گزینه های استراتژی خدمات به مشتری : یک مطالعه موردی چندگانه در یک محیط B2B
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|11707||2004||10 صفحه PDF||سفارش دهید|
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|شرح||تعرفه ترجمه||زمان تحویل||جمع هزینه|
|ترجمه تخصصی - سرعت عادی||هر کلمه 90 تومان||9 روز بعد از پرداخت||481,500 تومان|
|ترجمه تخصصی - سرعت فوری||هر کلمه 180 تومان||5 روز بعد از پرداخت||963,000 تومان|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Industrial Marketing Management, Volume 33, Issue 7, October 2004, Pages 583–592
This study addresses the question whether customer service actually has order winning potential in B2B situations, which customer service strategies are deployed, and what determines customer service relevance. A literature review was followed by a multiple case study, using 12 organizations from different industries and from different positions in supply chains. Based on having both problem solving and transfer characteristics, four customer service strategy options are identified: customer integration, customer adaptation, logistical precision, and standard customer service. Many organizations are positioned in the least attractive customer service strategy option: customer adaptation. Partially, this is caused by difficulties in assessing the customer service capability and the customer's sensitivity for customer service. The article concludes with the theoretical and managerial implications.
In 1976, La Londe and Zinser (1976) published their landmark study on the meaning and measurement of customer service. From there on, a vast quantity of articles on customer service appeared in the late 1970s and 1980s (e.g., Sterling & Lambert, 1989 and Tucker, 1994). Following that bulk of articles on customer service, many companies started adopting customer service as an element of the mission statement. Particularly, in the early 1990s, competition in several Dutch industries was increasing sharply. As Parasuraman (1998) notes, this often prompts the traditional product- and production-oriented firms to shift the focus to a more customer-oriented approach. Customer service is seen as a vehicle to achieve this shift in organizational focus. However, providing service, due to its intangible nature and the complex processes involved, requires a distinctly different marketing approach (Hill & Motes, 1995). This leaves industrial organizations struggling with the implementation of customer service programmes. This article investigates the development of customer service strategies deployed by industrial organizations and the impact this has on their marketing strategy. A literature review was done to elaborate upon the concept of customer service, particularly with regard to the effects of customer service, and the models used to implement customer service strategy. Following this, an exploratory study has been conducted to get an initial understanding of the process that firms go through and the decisions underlying that process. Case studies are used as the main research method. Appropriate literature is brought in whenever necessary, for example, when the findings are being discussed, and avenues for future research are outlined.