A Service Quality Process Map for Credit Card Processing

A Service Quality Process Map for Credit Card Processing ABSTRACT Evaluating marketing (external) and operations (internal) service quality performance in most organizations is a data‐oriented management task that involves many variables for many different types of services. These two diverse sets of service quality information seldom “match up well” because the marketing and operations functions define and evaluate service quality “their way.” Management's interpretation of what the data “mean” often contributes to extra meetings, unnecessary disagreements within and between functional areas, and poor decision making. This situation can affect the quality and timing of decisions, and ultimately, the organization's profitability and market share. This paper quantitatively relates the customer's evaluation (perception) of service quality directly to the activities and performance criteria of the service delivery process for a credit card processing center. Basic statistical analyses and a recursive path analysis model define the relationships between marketing‐ and operations‐based service quality information. The idea of a “service quality process map” is introduced. A service quality process map relates a flowchart of the service delivery process to the customer's perception of service using the power of multivariate data analysis. Management insights gained from an analysis of marketing (external) and operations (internal) measures of service quality performance can be used to allocate resources wisely. The objective is to gain the most improvement in the customer's perception of service for the least cost. Service quality with this type of evaluation capability can be used to gain competitive advantage in the marketplace. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Decision Sciences Wiley

A Service Quality Process Map for Credit Card Processing

Decision Sciences, Volume 22 (2) – Mar 1, 1991

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Publisher
Wiley
Copyright
Copyright © 1991 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0011-7315
eISSN
1540-5915
DOI
10.1111/j.1540-5915.1991.tb00355.x
Publisher site
See Article on Publisher Site

Abstract

ABSTRACT Evaluating marketing (external) and operations (internal) service quality performance in most organizations is a data‐oriented management task that involves many variables for many different types of services. These two diverse sets of service quality information seldom “match up well” because the marketing and operations functions define and evaluate service quality “their way.” Management's interpretation of what the data “mean” often contributes to extra meetings, unnecessary disagreements within and between functional areas, and poor decision making. This situation can affect the quality and timing of decisions, and ultimately, the organization's profitability and market share. This paper quantitatively relates the customer's evaluation (perception) of service quality directly to the activities and performance criteria of the service delivery process for a credit card processing center. Basic statistical analyses and a recursive path analysis model define the relationships between marketing‐ and operations‐based service quality information. The idea of a “service quality process map” is introduced. A service quality process map relates a flowchart of the service delivery process to the customer's perception of service using the power of multivariate data analysis. Management insights gained from an analysis of marketing (external) and operations (internal) measures of service quality performance can be used to allocate resources wisely. The objective is to gain the most improvement in the customer's perception of service for the least cost. Service quality with this type of evaluation capability can be used to gain competitive advantage in the marketplace.

Journal

Decision SciencesWiley

Published: Mar 1, 1991

References

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