Customer satisfaction and service quality in UK financial services

Maddern, Harry; Maull, Roger; Smart, Andi; Baker, Paul

doi:10.1108/01443570710775838

Cited by 93 publications

(103 citation statements)

References 46 publications

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“…Establishing and maintaining a process configuration that produces effective outputs drives customer satisfaction and loyalty over time (Johnston and Clark 2005) and, therefore, leads to increased profitability (Heskett et al 1994). A longitudinal case study in the banking industry, for example, shows that process management supports enhanced service quality and increased customer satisfaction (Maddern et al 2007). Overall, empirical research has vastly supported the relationships between process design, customer satisfaction, and profitability (Ittner and Larcker 1998).…”

Section: Introductionmentioning

confidence: 96%

Four archetypes of process improvement: a Q-methodological study

Ponsignon

Maull

Smart

2013

International Journal of Production Research

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This paper explores the process improvement approaches of organisations. It seeks to identify process redesign principles and the combinations of these principles that are used successfully in industry. We use Q-methodology to explore the viewpoints of a range of highly-experienced process experts about the success of 16 improvement practices. Qmethodology enables the examination of the similarities and differences in the success of the improvement principles used by organisations in order to inform archetypes of process improvement. Overall, our findings suggest that process improvement is determined through the application of two foundational principles combined with one of four archetypes. 'Remove non-value-adding tasks' and 're-sequence tasks' are described as foundational principles of process improvement, whilst outsourcing needs to be approached with caution. Furthermore, we articulate four distinctive archetypes comprising unique configurations of improvement principles that can be used to redesign operational processes. Based on this evidence we propose a typology of process improvement. This work suggests that rather than adopting generic improvement frameworks, managers should consult the typology to determine the archetype in closest proximity to their specific requirements. This study has several limitations including the small number of items populating the concourse and the fact that implementation problems are not taken into account.

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Section: Introductionmentioning

confidence: 96%

Four archetypes of process improvement: a Q-methodological study

Ponsignon

Maull

Smart

2013

International Journal of Production Research

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“…Consequently, while good process management is central to the performance of service organisations (Maddern et al, 2007), few empirically derived principles of process design are available to managers involved in service delivery. This may go some way towards explaining why business process design is difficult in practice with published estimates for success averaging ca.…”

Section: Process Design In the Bpm Literaturementioning

confidence: 99%

“…It has been suggested that BPM helps companies develop and sustain competitive advantage in the long run (Hung, 2006). For example, a longitudinal case study conducted by Maddern et al (2007) demonstrates that applying BPM principles contribute significantly to improving service quality and customer satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Process design principles in service firms: Universal or context dependent? A literature review and new research directions

Ponsignon¹,

Smart²,

Maull³

2012

Total Quality Management & Business Excellence

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The aim of this article is to assess whether process design principles derived from best practices are universally applicable to service organisations or context dependent. This is achieved through a comprehensive review of the Business Process Management (BPM) and Operations Management (OM) literatures. Our comparison of the existing bodies of knowledge in these disciplines reveals major inconsistencies in how the topic of process design in service environments is addressed. Drawing on the more mature, contingencyoriented OM literature we challenge the BPM discipline which prescribes that process design principles derived from best practices are universally applicable irrespective of the context in which the service organisation operates. The results strongly suggest that in the business process design area one size does not fit all service organisations and that some design principles fit better under certain contextual conditions. We then use these findings to 2 develop a contingency conceptual framework and associated research propositions linking the firm's service strategy context to the use of particular business process design principles. This extends existing theory and provides a platform for future process design research in service organisations that is more closely aligned with the needs of practitioners.

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“…Hence, a fundamental BPM tenet is that processes should be managed from an understanding of customer needs (Smith and Fingar 2003). A practical implication of this principle is that BPM requires the management of processes on an 'end-to-end' basis, from customer initial contact to the fulfilment of customer needs (Maddern et al 2007). Such a postulate suits the service sector notion that a service process is always triggered by the customer and must provide results to a customer (Fließ and Kleinaltenkamp 2004) and, in theory, once the process is started a series of organisational resources are set in motion so that the customer gets, in the end, what he or she needs according to his or her expectation.…”

Section: The Need For a Systemic Perspectivementioning

confidence: 99%

“…By adopting BPM, companies hope to design totally customer-focused business processes, integrating all the resources needed to delight customers and eliminate inefficiencies that compromise the quality of the service (Smith and Fingar 2003). However, recent research suggests that although most companies are managing processes well within local business units, just a few are successfully managing 'end-to-end' processes across business units, from first customer contact right through the fulfilment (Maddern et al 2007). Differently from manufacturing, service processes can become invisible.…”

Section: Introductionmentioning

confidence: 99%

The systemic perspective of service processes: underlying theory, architecture and approach

Batista

Smart

Maull

2008

Production Planning & Control

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As competition in the service industry grows, delivering high-quality service to meet customers' needs and expectations becomes paramount. In order to achieve a thorough understanding of customers, companies are increasingly adopting Customer Relationship Management (CRM) initiatives. However, CRM does not have the process reach necessary to cope with complex and cross-functional processes. This problem is better handled by Business Process Management (BPM) initiatives, which, by their turn, struggle to built-in customer intelligence in their systems. Based upon systems theory, we discuss the roles of CRM and BPM in an integrated approach to deliver customer fulfilment. As the evolution of service-oriented approaches requires us to consider both customer interactions and experiences as key elements of service processes, we present a broader perception of service processes involving these two perspectives. Also, we discuss the architecture of a customer-facing system comprising customer processes that are aimed at better dealing with customer interactions.

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Customer satisfaction and service quality in UK financial services

Cited by 93 publications

References 46 publications

Four archetypes of process improvement: a Q-methodological study

Four archetypes of process improvement: a Q-methodological study

Process design principles in service firms: Universal or context dependent? A literature review and new research directions

The systemic perspective of service processes: underlying theory, architecture and approach

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