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Process completeness: Strategies for aligning service systems with customers' service needs

Listed author(s):
  • Piccoli, Gabriele
  • Brohman, M. Kathryn
  • Watson, Richard T.
  • Parasuraman, A.
Registered author(s):

    Increasingly, customers are expecting more and better service. As such, enterprises need guidelines and frameworks for addressing these expanding requirements. The concept of process completeness helps us to consider service from the customer's viewpoint; arguably, the only perspective to take. Process completeness is achieved when a firm's service delivery system matches the typical customer's breadth of expectations. While customers think in sets of services (e.g., I need a flight, a hotel, airport parking, wireless Internet), firms think in terms of single services (e.g., we can provide a flight). There are four basic service systems: (1) transaction--execute a basic request and nothing else, (2) process--handling all firm-related service requests through one touch point, (3) alliance--handling service requests through a single touch point via stitching together a static firm-selected alliance of service partners, and (4) agility--handling service requests through a single touch point via stitching together a dynamic customer-selected alliance of service partners. In addition to exploring the four service systems, this article guides executives regarding the selection and implementation of the appropriate service strategy that meets their typical customer's process completeness expectations.

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    Article provided by Elsevier in its journal Business Horizons.

    Volume (Year): 52 (2009)
    Issue (Month): 4 (July)
    Pages: 367-376

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    Handle: RePEc:eee:bushor:v:52:y:2009:i:4:p:367-376
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    1. Adam M. Brandenburger & Harborne W. Stuart, 1996. "Value-based Business Strategy," Journal of Economics & Management Strategy, Wiley Blackwell, vol. 5(1), pages 5-24, 03.
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