Abstract
PurposeThe paper seeks to evaluate the drivers of customer satisfaction (CS), specifically exploring the impact of business process management (BPM) on service quality and CS.Design/methodology/approachA longitudinal case study uses quantitative and qualitative data to test six propositions derived from current literature.FindingsAnalysis confirms the role of staff satisfaction and service quality as key drivers of CS, suggested in the service profit chain, but proposes a more complex set of relationships. Technical service quality (TSQ) is found to play a critical role in determining CS and a strong causal link is found between TSQ and BPM.Research limitations/implicationsFindings are based on a single case, in a fast‐changing sector.Practical implicationsFindings suggest that managers should focus on TSQ as a priority. End‐to‐end BPM is identified as a key enabler of TSQ.Originality/valueThe research challenges the adequacy of the service profit chain and the emphasis on soft factors evident in much of the existing marketing and service operations literature. In examining the drivers of CS, this research offers an alternative perspective which places BPM at the centre of the debate.
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