Service quality monitoring by performance indicators: a proposal for a structured methodology

Franceschini, Fiorenzo; Galetto, Maurizio; Turina, Elisa Elena

doi:10.1504/ijsom.2009.023235

Cited by 23 publications

(9 citation statements)

References 25 publications

(34 reference statements)

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“…Many methods and tools for measuring service quality and customer satisfaction exist (see also Forsyth 1999 ; Bourne and Neely 2003 ; Franceschini et al 2009 ). In is important to appreciate the interrelationships between service quality and customer satisfaction.…”

Section: Measuring Quality Marketing Performance and Customer Satisfmentioning

confidence: 99%

Measuring Company Performance and Customer Satisfaction

et al. 2020

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Measurement plays a critical role in the everyday management of service businesses and in the development, implementation and adaptation of both strategy and operations. It also plays an important role in monitoring and enhancing the quality of the service experience and in the co-creation of service innovations. Measurement plays an important role in underpinning and informing the everyday and strategic management of service businesses. Reading a business is part of a strategic approach to management in which a firm continually observes the business to monitor and evaluate the relationships between strategy, operations and the production of value, or outcomes. This chapter will first present and discuss core instruments for measuring service production performance. This is followed by a discussion of service quality, customer satisfaction and measures of marketing performance. Finally, this chapter explores measurement tools intended to explore firms’ innovation capabilities. Electronic Supplementary Material The online version of this chapter (10.1007/978-3-030-52060-1_13) contains supplementary material, which is available to authorized users.

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Section: Measuring Quality Marketing Performance and Customer Satisfmentioning

confidence: 99%

Measuring Company Performance and Customer Satisfaction

et al. 2020

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“…Estos objetivos de representación, definidos básicamente como aspectos o atributos deseables por medio de los cuales se alcanzan unos mejores resultados y que permiten cumplir la estrategia u objetivo central que orienta al proceso, deben ser definidos anticipadamente por la dirección de la empresa (Franceschini, Galetto, & Turina, 2009). …”

Section: El Concepto De Objetivo De Representación Y El Proceso Deunclassified

Medición del rendimiento en el proceso de compras y suministros

Prado

2014

Ingenium

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Franco, A.J. (2014). Medición del rendimiento en el proceso de compras y suministros. Ingenium, 8(22) ResumenEl proceso de compras y abastecimiento es uno de los eslabones iniciales de las cadenas de suministro, constituye un mecanismo importante dentro de la estructura productiva de las empresas, en el cual la oportunidad en el aprovisionamiento de bienes y servicios se considera trascendental. Este artículo ofrece una revisión enfocada en la medición del rendimiento del proceso de abastecimiento y compras, partiendo de lo susceptible en términos de rendimiento y totalmente ajustado a las necesidades de medición dentro de este proceso, a nivel general y en organizaciones como las PYME. Los resultados identifican atributos deseables de las compras y el aprovisionamiento como punto de partida para una amplia propuesta de indicadores asociados a estos atributos. Palabras ClaveMedición del rendimiento; proceso de compras; aprovisionamiento. AbstractThe procurement is one of the initial links of supply chains and an important mechanism for the production structure of firms, in which timing of the provision of goods and services is considered crucial. This article provides a literature review focused on measuring the performance of procurement process, the susceptible aspects to be measured and adjusted to the needs of measurement within this process, in general and in organizations such as SMEs.

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“…The relationship matrix may be adapted for the development of a PMS (Franceschini et al 2009) as shown in Figure 3b. Rows describe the strategic goals while columns report performance indicators.…”

Section: Building the Relationship Matrixmentioning

confidence: 99%