User Antecedents, CRM Implementation and Impact on Customer Outcomes in Jordanian Service Industry

The implementation of Customer Relationship Management (CRM) has become increasingly important to scholars and practitioners over the last two decades. This study examined the relationships between user antecedents, CRM implementation, and customer outcomes. Its aims were to identify CRM user antecedents, explore the impact of these antecedents on CRM implementation, and examine the connection between CRM implementation and customer outcomes: loyalty, retention, and satisfaction. A quantitative method was employed consisting of a structured questionnaire. A total of 290 completed questionnaires were returned and analyzed with structural equation modelling techniques. The results indicated there were significant positive relationships between four out of five antecedents and CRM implementation; however, an impact of user involvement was not supported by the data. CRM implementation was also found to positively affect all three customer’s outcomes: loyalty, retention, and satisfaction. These findings are of practical and theoretical value to practitioners, customers, and policy makers

Exploring the role of service touchpoints on the path to financial, behavioral and relational customer outcomes: insights from a B2B service context

Purpose The purpose of this study is to examine how and to what extent customer-provider service touchpoints impact business customer perceptions and outcomes in the context of long-term business-to-business (B2B) service relationships. To this end, the authors will assess the chain of effect path for different service touchpoints between business customers and service providers – and the long-term impact both on customer perceptions and financial, behavioral and relational outcomes. Design/methodology/approach Enabled by a five-year panel data set, seemingly unrelated regression model methodology is applied to test the proposed conceptual framework. Data are obtained for a sample of 2,175 B2B insurance service companies between 2013 and 2017. Findings Study results shed light on the significance of the sales force in B2B settings, as one of several key service touchpoints – together with firm expertise, service reliability and excellence – driving robust relationships, profitability and cross-buying. Firm-initiated contacts and tangible touchpoints are proven to be ineffective – even damaging in some instances – in terms of driving business customer perceptions. Originality/value The paper delivers empirical evidence providing insight on how service touchpoints and business customer perceptions have a long-term impact on customer outcomes. This has yet to be addressed in B2B service settings – despite being of vital interest to marketers, as the longitudinal approach of the research aids service firms in gaining a better understanding of company-customer touchpoints and the extent to which different factors have a decisive, lasting impact on B2B customer outcomes.

From service-dominant orientation to positive customer outcomes: a self-determination model in the custom travel service context

Purpose Drawing on self-determination theory and insights from the literature on service-dominant (S-D) logic and value co-creation, this paper aims to investigate the impacts of an S-D orientation on positive customer outcomes (i.e. customer participation behaviors, customer citizenship behaviors and quality of life) and the underlying mechanisms of these effects. Design/methodology/approach Custom travel service (CTS) was chosen as the research setting. In total, 303 valid questionnaires were gathered from tourists in China. The partial least squares structural equation modeling approach was used for model estimation. Findings Tourism firms’ S-D orientation positively influences customer participation behaviors via customer psychological need satisfaction (i.e. perceived autonomy, competence and relatedness), customer citizenship behaviors via perceived relatedness and customer quality of life via perceived autonomy and perceived competence. Research limitations/implications Although the impact of S-D orientation is studied in the CTS context, this study illustrates how firms embracing S-D logic can facilitate value co-creation and customer quality of life, presenting a more precise picture for academics and practitioners. Originality/value This paper is the first attempt to empirically examine the relationships among S-D orientation, customer value cocreation and quality of life. The relevance of customer psychological need satisfaction is acknowledged in this study.

C.H. Robinson Uses Heuristics to Solve Rich Vehicle Routing Problems

We consider a broad family of vehicle routing problem variants with many complex and practical constraints, known as rich vehicle routing problems, which are faced on a daily basis by C.H. Robinson (CHR). Because CHR has many customers, each with distinct requirements, various routing problems with different objectives and constraints must be solved. We propose a novel framework for solving rich vehicle routing problems, which we demonstrate is effective in solving a variety of different problems. This framework, along with a simple user interface, has been wrapped into a new module and integrated into the company’s transportation planning and execution technology platform. Since its implementation, this new module has outperformed the previously used third-party technologies at CHR, significantly reduced setup times, and improved users’ productivity as well as customer outcomes.

Examining the consequences of adaptive selling behavior by door-to-door salespeople in the Korean cosmetic industry

PurposeThis paper aims to assess the effect of adaptive selling behavior on customer outcomes, mutual outcomes and salesperson outcomes.Design/methodology/approachThe respondents were salespeople and customers in selected door-to-door cosmetics companies in South Korea. A questionnaire was used to collect the data. Structural equation modeling was used to analyze the data in this study.FindingsFindings show that adaptive selling behavior positively affects customer satisfaction, customer loyalty, sales performance, job satisfaction and relationship quality. These findings suggest that adaptive selling is crucial for the firm's survival depending on the industry and the product. Additionally, unlike previous studies, the authors use salespeople's self-reporting responses and customer-reporting of salespeople, which further enhances the richness and uniqueness of the results.Originality/valueStudies investigating mutual outcomes of adaptive selling behavior are scarce. The study also emphasizes that adaptive selling behavior enhances salesperson outcomes and customer outcomes and primarily uses dyadic data between door-to-door salespeople and their customers, which is not very common.

Service-oriented human resource practices and customer outcomes: the service-profit chain perspective

PurposeBased on the service-profit chain perspective, this study investigates whether service-oriented human resource practices can enhance customer outcomes through motivational mechanisms (i.e. intrinsic/extrinsic satisfaction) as well as emotional mechanisms (i.e. emotional labor strategies).Design/methodology/approachThis study collected paired data from 220 service workers and their customers at different time points from 80 service firms. Multilevel path-analysis was conducted to test the proposed hypotheses.FindingsOur results indicate that firm-level extensive training is positively related to service workers' intrinsic job satisfaction, which in turn increases deep acting. In addition, firm-level incentive compensation is positively associated with service workers' extrinsic job satisfaction, which in turn reduces surface acting. Finally, service employee's deep acting enhances customer loyalty and willingness to recommend via customer satisfaction.Practical implicationsThe service organization should (1) stress the importance of incentive compensation to decrease surface acting via enhancing extrinsic job satisfaction and (2) provide extensive service training to improve service employees' intrinsic satisfaction and deep acting, leading to favorable customer outcomes.Originality/valueThe present study identifies the critical roles of motivational and emotional mechanisms in transferring service-oriented human resource practices to customer outcomes and employing rigorous research design to enhance the internal/external validity of our findings.

Customers' perceptions of returning items purchased online: planned versus unplanned product returners

PurposeThe purpose of this study is to address two issues relevant to those managing product returns: (1) how customers perceive the returning process and assessing the extent that these perceptions have on satisfaction with the organization, loyalty and word-of-mouth (WOM) and (2) are these outcomes moderated by whether customer returns were planned or unplanned?Design/methodology/approachThe data consisted of 21 semi-structured interviews (pilot study) and a quantitative survey (n = 384; main study) targeted at consumers who had bought fashion items online.FindingsQualitative insights revealed that perceptions of the returning experience are driven by monetary costs, convenience, stress and guilt. Quantitative findings showed that the returning experience explains return satisfaction for both planned and unplanned returners, and returning satisfaction explains overall satisfaction and WOM. The noteworthy difference concerns loyalty: although customers that planned to return items are more loyal to the organization, it is the unplanned returners whose loyalty can be significantly increased by better managing the returning process.Practical implicationsReturning products online is increasingly common and thus forms an important part of the customer's overall experience with an organization. Returns management can therefore drive key customer outcomes. Understanding the dynamics between the product return experience, return satisfaction and customer outcomes will help practitioners design and implement more informed returns management strategies. Measures are also presented that assess the cognitive and emotional aspects associated with returning products.Social implicationsReturning products is an increasingly important challenge for online retailers. Understanding what kinds of returning behaviors occur allows companies to design and execute better informed decisions to manage this phenomenon, not only for the sake of firm performance but also for societal and environmental benefits – the triple bottom line.Originality/valueWhile scholars have investigated the relationship between return policies (e.g. free vs fee) and profitability, no prior literature has examined the returning experience: how consumers perceive the returning process; motivations for their returns (whether returns were planned or not) and subsequent customer outcomes.

Using diversity, equity and inclusion to drive outcomes at CareerStaff unlimited

Study level/applicability This case was designed not only for MBA and executive education but also undergraduate courses in human resources (HR), leadership development, HR metrics and change management. It is ideal for introducing the concepts of diversity, equity and inclusion (DE&I), the balanced scorecard and talent retention. Subject area The case deals with initiating and integrating DE&I programs into a company. It highlights how and when to start, change management issues during roll-out and convincing senior leadership why a program such as the one the protagonist started adds value to an organization. Case Overview In early 2018, Kate McKinnon, AVP of HR for CareerStaff Unlimited (CSU), a temporary staffing company and division of Genesis HealthCare, reflected on the late 2016 decision to develop women for leadership roles at the company. With a rather unconventional implementation of the Women’s Leadership Group (WLG), Kate successfully developed fifteen female individual contributors, many of whom were promoted to leadership roles by early 2018. Kate was concerned about maintaining the momentum necessary to continue (and expand) the program of identifying, developing, promoting, and retaining women and other diverse employees across the company. She also wanted to measure a clear correlation between the WLG and CSU’s financial and customer outcomes. It was time to plan phase two of the program, including further improvement of the DE&I efforts at CSU. Expected learning outcomes The learning outcome of this paper are as follows: focused programs, led by courageous and committed leaders, improve gender equity. DE&I is a business imperative, as much as a legal/risk challenge. To be understood, approved and communicated, HR Initiatives must add value and be aligned with the company strategy along with financial and customer outcomes. People development and growth contribute to top talent retention. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Social implications Given the issues the USA is encountering after the George Floyd death and protests, this is a good way to demonstrate how courageous leadership can start to facilitate change in organizations. Subject code CCS 6: Human Resources.

Service conversation: advisory, relational and transformative approaches

Purpose The marketing literature on service conversation in dyadic services has elaborated two approaches. An advisory approach involves providers giving customers expert advice on how to advance difficult projects. By contrast, a relational approach involves providers exchanging social support with customers to develop commercial friendships. Inspired by the transformative turn in service research, this study aims to develop a third approach, one that helps customers to cultivate their own agency, potential and well-being. Design/methodology/approach The emergent model of service conversation is based on in-depth interviews with providers and clients of mental health services, including psychological counseling, psychotherapy and personal coaching. Findings A transformative approach to service conversation involves the iterative application of a complementary pair of conversational practices: seeding microtransformations by asking questions to inspire new ways of thinking, feeling and acting; and nurturing microtransformations via non-evaluative listening to affirm customers’ explorations of new possibilities. This pair of practices immediately elevates customers’ sense of psychological freedom, which, in turn, enables their process of self-transformation, one microtransformation at a time. Practical implications This study offers dyadic service providers a conceptual framework of advisory, relational and transformative approaches to service conversation for instrumental, communal and developmental service encounters, respectively. This framework can help dyadic service providers to conduct more collaborative, flexible and productive conversations with their customers. Originality/value Three approaches to service conversation – advisory, relational and transformative – are conceptually distinguished in terms of their overall aims, provider practices, customer experiences, customer outcomes, allocations of airtime, designations of expertise, application contexts, prototypical examples and blind spots.