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Examining competitive priorities and competitive advantage in service organisations using Importance‐Performance Analysis matrix

Examining competitive priorities and competitive advantage in service organisations using... Purpose – This paper aims to examine the ten competitive dimensions of service in terms of relative importance and contribution to business performance, using the Importance‐Performance Analysis (IPA) matrix. Design/methodology/approach – Empirical data for this study was drawn from 190 managers of Australian service organisations, with primary responsibilities related to day‐to‐day corporate operations. The targeted service organisations encompassed various sectors, including: transportation, communications, banking, insurance, health care, education, wholesale, retail, and professional services. Findings – Based on the four quadrants of the IPA matrix, the results suggest that customer retention and productivity need to be maintained, while innovation and speed may receive a lower priority. Brand image and cost‐effectiveness fall into the areas which need improvement, while quality by conformance and delivery are identified as “potential overkillers”. Furthermore, this paper tests the difference between high‐ and low‐performing firms and shows that low‐performing firms generally place a similar level of importance on the ten competitive dimensions as high‐performing ones, yet are not successful in converting what is important into performance. Research limitations/implications – This paper contributes to strategic management in service organisations by mapping the level of importance of the ten competitive dimensions of service against their effectiveness in improving business performance. Practical implications – The findings could help firms identify the competitive dimensions within their organisation that are effectively‐resourced, under‐resourced, or over‐resourced and provide guidance for, “fighting the good fight”. Originality/value – This paper contributes to knowledge by identifying the competitive priorities held by service firms and their effectiveness in improving business performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Managing Service Quality Emerald Publishing

Examining competitive priorities and competitive advantage in service organisations using Importance‐Performance Analysis matrix

Daniel I. Prajogo; Peggy McDermott
Managing Service Quality , Volume 21 (5): 19 – Sep 6, 2011
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References (73)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0960-4529
DOI
10.1108/09604521111159780
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to examine the ten competitive dimensions of service in terms of relative importance and contribution to business performance, using the Importance‐Performance Analysis (IPA) matrix. Design/methodology/approach – Empirical data for this study was drawn from 190 managers of Australian service organisations, with primary responsibilities related to day‐to‐day corporate operations. The targeted service organisations encompassed various sectors, including: transportation, communications, banking, insurance, health care, education, wholesale, retail, and professional services. Findings – Based on the four quadrants of the IPA matrix, the results suggest that customer retention and productivity need to be maintained, while innovation and speed may receive a lower priority. Brand image and cost‐effectiveness fall into the areas which need improvement, while quality by conformance and delivery are identified as “potential overkillers”. Furthermore, this paper tests the difference between high‐ and low‐performing firms and shows that low‐performing firms generally place a similar level of importance on the ten competitive dimensions as high‐performing ones, yet are not successful in converting what is important into performance. Research limitations/implications – This paper contributes to strategic management in service organisations by mapping the level of importance of the ten competitive dimensions of service against their effectiveness in improving business performance. Practical implications – The findings could help firms identify the competitive dimensions within their organisation that are effectively‐resourced, under‐resourced, or over‐resourced and provide guidance for, “fighting the good fight”. Originality/value – This paper contributes to knowledge by identifying the competitive priorities held by service firms and their effectiveness in improving business performance.

Journal

Managing Service Quality – Emerald Publishing

Published: Sep 6, 2011

Keywords: Competitive dimensions; Performance; IPA matrix; Competitive advantage; Australia

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