Implementation of a customer satisfaction program: a case study

Chien, Te-King; Su, Chin-Ho; Su, Chao‐Ton

doi:10.1108/02635570210428285

Cited by 21 publications

(12 citation statements)

References 10 publications

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“…It is usually defined as the full meeting of one's expectations and is measured by the customer's feelings towards the product or services after it has been used (Chien et al, 2003). Satisfaction is defined as the overall evaluation based on the total purchase and consumption experience of the target service and product performance compared with repurchase expectations over time (Chien et al, 2002).…”

Section: Csmentioning

confidence: 99%

An empirical study of a novel managing customer power model and business performance in the mobile service industry

Alotaibi

Liu

2014

Business Process Management Journal

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Purpose – The purpose of this paper is to investigate the impact of dividing the companies’ customers into different priority groups to be served according to their payment history and feedback on the business performance areas: service quality (SQ), business process time (BPT), business process cost (BPC) and customer satisfaction (CS). Design/methodology/approach – A new numerical model to improve CS service waiting time according to their priority queue class, particularly customers in the high priority queue class will be proposed. To validate the proposed numerical model, a call centre at the selected telecommunication company is used as a case study. An empirical analysis based on data from 130 business and IT managers is used to evaluate and investigate if it has an impact on business process (BP) performance. Bivariate correlation analysis was used to test four hypotheses. The results were subjected to reliability and validity analyses. Findings – The results show that managing customer power is positively associated with BP performance. Furthermore, the results indicate that by using the proposed numerical model, the customers’ satisfaction can be improved. Research limitations/implications – The paper has some limitations as it is only tested on one real business organizations and one BP service. Furthermore, the study was conducted only in telecommunication companies. The questionnaires were answered only by IT and business managers in Saudi Arabian telecommunication companies. Therefore, the results cannot be used as a standard and might not be directly transferrable to any sized firm and any other country. Moreover, the results may be affected by common method variance as the authors collected the data from participants by using the same survey and at the same time. Social implications – The results of this research provide important evidence for business managers and business analysts that managing customers power can enhance the business performance. Originality/value – To date, there is only a few researches have been conducted in the area of separating customers into different priority groups to provide services according to their required delivery time, payment history and feedback. However, most of them have not been evaluated in the business environment. Moreover, no previous study has attempted to empirically demonstrate the relationship between creating a BP model which can manage customer power, SQ, BPT, BPC and CS.

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Section: Csmentioning

confidence: 99%

An empirical study of a novel managing customer power model and business performance in the mobile service industry

Alotaibi

Liu

2014

Business Process Management Journal

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“…Finally, in the step “Action”, besides those with excellent achievements rewarded, the improvement direction and issues for the next cycle will be determined. In general, the “Wheel of quality improvement” has the function of eliminating or improving different issues, and represents the collective strength of an organization for the accomplishment of a common goal (Lee and Dale, 1998; Chien et al , 2002).…”

Section: The Improvement Decision Modelmentioning

confidence: 99%

Using the learning satisfaction improving model to enhance the teaching quality

Chien

2007

Quality Assurance in Education

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PurposeThis paper aims to establish an 11‐step “improvement decision model” to enhance learning satisfaction.Design/methodology/approachThis model integrates Kano's model and the relevant concepts for decision making, and puts forward an “improvement decision diagram and principles”. This paper also establishes “constructs of the learning satisfaction measurement” and a “teaching quality management cycle” to make it easy for instructors, administrators and students to jointly upgrade teaching quality.FindingsThe “improvement decision model” can effectively assist teachers to enhance their instructional materials and elevate student's learning satisfaction.Originality/valueWith enthusiastic participation of four instructors, the results of the case study are found to be satisfactory and support the applicability of the model proposed in this paper.

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“…In order to make KSF more useful and valuable during implement ERP, this (Chien et al, 2002). Therefore, this research will build the dynamic capability architecture through following the process: (1) based on PDCA cycle to redefine the categories and item of dynamic capability; (2) summarize the 8 categories and 52 items (dynamic capability) from 5 dynamic capability related papers; (3) To integrate dynamic capability item from different researches into PDCA cycle, this research classify the above 8 dynamic capability categories and 52 items into PDCA dimensions through KJ method; (4) Then, this research based on the attribute of each cluster, to defines the name of each category, and perform focus group interview method to confirm the rationality of the above research result.…”

Section: Dynamic Capability Model Of Kfssmentioning

confidence: 99%

“…Therefore, this research based on the opinion of Gilbert (2005), will set up a "dynamic capability model of KSFs" for the implementation of ERP by combining experts' opinions, KSFs, and dynamic capability into analogical model. Hence, this research aims to (1) summarize the definition, items and KSFs of the dynamic capability proposed by scholars; (2) set up dynamic capability architecture by PDCA management cycle and qualitative interview method; (3) sort the priority of 68 KSFs in the implementation activity; (4) present the "dynamic capability model of the KSF" for ERP activities through blending KSFs and dynamic capability; (5) confirm the rationality and practical value of the model by applying case study comparison and statistical coefficients; (6) state the conclusions and management implication.…”

Section: Introductionmentioning

confidence: 99%