Antecedents and Consequences of Service Quality in Business-to-Business Services Martin wetzels KO de Ruyter Jos Lemmink 0453611 游姍珊

自我介紹 姓名：游姍珊 LAB：SONY LAB 碩班：交通大學運管系-交通組 大學：交通大學運管系 實習：台鐵暑期實習生

出處 書名 作者 Handbook of Services Marketing and Management CHAP.20 Chair in Marketing and Supply Chain Research, Maastricht University Services Marketing and Management, Digital Marketing and Social Media, Supply Chain Management, Innovation and New Technologies Martin Wetzels Chair in International Service Research, Maastricht University Services; Customer Satisfaction; E-commerce; Marketing of Services Ko de Ruyter Chair in Marketing and Market Research, Maastricht University Marketing of Services; Quality Management in the Services Sector; Services Sector; Brand Name Policy; Consumer Behaviour J.G.A.M. Lemmink

大綱 Introduction Services Quality In Business-To-Business Service Role Stress And Service Quality Service Quality, Relationships, And Customer Loyalty Conclusion And Managerial Implications

Introduction(1/2) Industrial services can be divided into two broad groups (Boyt and Harvey, 1997) Customer services may be the single most important competitive factor in business-to-business environments (Clark,1993) Key issue: The search for an in-depth understanding of the measurement and management of service quality. The contribution of service quality to the establishment and maintenance of long-tern relationships.

Introduction(2/2) Service Encounter Service Quality Organizational Antecedents Relationship Paradigm Customer-Contact Service Employee Service Customer Service Loyalty

Services Quality In Business-To-Business Service(1/2) SERVQUAL instrument

Services Quality In Business-To-Business Service(2/2) Service Quality(Szmigin,1993) “What is actually received by the customer from the service provider” eg. a concept commercial a market report Soft quality Hard quality Outcome quality “Whether the outcome of service process is in line with the objectives of the custom” Quality dimension “The way the service is delivered by the employee(s) of the service provider” eg. the after-sles technician

Role Stress And Service Quality(1/2) Classical role theory Each individual performs a certain role in an organization Cannot be seen in isolation but is related to other roles in the organization Role conflict The simultaneous occurrence of two (or more) sets of pressures such that compliance with one would make more difficult compliance with the other. Role ambiguity The service employee is uncertain about supervisory expectations. Management behavior may also affect role stress experienced by service providers

Role Stress And Service Quality(2/2) Formallzation + - Empowerment Autonomy Role Conflict Outcome Quality Empowerment Competence + - Job Satisfaction Leadership Initialing Structure Role Ambiguity Process Quality Leadership Leader Consideration Group Cohesiveness

Service Quality, Relationships, And Customer Loyalty(1/4) Positive evaluations of service quality instigate customers to favor service providers with their patronage. Affective commitment on the part of the customer may act as a “Moderator”. (Wetzels, 1998) Loyalty remains unaffected over a relatively large range of satisfaction levels that fall below the critical threshold. Single-source suppiers  increased levels of interdependence and switching costs. (Wilson, 1995) Multiheaded customer and seller  business service encounters characterized by multiple interactions. (Gummesson, 1987)

Service Quality, Relationships, And Customer Loyalty(2/4) “Relationship building blocks” Commitment  “the motivation to stay with a supplier or to an enduring desire to maintain a valued relationship.” (Moorman et el., 1992) Trust  “the confidence that relationship partners have in the reliability and integrity of each other” (Morgan and Hunt, 1994) Commitment Affective commitment The extent to which customer like to maintain their relationship with their suppliers. Based on a general positive feeling toward the exchange partner. Calculative commitment A firm’s motivation to continue the relationship because of the non-replacement and no same resources.

Service Quality, Relationships, And Customer Loyalty(3/4) Service characteristics core service peripherial marketing mix elements Relationship building blocks affective commitment ↑ trust ↓ calculative commitment Relationship characteristics account support communication cooperation harmonization Loyalty intention Market characteristics replaceability switching costs switching risks

Service Quality, Relationships, And Customer Loyalty(4/4) 0.167 Affective commitment Loyalty intention 0.384 Offer characteristics 0.296 0.288 0.237 0.264 Relationship characteristics Trust 0.491 0.145 -0.412 0.258 Market characteristics Calculative commitment 0.417

Conclusion And Managerial Implications In business-to-business services, there is more emphasis on the outcome component of service quality. The service employee in business-to-business services plays a pivotal role. Introduced the relationship paradigm to shed some light on the relationships between service quality and customer loyalty.

Conclusion And Managerial Implications Changing the control system in the organization so as to empower employees may have a positive impact. Communication and cooperation as well as introducing customer-oriented account systems can shape customer relationships. Management may change market characteristics by introducing new factors.