Topic
Service recovery paradox
About: Service recovery paradox is a research topic. Over the lifetime, 84 publications have been published within this topic receiving 66033 citations.
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TL;DR: In this article, the authors show that service quality relates to retention of customers at the aggregate level, as other research has indicated, and evidence of its impact on customers' behavioral responses should be detectable.
Abstract: If service quality relates to retention of customers at the aggregate level, as other research has indicated, then evidence of its impact on customers’ behavioral responses should be detectable. Th...
10,574 citations
Book•
26 Sep 1996
TL;DR: Satisfaction: Satisfaction is defined as "the object of desire" as mentioned in this paper, and it is defined by attributes, features, and dimensions of a person's attributes and dimensions.
Abstract: List of Tables List of Figures Preface 1 Introduction: What Is Satisfaction? PART 1 BASIC SATISFACTION MECHANISMS 2 The Performance of Attributes, Features, and Dimensions 3 Expectations and Related Comparative Standards 4 The Expectancy Disconfirmation Model of Satisfaction PART 2 ALTERNATIVE AND SUPPLEMENTARY COMPARATIVE OPERATORS 6 Quality: The Object of Desire 7 The Many Varieties of Value in the Consumption Experience 8 Equity: How Consumers Interpret Fairness 9 Regret: What Might Have Been, and Hindsight (What I Knew Would Be) PART 3 SATISFACTION PROCESSES AND MECHANISMS 10 Cognitive Dissonance: Fears of What the Future Will Bring (and a Few Hopes) 11 Why Did It Happen? Attribution in the Satisfaction Response 12 Emotional Expression in the Satisfaction Response 13 The Processing of Consumption PART 4 SATISFACTION'S CONSEQUENCES: WHAT HAPPENS NEXT? 14 After Satisfaction: The Short Run Consequences 15 Loyalty and Financial Impact: Long-term Effects on Satisfaction Name Index Subject Index About the Author
6,613 citations
Journal Article•
TL;DR: Defection rates are not just a measure of service quality; they are also a guide for achieving it; by listening to the reasons why customers defect, managers learn exactly where the company is falling short and where to direct their resources.
Abstract: Companies that want to improve their service quality should take a cue from manufacturing and focus on their own kind of scrap heap: customers who won't come back. Because that scrap heap can be every bit as costly as broken parts and misfit components, service company managers should strive to reduce it. They should aim for "zero defections"--keeping every customer they can profitably serve. As companies reduce customer defection rates, amazing things happen to their financials. Although the magnitude of the change varies by company and industry, the pattern holds: profits rise sharply. Reducing the defection rate just 5% generates 85% more profits in one bank's branch system, 50% more in an insurance brokerage, and 30% more in an auto-service chain. And when MBNA America, a Delaware-based credit card company, cut its 10% defection rate in half, profits rose a whopping 125%. But defection rates are not just a measure of service quality; they are also a guide for achieving it. By listening to the reasons why customers defect, managers learn exactly where the company is falling short and where to direct their resources. Staples, the stationery supplies retailer, uses feedback from customers to pinpoint products that are priced too high. That way, the company avoids expensive broad-brush promotions that pitch everything to everyone. Like any important change, managing for zero defections requires training and reinforcement. Great-West Life Assurance Company pays a 50% premium to group health-insurance brokers that hit customer-retention targets, and MBNA America gives bonuses to departments that hit theirs.
5,915 citations
TL;DR: For consumers, evaluation of a service firm often depends on evaluation of the "service encounter" or the period of time when the customer interacts directly with the firm as mentioned in this paper. But this evaluation may not be accurate.
Abstract: For consumers, evaluation of a service firm often depends on evaluation of the “service encounter” or the period of time when the customer interacts directly with the firm. Knowledge of the factors...
4,811 citations
TL;DR: In this article, the authors collected 700 incidents from customers of airlines, hotels, and restaurants and used the critical incident method to identify the most frequent service encounter from the customer's point of view.
Abstract: The service encounter frequently is the service from the customer's point of view. Using the critical incident method, the authors collected 700 incidents from customers of airlines, hotels, and re...
4,629 citations