Reduce Customer Dissatisfaction Research Articles

Evaluating Service Quality and Business Outcomes Post-Pandemic: Perspective From Hotels in Emerging Market

The impact of the novel coronavirus has been severe, and while crises are impossible to predict, they must be anticipated and planned for in business. However, less is known about the preparedness of emerging markets, particularly in the hospitality industry in Nigeria. Therefore this study seeks to situate the service quality debate within the emerging hotel service arena by exploring service quality and business outcomes in selected hotels within the Ogun East senatorial district, Ogun State, Nigeria. The study adopted the survey research design, which is cross-sectional. A convenience sampling technique was adopted in arriving at the respondents. A total of 232 copies of a questionnaire were received from the customers of twenty hotels in six major towns within the Ogun East senatorial district -Ijebu-Ode, Ago-Iwoye, Ijebu-Igbo, Sagamu, Ilishan-Remo, and Iperu-Remo representing 89.3% response rate. The regression analysis was carried out to test the effect of service quality on business outcomes. The main findings of the empirical study show that there is strong support for service quality to improve business outcomes in hotels. Specifically, service quality significantly impacted both competitiveness and brand recognition, the study's two measures of business outcomes. However, taken individually, the study found that tangibility as a factor showed little impact on outcomes but a strong impact on brand recognition. Similarly, service assurance significantly affected business competitiveness but only mildly impacted brand recognition. The distinct effects of service quality and business outcomes post-pandemic in Nigeria were highlighted. It also provided hotel stakeholders and owner-managers with insights on the need to enshrine service quality management in the corporate policies to reduce customer dissatisfaction and poor business outcomes. It is also essential for hotel operators to stay abreast of the current and future needs of an ever-evolving industry and to meet the demands of guests who are becoming more sophisticated. Innovation and originality are essential to the hotel industry's outcome. This is one of the first studies to provide empirical evidence of the relationship between service quality and business outcomes post-pandemic in Nigeria. The results provide new insights into this relationship and may clarify divergent results found in the literature from other climes

Research on Service Quality Requirements in Camping Area

Abstract This study targeted customers of the W camping area through a questionnaire survey. A total of 75 questionnaires were distributed, and 63 valid questionnaires were issued. According to IPA's analysis, items falling in priority improvement areas include: staff will provide detailed operation instructions, have modern and professional equipment internally, service facilities meet customer needs, and staff can do things right the first time. These four factors are: The item is considered highly valued by customers, but the performance of the W camping area is poor, and the operator should give priority to improvement. In addition, according to Kano analysis, there are 4 efficiency improvement service quality items that can simultaneously increase customer satisfaction and reduce customer dissatisfaction. They are that staff are willing to assist and serve customers, have a bright and clean appearance of facilities, and staff can try their best to assist customers in solving problems. Problems and staff can truly fulfill their commitments to customers. Business operators can continuously improve and maintain good service quality based on these quality items to obtain maximum benefits. JEL classification numbers: M10. Keywords: IPA, Service Quality, Kano Model, Camping Area.

A hybrid returns to scale-DEA model for sustainable efficiency evaluation of urban transportation systems

The urban transportation network has an undeniable role in addressing the economic, social and environmental issues caused by the traffic. Transportation managers seek to use the existing facilities and capacities in an optimal way to increase customer satisfaction. Therefore, it is necessary to develop an approach to evaluate the performance of the urban transportation system to provide service to citizens effectively. This study develops an approach based on the extended version of the data envelopment analysis (DEA) model to measure the nonradial efficiency and super-efficiency of metro-stations considering the sustainability concept. The developed non-radial DEA model considers the hybrid returns to scale the form of technology by combining constant and variable returns to scale assumptions to improve its applicability to identify efficient and inefficient stations. This DEA model also incorporates the non-discretionary inputs and different types of outputs (i.e. undesirable, negative and non-negative) to improve discrimination power and the ability to interpret the results. The findings help decision-makers identify super-efficient stations as a benchmark for future planning and finding the best location to construct metro-stations. Furthermore, this research enables managers to optimally use the resources to increase the transferred passengers, reduce customer dissatisfaction and optimise the annual profit.

Transforming product development and production to be lean for improving business performance

PurposeIn this study, the authors assess the current state of lean product development and the lean production shop floor, along with the impact of the former on process quality and the latter on product quality and customer complaint reduction. The interplay between process and product quality and customer complaint reduction is assessed, along with their impacts on business performance.Design/methodology/approachData were collected from 377 managers working at auto-component manufacturing firms in India. Confirmatory factor analysis was used for scale validation, and structural equation modelling was employed to test the research hypotheses.FindingsThe results of the statistical analyses reveal the positive influence of a lean production shop floor on process quality and lean product development on product quality and customer complaint reduction, and thereby on business performance.Practical implicationsThe findings of this research provide insights into the interplay between lean and quality factors and their influence on customer complaint reduction and business performance. Practitioners can use the proposed model to strategically design unique products and improve the efficiency and effectiveness of the production shop floor, which can help enhance the product and process quality. This can reduce customer dissatisfaction and improve the business performance.Originality/valueFew studies have simultaneously investigated the influence of lean product development and lean production shop floors in the Indian manufacturing context. To the best of our knowledge, this study is one of the first attempts to include customer complaint reduction as a construct in a lean model. It helps identify and prioritise the enablers of business performance and provides valuable insights for practitioners to strengthen lean implementation to attain a competitive edge.

Analysis and Measurement of the hidden elements in the quality cost by using (AHP) approach and its effect on achieving the company's competitive advantage (Case study from Egypt)

The purpose of this study: Analysis and measurement the hidden elements in the quality cost to control and decrease this hidden elements, to achieve the company's competitive advantage and applied it's on the case study from Egyptian firm. In order to achieve the study objectives: We examined the quality cost elements (direct and hidden) in the October Pharma company for medicines and medical supplies - 6th of October City – Egypt , by using Analytic Hierarchy Process (AHP) approach, through Personal interviews with managers and employees and distribute questionnaires to them, to identify the quality cost elements ( direct and hidden) during the production phase and beyond, then analyze the hidden elements in the cost of quality according to its importance to measure the extent of its impact on the total cost of quality in order to achieve the company's competitive advantage. The results of the study : the results in this study indicate that the hidden elements in this company represent a large percentage of the total cost of quality, which requires the company to control and manage it in a good way to reduce it, in order to reduce the cost of quality and then reduce the total cost of products and achieve the company's competitive advantage. Depending on this: this study recommended the necessity of studying all the hidden elements of the quality cost in other Egypt firms with the aim of controlling it to reduce the total cost of quality and improve the company's competitive advantage in the market through reducing customer dissatisfaction and retain them and improve quality and reduce the cost of product

Intelligent Maintenance Systems and Predictive Manufacturing

Abstract With continued global market growth and an increasingly competitive environment, manufacturing industry is facing challenges and desires to seek continuous improvement. This effect is forcing manufacturers to squeeze every asset for maximum value and thereby calls for high-equipment effectiveness, and at the same time flexible and resilient manufacturing systems. Maintenance operations are essential to modern manufacturing systems in terms of minimizing unplanned down time, assuring product quality, reducing customer dissatisfaction, and maintaining advantages and competitiveness edge in the market. It has a long history that manufacturers struggle to find balanced maintenance strategies without significantly compromising system reliability or productivity. Intelligent maintenance systems (IMS) are designed to provide decision support tools to optimize maintenance operations. Intelligent prognostic and health management tools are imperative to identify effective, reliable, and cost-saving maintenance strategies to ensure consistent production with minimized unplanned downtime. This article aims to present a comprehensive review of the recent efforts and advances in prominent methods for maintenance in manufacturing industries over the last decades, identifying the existing research challenges, and outlining directions for future research.

The Understanding Customer Satisfaction on Internet Banking: A Case Study in Indonesia

The study aims to understand factors that contribute to satisfaction in using internet banking services. The research in banking marketing used mix method both qualitative and quantitative. Data were collected from 120 respondents who used internet banking banks in Indonesia by filling out questionnaires. Focus group discussion was carried out to deep the factors that contribute to customer satisfaction. The results showed that convenience and reliability are factors that can reduce customer dissatisfaction and inconvenience quickly and precisely. Reliability factor occupies the main position as the cause of customer dissatisfaction in using internet banking (52.08%) while convenience is the major factor leading to customer satisfaction (61.07%). Customer segments influenced the choice of internet banking services priority expected by the customer

Mitigating the Double‐Blind Effect in Opaque Selling: Inventory and Information

Opaque selling is a marketing strategy under which firms sell end‐of‐the‐season inventory of different products as a single opaque good and customers find out the specific products they actually get only after they have made the purchase. Opaque selling entails a “double‐blind” process: customers do not know the inventory level of each product, and the seller does not know their product preferences. This double‐blind process can result in customer dissatisfaction when customers do not receive the products they were hoping for, and the seller is unable to allocate the right product to the right customer. To reduce customer dissatisfaction arising from the double‐blind process, we examine whether the seller should: (i) reveal its inventory information to customers, (ii) solicit each customer’s product preference, or (iii) charge customers a higher price for removing product uncertainty; that is, sell specific goods and opaque good at the same time. To examine these issues, we analyze a model in which a firm sells two products as a single opaque good. We show that revealing inventory information or soliciting customer preferences results in higher customer surplus, but lower revenue for the firm. We then consider the case when the firm sells specific goods and opaque good at the same time. We show that relative to the case of selling only the opaque good, the firm’s revenue is strictly higher and customer surplus may be higher or lower. Specifically, when the price of specific goods is product dependent, selling specific goods and opaque good at the same time benefits the firm the most when the inventory levels of the two products are relatively balanced and their valuations are strongly skewed. When the price of specific goods is product independent, however, the firm gains the most when the inventory levels are relatively balanced but their valuations are not too strongly skewed. We also identify conditions under which the customer surplus is higher.

A survey on readiness of cloud based queuing management system implementation to mobile users

<span lang="EN-GB">Queuing Management System (QMS) has been used in medical facilities to manage crowd systematically and reduce customer dissatisfaction. However, customers that use conventional QMS needs to be within the facility to have access to the QMS information. With the integration of mobile application and cloud based QMS, customers are able to access QMS information anywhere. However, migrating to a new technology requires a study on the readiness of the system. Hence, the objective of this study is to understand the effect of implementing QMS by investigating the effect of time efficiency, cost efficiency, accessibility, reliability, variety, convenience towards customer satisfaction. 311 respondents were given survey questions with 100% response rate. The results were analysed using Statistical Package for the Social Sciences. For reliability analysis, the survey questions were proven to be valid, where factor analysis done supports the results to be effective for further analysis. Correlation and regression analysis done also show that there are influences between the independent variables and the dependent variable.</span>

Kano모델 및 PCSI지수를 이용한 서비스품질에 관한연구 : 뷔페레스토랑을 중심으로

To investigate the service quality of buffet restaurants, customers who have used buffet restaurants over the past 6 months, analyzed the Kano model through 357 samples, and found that 10 single quality factors, 5 indifferent quality factors and 1 attractive quality factor As a result of the calculation of the customer satisfaction coefficient, the factors that can increase the satisfaction with the satisfaction index value are 'overall value of the dining experience', 'excellent value for price', 'reasonable price', 'discount / coupon / sales promotion' And the overall cleanliness of the food, it is possible to reduce customer dissatisfaction and improve the level of expectation. PCSI indices are calculated to determine the extent to which customers' satisfaction can be improved when the quality factors of the optional attributes are satisfied. From the highest order, 'taste of food', 'freshness of food', 'overall cleanliness' , 'Friendly and friendly employees', etc., And it is classified as a unitary quality factor in the Kano model classification as a whole, and these factors are the factors that give the highest satisfaction to customers when they are improved, so more active efforts are needed.

An analysis into early customer experiences of self-service checkouts: Lessons for improved usability

Abstract The research aims to examine the perceptions of relative novice users of self-service checkouts (SSCOs) and if these perceptions change before, during and following use. Employing a diary approach with 31 respondents relatively unfamiliar with SSCOs, the research will document their experiences with this technology across stationary, hardware and grocery stores in two Scottish cities (Glasgow and Dundee). Findings suggest that the majority of respondents were motivated to use the technology because of time saving and convenience. However, the actual experience of using SSCOs was not always considered quicker when compared to staffed checkouts because of technical issues, lack of staff assistance and the impersonal, sometimes stressful and controlled nature of the cramped SSCO environment. Following post-use reflections, the majority of respondents’ opinions did not change from their initial perceptions and indicated that they would prefer not to use the technology in the future. Based on the findings, this study makes some practical suggestions centring on the design and usability of SSCOs, which may go some way to reducing customer dissatisfaction and frustration with the technology, especially from the perspective of new users of the technology.

Using Kano model to differentiate between future vehicle-driving services

Services are constantly changing with the introduction of new technologies, which affect the service systems of both conventional and autonomous driving. New theories and technologies are also key factors affecting the design and development trends of service models and solutions. Major automobile manufacturers aspire to provide customers with unique services and experiences, resulting in a growing demand for systematic approaches to characterize customer behaviors and scientific methods to accurately interpret data stored in databases. This study proposes a scientific engineering and operation framework for driving services that enables conventional automobile manufacturers to re-evaluate their service models and solutions as they expand into the domain of autonomous driving, integrating customized consumer interactions and mass production efficiency to develop new technologies, and subsequently applying these technologies to innovate their driving services, form service innovation guidelines, and accelerate the development of smart applications for the automobile industry. A Kano two-dimensional model of quality was employed. A Kano questionnaire was administered to analyze consumers' perceived satisfaction concerning different service quality elements; the elements were then ranked in the order of requiring improvement to determine the elements that are essential in conventional vehicles. Finally, suggestions were proposed for improving the service quality of driving products and evaluating driver satisfaction. A total of 56 valid questionnaires were collected from potential buyers of four-door sedans. The questionnaire evaluated respondents’ perceived value and satisfaction of 30 product elements categorized into two groups (specific functions and intangible value-added services) across eight major quality dimensions (basic safety functions, multimedia entertainment systems, information and communication systems, value-added systems, active matching, automatic service systems, hardware–software integration, and customer service and support). In addition, Kano quality categories were statistically analyzed to elucidate whether significant differences existed between groups. Using the Kano quality categories, 30 design elements were classified: 10 as “attractive,” 7 as “one-dimensional,” 3 as “must-be,” 4 as “indifferent,” and 6 as “reverse.” Enterprises can effectively reduce customer dissatisfaction and enhance customer satisfaction based on the quality category of the product and the product improvement order proposed in this study. Relevance to industryThis study determined that using the Kano quality categories, enterprises can effectively reduce customer dissatisfaction and enhance customer satisfaction based on the quality category of the product and the product improvement order proposed in this study.

Redesigning one-warehousen-retailer routing model in inter-store stock transfer operations of an international retail chain distribution

PurposeThe effectiveness of product replenishment and responsiveness of customer service delivery impact largely on satisfaction and retention of customers in retail chain logistics distribution. The fast moving goods in the complex delivery network and limited vehicle resource often lead to long customer waiting time in stock replenishment. With lack of literature systematically reviewing factors affecting retail distribution in inter-store stock transfer services and improving the operations, the purpose of this paper is to analyse and enhance this service for the retail to reduce customer dissatisfaction by developing an integrated quality service improvement methodology and an optimisation tool to improve the product delivery services.Design/methodology/approachThis paper reviews inter-store stock transfer operations and the process capability of an international retail chain, and proposes improvements by integrating Six Sigma, factor analysis, and optimisation modelling. User experience and expectations are evaluated through an empirical survey. A novel principle component factored inter-store stock transfer model is developed to improve replenishment operations. A total of 11 factors affecting inter-store stock transfer delivery time are analysed. An extended model with principal component factors incorporated is developed for the simulation.FindingsTheCpkvalue of 0.51 shows significant difference between the experienced and expected waiting time. With the inter-store stock transfer optimisation model developed, the model assists traffic personnel on the vehicle route planning with multiple pick-up and drop-off locations. The system also ensures the best routing with a minimal travelling time planned, facilitating a reduction of the inter-store stock transfer time, thus improving the customer waiting time. Four significant factors affecting the delivery time are also identified from exploratory and confirmatory factor analysis. The results are analysed with an extended principal component factored inter-store stock transfer model.Practical implicationsThe developed inter-store stock transfer models minimise stock transfer time, increase customer satisfaction, and reduce loss of sales. An integrated service quality improvement methodology has been developed and applied in reviewing significant factors affecting inter-store stock transfer operations.Originality/valueThis paper presents an analysis on inter-store stock transfer operations of an international retail and proposes enhancements on the operations by integrating Six Sigma, factor analysis, and optimisation modelling. A novel principal component factored inter-store stock transfer model is developed to improve the stock replenishment operations.

手机购物顾客满意度的关键影响因素研究

智能手机的普及使得手机购物消费群扩充迅速，了解顾客满意度的关键影响因素对改善移动电子商务企业服务水平的意义重大。首先利用R型系统聚类优化出手机购物顾客满意度的影响因素；其次基于模糊Kano模型并结合熵值法进行属性分类；最后找出影响顾客满意度的关键因素。研究表明：魅力属性因素是提升顾客满意度的关键，如晒单信息、本地化服务、WIFI环境、利用碎片化时间等；期望属性因素是降低顾客不满的关键，如支付安全、账户安全、个人隐私等。 With the prevalence of mobile commerce and the rapid expansion of consumer groups, it is significant to explore critical factors of consumer satisfaction in mobile commerce, which can improve the service quality. Firstly, R-type hierarchical clustering was used to optimize typical factors, which affected customer satisfaction of shopping by mobile phone. Then, attributive classification of factors was conducted based on the fuzzy Kano model combined with the entropy method. And finally found the critical factors for improving customer satisfaction and reducing customer dissatisfaction. The research shows that the shared information, local service, WIFI environment and the use of fragmented time are attractive attributes which can improve customer satisfaction rapidly. Payment security, account security and personal privacy belong to one dimensional attributes, they are key factors to reduce customer satisfaction.

Customer Loyalty in the Indonesian Banking Industry

An investment model approach has been applied to examine customer loyalty. The model consists of three variables—satisfaction, quality of alternatives, and investment size. Customer satisfaction is described as a postconsumption evaluation on the quality of service applying the cumulative approach. Furthermore, the quality of service is measured by five dimensions-tangibles, reliability, responsiveness, assurance, and empathy. All five dimensions constitute the service firm’s readiness to provide each customer with a personal treatment. This study investigates whether all those variables have a significant effect to customer loyalty, which are measured in three dimensions–attitudinal, behavioral, and cognitive. The respondents comprised of 403 customers taken from the top ten Indonesian Banks that are listed with the highest assets. The data is gathered by distributing a questionnaire and analyzed by using Structural Equation Modeling (SEM). The findings of this study indicate that satisfaction and investment size have a positive impact on customer loyalty while, the quality of alternatives shows negative impact. The strongest impact occurs in the investment size variable, followed by the satisfaction and the quality of alternatives having less impact. This study is expected to help bank managers in reducing customer dissatisfaction and achieving customer loyalty in the Indonesian banking industry.

When Sharing Consumption Emotions With Strangers Is More Satisfying Than Sharing Them With Friends

Consumers often share their service experiences with others and, in doing so, may change their evaluation of the experience. In three studies, we analyze the influence of social sharing of consumption-related emotions on the sharer’s satisfaction with the consumption experience and related outcomes. Study 1 demonstrates that the sharing of negative emotions amplifies the sharer’s dissatisfaction. Study 2 shows that the specific nature of the negative emotion (anger vs. regret) and that of the recipient (friend vs. stranger) moderate this negative effect. Study 3 finds that the effects of sharing further depend on whether the recipient is viewed as a prospective customer or not. From a theoretical perspective, the findings contradict the claim that cathartic venting contributes to a person’s relief and well-being. In addition, the assertion that strong ties are better than weak ties does not always hold. The benefits of sharing depend on the specific emotion involved and the recipient’s interests. From a managerial perspective, the findings should help companies devise programs to compensate the negative consequences of service failures. For example, by offering customers the opportunity to express anger to strangers through their corporate websites or social media communities, managers may be able to reduce customer dissatisfaction and thus maintain the relationship. In addition, such opportunities may help the firm identify dissatisfied consumers and, in turn, apply service recovery strategies to retain them.

레스토랑 서비스 제공 단계별 실패에 따른 서비스 회복 노력과 행동의도에 관한 연구

A multistage approach for service recovery enables restaurant managers to do the most effective recovery strategies to reduce customer dissatisfaction and lead to positive behavioral intentions. The purpose of this study was to identify the most effective service recovery strategies in terms of service stage and examine the relationship between service strategies and behavioral intentions. A total of 227 diners examined the customer perceptions to recovery strategies (tangible strategy and intangible strategy) following service failures in each of the four stages:1) reservation and parking, 2) seating and ordering, 3) meal consumption, and 4) payment and exit. The one-way ANOVA showed that intangible strategies were relatively more effective than tangible strategies regardless of service stages. Free meal or free dessert were most effective in service stage 1 and stage 2 whereas correct the failure and reperformance of service found to be the most effective service recovery strategy. Regarding the association between service recovery strategies and behavioral intentions, multiple regression analysis showed that intangible strategies influenced diners' likelihood of positive behavioral intentions whereas tangible strategies lead to diners' willingness to positive behavioral intentions only in service stage 1. The findings enable restaurant practitioners to improve service recovery activities from a service stage perspective.

Reducing Customer Dissatisfaction: How Important is Learning to Reduce Service Failure?

As service failures are inevitable, firms must be prepared to recover and learn from service failures. Yet, the majority of customers are still dissatisfied with the way firms resolve their complaints. Can learning to reduce service failures reduce customer dissatisfaction, and to what extent are such reductions sustainable? Previous research showed that organizational learning curves for customer dissatisfaction (i) follow a U‐shaped function of operating experience and (ii) are heterogeneous across firms. In this paper, I tease out where the U‐shaped learning‐curve effect and learning‐curve heterogeneity originate: service failure or customers' propensity to complain with a third party given the occurrence of a service failure. Using quarterly data for nine major US airlines over 11 years, I find that the U‐shaped learning‐curve effect and the learning‐curve heterogeneity originate in the propensity to complain. In the long term, reductions in service failure did not translate in sustainable reductions in customer dissatisfaction. Customers' propensity to complain eventually went up. Managing the propensity to complain provides more opportunity for a firm to distinguish itself from competitors.

Service Failures in Restaurants

A multistage approach for restaurant service enables managers to determine and focus on the most critical stage of service failure to reduce customer dissatisfaction and defection. A survey of 491 diners in the United States assessed customer reaction to failures in the follow four service stages: (1) reception, (2) ordering, (3) meal consumption, and (4) checkout. The study found that in both casual dining and fine dining restaurants, service failure in stage 3 (consumption) most strongly diminishes overall customer satisfaction, followed by stage 4 (payment and exiting), stage 2 (order taking and delivery), and finally stage 1 (greeting and seating). The relative impact of service failure on behavioral intentions varies by service stage and restaurant type. In casual dining restaurants, service failure in stage 3 had the most effect in diminishing diners’ intent to come back and willingness to recommend the restaurant to others, followed by service failure in stage 4. On the other hand, for fine dining restaurants, service failure in stage 2 was the most critical influence on diners’ likelihood of returning. Additionally, stage 4 was the most important determinant in fine restaurant diners’ willingness to recommend the restaurant to others.

Reducing Customer Dissatisfaction: How Important is Learning to Reduce Service Failure?

As service failures are inevitable, firms must be prepared to recover and learn from service failures. Yet, the majority of customers are still dissatisfied with the way firms resolve their complaints. Can learning to reduce service failures reduce customer dissatisfaction, and to what extent are such reductions sustainable? Previous research showed that organizational learning curves for customer dissatisfaction (i) follow a U-shaped function of operating experience and (ii) are heterogeneous across firms. In this paper, I tease out where the U-shaped learning-curve effect and learning-curve heterogeneity originate: service failure or customers' propensity to complain given the occurrence of a service failure. Using quarterly data for nine major U.S. airlines over 11 years, I find that the U-shaped learning-curve effect as well as the learning-curve heterogeneity originates in the propensity to complain. In the long term, reductions in service failure did not translate in sustainable reductions in customer dissatisfaction. Customers' propensity to complain eventually went up. Managing the propensity to complain provides more opportunity for a firm to distinguish itself from competitors.