2007
DOI: 10.1111/j.1467-8691.2007.00438.x
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Exploring the Effect of Cognitive Biases on Customer Support Services

Abstract: In order to meet the increasingly more complex needs of customers and respond to decreasing product margins, product-oriented firms have developed a growing interest in extending their service business. Over the last couple of years, most product-oriented companies have explored the numerous opportunities offered by traditional customer service and productrelated services. Currently, these opportunities have reached a certain level of maturity. A number of practitioners and theorists stress the growing importa… Show more

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Cited by 18 publications
(8 citation statements)
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“…The customers' interest in increasingly outsourcing parts of their operations goes hand in hand with their desire to avoid heavy investments in machinery or equipment (Belz and Wuensche, 2007;Gebauer, 2008;Gebauer et al, 2010). Correspondingly, beyond giving support to the customers in the financing and the operating of machinery or equipment that is, however, still owned by the customers, some research concerning integrated solutions indicates that there is a development toward selling the machinery or equipment's performance instead of conventionally selling the machinery or equipment itself (Brady et al, 2005;Davies, 2004;Davies et al, 2007;Gebauer et al, 2008;Windahl et al, 2004). In accordance with this trend, former machinery or equipment suppliers -after having undergone a continuous modification of their traditional role -are currently adopting tasks that go beyond the role of mere solution providers: they are becoming performance providers Möller, 2007, 2008).…”
Section: Introductionmentioning
confidence: 99%
“…The customers' interest in increasingly outsourcing parts of their operations goes hand in hand with their desire to avoid heavy investments in machinery or equipment (Belz and Wuensche, 2007;Gebauer, 2008;Gebauer et al, 2010). Correspondingly, beyond giving support to the customers in the financing and the operating of machinery or equipment that is, however, still owned by the customers, some research concerning integrated solutions indicates that there is a development toward selling the machinery or equipment's performance instead of conventionally selling the machinery or equipment itself (Brady et al, 2005;Davies, 2004;Davies et al, 2007;Gebauer et al, 2008;Windahl et al, 2004). In accordance with this trend, former machinery or equipment suppliers -after having undergone a continuous modification of their traditional role -are currently adopting tasks that go beyond the role of mere solution providers: they are becoming performance providers Möller, 2007, 2008).…”
Section: Introductionmentioning
confidence: 99%
“…Correspondingly – even if the aforementioned change toward solution provision has already significantly extended the responsibilities of machinery or equipment manufacturers – the change is still on‐going. Over the last years, a broad range of publications raised examples of solution providers that were retaining the ownership and selling only the performance of the machinery or equipment (Brady et al , 2005; Davies, 2004; Davies et al , 2007; Gebauer et al , 2008; Windahl et al , 2004). This emerging business is driven by the tendency of customers to reduce their investment in increasingly capital‐intensive machinery or equipment (Belz and Wuensche, 2007) by outsourcing parts of their operations (Gebauer, 2008; Gebauer et al , 2010).…”
Section: Introductionmentioning
confidence: 99%
“…Since in manufacturing industries the performance provider may also take over the operation responsibility from the customer, he potentially enters into competition with other customers. As these customers may thus ascribe a lack of neutrality to the performance provider, he at first faces the strategic risk of losing other customers by providing PBC extensively (Gebauer et al , 2008; Helander and Möller, 2007, 2008). However, – referring to the by now well‐known service contracts that reduce the customer's risks (Bowen et al , 1989) – PBC constitutes such a concept where the performance provider takes over additional tasks – and correspondingly – additional risks from the customer (Lay et al , 2009; Reinartz and Ulaga, 2008).…”
Section: Introductionmentioning
confidence: 99%
“…The research addressing this trend has been predominantly based on case studies (Auramo and Ala-risku, 2005;Brax, 2005;Davies et al, 2007;Gebauer et al, 2008;Malleret, 2006;Windahl et al, 2004). So far, only a few quantitative studies (Neely, 2008;Fang et al, 2008;Gebauer, 2008) have been the exception to this.…”
Section: Introductionmentioning
confidence: 99%