used to recover the failure as not very good. Implications are for identifying failure points in the service delivery process and identifying methods to prevent, as well as recover, these failures to prevent negative customer perceptions and the ensuing customer loss and potential negative word of mouth.

The Augmented Service Offering for Perceived and Actual Service Quality

Abstract: Although the augmented service offering model is a popular descriptive paradigm in marketing, little research has been done to empirically test its relationships with service quality in the service industries. The augmented service offering includes the core services and peripheral services offered by the firm, the service delivery system used to deliver these services, and the related promotional communications with customers. The present research investigates the relationships between these elements of the augmented service offering on one hand, and both measures of actual objective service quality and customerperceived service quality on the other. In general, the results imply the importance of a consumer behavior focus for managing, modeling, or doing research on the augmented service offering. The results also strongly support contingency theory, in that augmented service dynamics and managerial recommendations depend on whether objective service quality or customer-perceived service quality is being considered.

Method and apparatus for providing group calls via the internet

Abstract: Method and apparatus for implementing group calling are disclosed. In one embodiment, the method includes displaying a service provider, a service provider rate for communicating with the service provider, and a real-time indication of whether the service provider is available. The method may further include receiving a request from a first customer to communicate with the service provider and connecting the first customer to the service provider through a link capable of transmitting from the service provider to the first customer. The method may also further include receiving a request from a second customer to communicate with the service provider and connecting the second customer to the service provider through a link capable of transmitting from the service provider to the second customer while the first customer is coupled to the service provider.

Role Theory and the Management of Service Encounters

Abstract: In this article, the contribution of role theory to our understanding and management of service encounters is highlighted. In the first section of the article the focus on social exchange within role theory is identified and commonalities between relational approaches to marketing and a role theoretical perspective are outlined. Thereafter the article outlines the specific contribution of role theory to our understanding of service encounters. Role theory, it is argued, permits better management of the interactive features of service provider-client interface and a clearer focus on role performance and the interpersonal dimensions of service quality. Role analysis offers both focus on role consistency in service provision and a framework for dealing with the uncertainty and evolution in long term service relationships. In services marketing, role can be incorporated as a factor in successful service performance and form a central framework for good service encounter management.