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This paper is concerned with the relevance of knowledge management to operational managers within organisations. The consequences of taking a knowledge‐based view of the organisation are examined, with examples drawn from different process types (knowledge‐based manufacturing and service).

The study investigates the roles and capabilities likely to be required of customer service professionals (CSPs) in future service encounters. Following a literature review and the results from customer focus groups, a matrix for future customer service roles is developed in which the domains of technical interaction and emotional interaction are displayed. The matrix is tested against interview data from executives in leading service organisations and four key CSP roles are developed, corresponding to the customer service domains displayed in the matrix. The study concludes with a discussion of these four roles and the management implications of the study.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001269. When citing the article, please cite: Colin Armistead, Graham Clark, (1991), “A Framework for Formulating After-sales Support Strategy”, International Journal of Operations & Production Management, Vol. 11 Iss 3 pp. 111 - 124.

Reports the results of a survey of manufacturing managers to assess their perception of the changing manufacturing task and the role of the manufacturing manager. Within this context investigates the contribution of new manufacturing techniques and approaches, the involvement of manufacturing staff in service factory roles and the steps to increase integration across the value chain on manufacturing performance.

Discusses a survey mailed to some 3,000 managers to ascertain how service managers approach the management of resource capacity to satisfy the demand for their type of business, and how this process impacts on their ability to maintain a constant delivery of the most important features of service quality. Reviews the results in respect of important features of service quality, management of service delivery process recovery from mistakes and the and the management of service quality.

For some time there have been models for considering manufacturing strategy which focus on the product but which essentially ignore dimensions of aftersales support. This article presents a framework for formulating and reviewing an after‐sales support strategy and links it to a manufacturing strategy model to produce a comprehensive strategy for customer satisfaction over the lifetime of a manufactured product.

Asserts that service is about people ‐ people who deliver good service to their customers. Contends that these service providers perform best when they are led and encouraged by supportive front‐line managers, and that most quality failures are management failures. Discusses the role of the front‐line manager and suggests ways in which he can give a clear lead. Considers that excellence through system design can only be achieved by managers with a front‐line mentality. Asserts it is the task of the manager to ensure that peer group influence conforms to the objectives of the service organization and that managers must take measures to encourage customer‐service teams. Concludes that quality of service can only be obtained through front‐line managers.

Describes how the increasing emphasis on customer service‐based performance measures changes the way in which we need to manage operations along the total supply chain from raw materials to end user. Senior managers at Caterpillar, General Motors, ICL, Philips and Rank Xerox were interviewed about the steps that they have taken to achieve greater supply chain integration and the problems to be overcome before further progress can be achieved. Describes the changes that have been necessary to achieve greater supply chain integration and discusses the likely impact of these changes on the future role of the operations manager.

Service organisations must produce and deliver a service package which matches the expectations of their customers. A framework for a service operations strategy, its analysis and measurement, is provided. The service operations task is defined; the means of achieving the objectives of the task – the service production and delivery system – is detailed; and the operational factors affecting the running of a system are addressed. A case example of the applications of a service operations strategy is provided.

Outlines a workshop approach to evaluating service delivery in order to improve customer service, as well as developing a service strategy and designing delivery systems consistent with this strategy. Describes the tools used in the workshop ‐ particularly the ′Service Triangle′. Sums up the benefits of such a workshop in evaluating service delivery.