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Article
Publication date: 1 February 1991

Michael R. Solomon and Michael R. Solomon

Argues that all service encounters can be thought of as sharingcommon elements and common problems. Considers some common issues facedby a variety of personal service providers…

125

Abstract

Argues that all service encounters can be thought of as sharing common elements and common problems. Considers some common issues faced by a variety of personal service providers, maintaining that researchers and managers can understand consumer classification and evaluation of services by comparing functionally dissimilar services. Analyses data from a consumer survey on attitudes to 16different household and personal services. Uses cluster analysis of these services, showing two dimensions, Service Locus and Service Instigation. Examines the relative importance of service attributes across these clusters.

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Journal of Services Marketing, vol. 5 no. 2
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 1 February 2004

Michael R. Solomon

A service is an interactive experience very similar to a theatrical performance complete with actors, props and costumes. And, this is a show that often demands proactive…

2313

Abstract

A service is an interactive experience very similar to a theatrical performance complete with actors, props and costumes. And, this is a show that often demands proactive participation by the audience. These performances occur in a marketspace where managers must pay close attention to contextual cues to insure that the meanings they convey are consistent with the desired service persona. The process of engineering a captivating marketspace demands meticulous attention to the physical evidence consumers will encounter there, whether the service is offered offline or online. Although the delivery of service quality is necessary to prosper in today’s competitive market, it is not sufficient. The rewards of success will accrue to those managers who understand that people do not consume services for what they do, but rather for what they mean.

Details

Managing Service Quality: An International Journal, vol. 14 no. 1
Type: Research Article
ISSN: 0960-4529

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Abstract

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Review of Marketing Research
Type: Book
ISBN: 978-0-7656-1306-6

Available. Content available
Book part
Publication date: 1 January 2005

Naresh K. Malhotra

Abstract

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Review of Marketing Research
Type: Book
ISBN: 978-0-85724-723-0

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Article
Publication date: 1 March 1989

Charles L. Martin and Charles A. Pranter

Describes how customers potentially influence the satisfaction anddissatisfaction of other customers in many service environments.Explains why service marketers and operations…

3222

Abstract

Describes how customers potentially influence the satisfaction and dissatisfaction of other customers in many service environments. Explains why service marketers and operations marketers should be aware of the impact of such customer‐to‐customer relations. Examines the issues of customer compatibility and customer behaviour, finding that the classification of compatible and incompatible behaviours is often situation‐specific. Explores how the way customers affect each other can be positively influenced.

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Journal of Services Marketing, vol. 3 no. 3
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 1 April 2005

Paula Danskin, Basil G. Englis, Michael R. Solomon, Marla Goldsmith and Jennifer Davey

The purpose of this research is to investigate knowledge management in the textile industry specifically through the relationships and interconnections of knowledge management

8639

Abstract

Purpose

The purpose of this research is to investigate knowledge management in the textile industry specifically through the relationships and interconnections of knowledge management systems, strategy and firm performance across the value chain.

Design/methodology/approach

This research examines the process of acquisition, retention, maintenance, and retrieval of knowledge both within the firm through organizational memory and across the value chain. A series of case studies examines how Invista (a Du Pont subsidiary) manages knowledge internally and externally through relationships with downstream partners across a single value‐chain within the textile industry. Qualitative interviews assess the “state of the industry” regarding knowledge management systems.

Findings

Differentiation through knowledge is difficult in practice. Invista has taken the first steps to develop knowledge management systems that connect the internal and external knowledge base to gain competitive advantage. Establishing internal knowledge management systems for organizational memory creates opportunities to minimize knowledge isolation in functional departments and creates a greater base for tacit learning to be leveraged. External knowledge management systems bring value chain members closer together and add value to the product (i.e. increased quality, customer perceptions of brand platforms) throughout the value chain. Active external knowledge systems create opportunities to reap the full benefits of internal knowledge and knowledge from other firms within the network.

Originality/value

This paper describes the process of acquisition, retention, maintenance, and retrieval of knowledge within the firm by improving organizational memory and across the value chain through knowledge management systems to gain competitive advantage.

Details

Journal of Knowledge Management, vol. 9 no. 2
Type: Research Article
ISSN: 1367-3270

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Book part
Publication date: 16 November 2009

Paula Danskin Englis, Basil G. Englis, Michael R. Solomon and Laura Valentine

Knowledge theories have developed over the past 30 years (Polanyi, 1966). However, it is only recently that knowledge has become regarded valuable asset in corporate boardrooms…

Abstract

Knowledge theories have developed over the past 30 years (Polanyi, 1966). However, it is only recently that knowledge has become regarded valuable asset in corporate boardrooms. Knowledge acquisition has become a critical resource for creating and sustaining competitive advantage as the competitive environment continues to intensify (Hitt, Ireland, & Lee, 2000). As with other corporate assets, the processes surrounding the creation and transfer of knowledge must be managed with significant insight to derive the most value from knowledge investments (Bhagat, Kedia, Harveston, & Triandis, 2002; Conner & Prahalad, 1996; Davenport & Prusak, 1998; Edvinsson & Malone, 1997; Stewart, 1997). The purpose of this chapter is to examine the significance of managing knowledge both within firm (internal knowledge) and across the value chain (external knowledge) for small and large firms. First, we review the literature on knowledge management systems and propose some hypotheses for internal and external knowledge management. Next, we present the data and follow this with the results. Discussion of the results follows, and the chapter closes with a number of managerial implications, limitations, and suggestions for future research.

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New Technology-Based Firms in the New Millennium
Type: Book
ISBN: 978-1-84855-783-3

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Article
Publication date: 1 February 1991

Madeline Johnson and George M. Zinkhan

Considers the interaction between customer and provider inprofessional service encounters, where extended person‐to‐persondiscussions frequently take place. Describes an…

476

Abstract

Considers the interaction between customer and provider in professional service encounters, where extended person‐to‐person discussions frequently take place. Describes an experiment in which subjects read and reacted to stories describing such encounters, which included three service variables – competency, outcome and courtesy. Reports on the emotional responses of the subjects, finding that courtesy was responsible for most of the variation in response. Discusses the managerial implications resulting from the study, notably the importance of courtesy in professional service encounters.

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Journal of Services Marketing, vol. 5 no. 2
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 1 March 1992

James H. Leigh and Terrance G. Gabel

Notes how many products are purchased due to their symbolicsignificance to important reference groups. Discusses the concept ofsymbolic interactionism and considers this with…

4125

Abstract

Notes how many products are purchased due to their symbolic significance to important reference groups. Discusses the concept of symbolic interactionism and considers this with regard to consumerbehaviour. Suggests that marketing practitioners can develop symbolic relevance via marketing strategy. Makes recommendations for target market definition and marketing mix options.

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Journal of Services Marketing, vol. 6 no. 3
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 1 February 1990

Michael R. Bowers, Charles L. Martin and Alan Luker

Offers a fresh outlook for managing the delicate interactionbetween the customer and the contact employee in the serviceenvironment. Emphasizes that the quality of the…

1945

Abstract

Offers a fresh outlook for managing the delicate interaction between the customer and the contact employee in the service environment. Emphasizes that the quality of the customer‐employee interfacehas a great effect on customers′ perceptions of the quality and value of the service, as well as on their satisfaction. Suggests a model of how companies can improve this interface by treating employees ascustomers and customers as employees, thus developing lower cost and higher quality services and also higher levels of satisfaction on the part of both customers and employees. Recommends various steps for management to take.

Details

Journal of Services Marketing, vol. 4 no. 2
Type: Research Article
ISSN: 0887-6045

Keywords

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