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

2. 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

3. 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

4. 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

5. 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.

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

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

8. 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

9. 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

10. 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

11. 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)

12. 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.

13. 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

14. 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

15. 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.

16. 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.