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Abstract
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Abstract
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Abstract
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Abstract
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This paper aims to discuss the use of student affairs professionals in short-term, faculty-led study abroad programs to enhance student experiences, support faculty by taking over…
Abstract
Purpose
This paper aims to discuss the use of student affairs professionals in short-term, faculty-led study abroad programs to enhance student experiences, support faculty by taking over the “student support” role, and manage risk.
Design/methodology/approach
This is a conceptual paper that introduces the value that student affairs professionals can bring to the study abroad context. A short case study is embedded.
Findings
Although conceptual, this paper identifies the benefits of a partnership between student affairs and academic affairs in the study abroad context.
Research limitations/implications
This paper is not empirical.
Practical implications
The practical implications of using student affairs professionals in the study abroad context include enhanced student experiences through both pre-departure preparation and ongoing reflection, increased support for faculty which may result in less faculty burnout and stress, and additional staff to help mitigate and manage risk.
Originality/value
The collaboration between student affairs and academic affairs in the study abroad context has only been addressed in one other manuscript (from 2005). There is a great potential value in developing partnerships between these two divisions with respect to study abroad.
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Kevin M. McNeilly and Terri Feldman Barr
This study of professional accounting firm clients identifies a set of common expectations, examines the opportunities to exceed expectations, and considers the potential of…
Abstract
Purpose
This study of professional accounting firm clients identifies a set of common expectations, examines the opportunities to exceed expectations, and considers the potential of exceeding expectations and “delighting” clients.
Design/methodology/approach
Using a subsample of accounting firm clients, common activities and behaviors thought to have the greatest potential for delivering exceptional service were identified. Two larger samples of business clients in the US Midwest were interviewed and they rated their accounting service provider on eight activities and then described an outstanding service encounter.
Findings
Descriptive statistics showed that the strongest service expectations involve meeting deadlines, relating well to the client's employees, being available, and being knowledgeable about the client's firm and industry. The content analysis of the open‐ended question identified competency and expertise as areas where expectations were exceeded. Comments identified a few instances of client “delight.”
Research limitations/implications
Sample size and the focus on one industry was a limitation. Given the competitive nature of professional services today, more studies from a variety of service providers in multiple settings (domestic and foreign) need to be conducted to assess whether other service providers exceed expectations and how they delight their clients to keep their loyalty.
Originality/value
The results indicate that service providers are meeting and exceeding client expectations, but may stop short of delighting them. The study found that there is no one way to create delight. Service providers need to know what causes client problems and listen to their desires, so that these clues can provide direction as to ways to create delight through cost‐effective endeavors.
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Abstract
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Terri Feldman Barr and Kevin M. McNeilly
Professional service organizations are finding themselves increasingly involved with marketing in order to develop and maintain relationships with their clients. Restricted by…
Abstract
Professional service organizations are finding themselves increasingly involved with marketing in order to develop and maintain relationships with their clients. Restricted by professional standards, and hindered by a lack of experience, firms are struggling to understand marketing and implement marketing programs. Nowhere is this struggle more evident that in the accounting profession, where firms are regulated by professional standards and guidelines. Based on a series of one‐on‐one interviews with accounting professionals, American Institute of Certified Public Accountants standards and guidelines, and information from both practitioner and academic literature, this research identifies the extent to which firms are following the prescriptive advice. Discussions of initiatives are provided as guidelines for further implementation of marketing strategies in the accounting profession and other professional service firms that are following in the accountants’ footsteps.