Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD Evidence of the moderating role of failure attributions has been shown in previous studies in the service failure context (Grewal et al., 2008; Tsiros et al., 2004). Grewal et al. (2008) added that compensation is necessary only when the company is responsible for the failure and the failure occurs frequently. Tsiros et al. (2004) found customer satisfaction to be stronger when the client’s perception of the dimensions of causal attribution is low; in other words, when service failure is attributed to unstable (may not continue to re-occur) or uncontrollable causes. Conclusion and implications of study This study contributes to extant literature by exploring the concept of CCB with a view to establishing the relationship between handling customer complaints, customer satisfaction and customer loyalty. A lot is required to turn disappointed customers into loyal customers for improved business performance in Africa. Disappointed customers are hardly encouraged to forward their complaints to the staff of supermarkets, so retailers miss out on the strategic asset of customer’s complaints that could provide important knowledge concerning the performance of the business. Some customers who complain receive little attention, exhibited through a lack of active listening, and a lack of competence and professionalism in handling complaints. The levels of significance of CCB and customer loyalty were very high for those respondents who were satisfied with the handling of customer complaints. Also, if product failure is attributed to something stable, then customers expect the product to fail when they purchase it again in the future. And when retailers are thought to have control over the cause of the product failure, consumers feel angry and want revenge, engage in negative WOM, and opt not to be loyal to the supermarket. In order to improve customer satisfaction, supermarket owners should strive to consider the following items: i) Staff should respond quickly in handling customer complaints; ii) Ugandan supermarkets should have staff who give customers personal attention; iii) Staff should be trained to give them the skills and knowledge to handle customers’ complaints; iv) Supermarket staff should listen attentively to understand the specific complaints of customers; v) Supermarket staff should do more than just smile to address the needs of customers. No matter how excellent service the company delivers, mistakes will still be made in meeting customer expectations and customers will become more demanding and less loyal (Nakibin et al., 2011). When complaints are handled well, this may lead to customer loyalty (34% according to the responses), where customers can be retained through more future purchases. Post-purchase dissatisfaction is very important because it may be closely linked to negative outcomes such as less favorable purchase attitudes, lower or non-existent purchase intentions, negative WOM, complaining, and changes in shopping behavior (Onyeaso, 2007). Based on the study, negative WOM communications are generally considered detrimental to retailers, which are confirmed by Halstead (2002), when made to friends, relatives or to the media. Companies discourage complaints by not providing convenient opportunities for customers to lodge complaints, and when staff display negative attitudes towards customers they miss out on valuable information for improvement (Sheth et al., 1999). In addition to the dissatisfaction that results from product failure, consumers experience further dissatisfaction due to the disappointment caused by retailers who turn a deaf ear to their complaints. This is mainly because complaint management is left to front-line staff that lacks adequate skills and authority. It is also confirmed that some customers who do not perceive any avenues to complain simply exit with their dissatisfaction (Hansen, Wilke & Aichkowsky, 2010). In Ugandan supermarkets, overall customer satisfaction after a failure has not improved in the last decade (since we did our last study), and many managers claim their organizations cannot respond to and fix recurring problems quickly enough. Supermarkets ought to be aware of the problems that lead to customer complaints. Efficient management of customer complaints efficiently also provides feedback that can be used in managing, and ultimately resolving, future complaints. This is also confirmed by Boshoff (1997) and Crie (2003). Employees’ efforts to handle customer complaints – providing prompt attention to complainants and detailed explanations constitute the most effective organizational responses, which in turn can have an impact on 120
Challenges in the Era of Globalization Edited by Emmanuel Obuah behavioral aspects of the loyalty constructs of WOM communications, recommendations and repurchase intention (e.g. see findings in conjunction with Question 4 presented above). References Anderson, E.W. (1998). Customer satisfaction and word-of-mouth. Journal of Service Research, 1(1), 5 17. Bamford, D. & Xystouri, T. (2005) A case study of service failure and recovery within an international airline, Managing Service Quality, 15(3), 306-322. Boshoff, C. (2005) A re-assessment and refinement of RECOVSAT: an instrument to measure satisfaction with transaction-specific service recovery. Managing Service Quality, 15(5), 410-25. Boshoff, C. (1997) "An experimental study of service recovery options", International Journal of Service Industry Management, 8(2), 110 – 130 Chumpitaz. R. & Paparoidamis N.G. (2007) Service quality, relationship satisfaction, trust, commitment and business to business loyalty. European Journal of Marketing, 41(7/8), 836-867. Crie, D. (2003) Consumer's complaint behaviour, taxonomy, typology and determinants: Towards a unified ontology. Journal of Database Marketing and Customer Strategy Management, 11(1), 60-66. Dabholkar, P.A., Sheperd, C.D. & Thorpe, D.I. (2000) A comprehensive framework for service quality: An investigation of critical conceptual and measurement issues through a longitudinal study. Journal of Retailing, 76(2), 139-73. del Rio-Lanza, A.B., Vazquez-Casielles, R. & Diaz-Martin, A.M. (2009) Satisfaction with service recovery: Perceived justice and emotional responses. Journal of Business Research, 62(8), 775-81. Gee, R., Coates, G. & Nicholson, M. (2008) Understanding and profitably managing customer loyalty, Marketing Intelligence & Planning, 26(4), 359-374. Gould, G. (1995) Why it is customer loyalty that counts (and how to measure it)? Managing Service Quality, 7(4), 4-26. Grewal, D., Roggeveen, A.L. & Tsiros, M. (2008) The effect of compensation on repurchase intentions in service recovery, Journal of Retailing, 84(4), 424-34. Gruber, T., Szmigin, I. & Voss, R. (2007). Developing a deeper understanding of the attributes of effective customer contact employees in personal complaint handling encounters. Journal of Services Marketing, 23(6), 422-435. Gruber, T., Szmigin, I. & Voss, R. (2009) Handling customer complaints effectively. A comparison of the value maps of female and male counterparts. Managing Service Quality, 19(6), 636-656. Gruber, T., Szmigin, I. & Voss, R. (2006) The desired qualities of customer contact employees in complaint handling encounters. Journal of Marketing Management, 22(5-6), 619-642 Hansen, T., Wilke, R. & Zaichkowsky, J. (2010). Managing consumer complaints: differences and similarities among heterogeneous retailers. International Journal of Retail & Distribution 121
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Table of Contents Challenges in the
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Lennart Bangens, Goteborg, Sweden C
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Local Steering Committee Jacob Musi
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Track 1: Accounting, Finance, and I
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Abstract Challenges in the Era of G
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Abstract Determinants of Bank Lendi
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Empirical Results Challenges in the
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Table 3 Determinants of Competitive
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Research Findings Challenges in the
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Conclusion Challenges in the Era of
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37. Provision of sound education fo
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The cost structure Challenges in th
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Empirical Analysis Challenges in th
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Variable Coefficient Std. Error t-S
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Abstract The Changing Requirements
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The Model, Data and Variable Defini
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Track 8: Gender and Economic Develo
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Empirical results Challenges in the
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Abstract Gender, poverty and sustai
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Figure 1.1: Spread of directorships
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Theoretical Framework Challenges in
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Single 18.1 Masters and above 35.3
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Source: Field survey, 2010 Table 3:
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Track 9: Global Studies and Politic
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Conceptual Definitions Challenges i
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Conclusions and Implications Challe
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Abstract Exploring Organisational R
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district hospitals: Evidence from N
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Defining the Organisational Culture
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Table 1: A Summary of Operating Ban
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Discussion and Conclusion Challenge
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Abstract What does Globalization me
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7. I see globalization as providing
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Research Methods approach Challenge
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Statement of the Problem Challenges
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Convenient location of banks Challe
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Figure 1.Framework for Bank selecti
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Banks in Ghana Challenges in the Er
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References: Challenges in the Era o
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Figure 5: Causal loop diagram inclu
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The study seeks to: • examine typ
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Figure 2: Customer Perception of MT
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Relationship Commitment Total 1264.
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Figure 1: Components of Data Analys
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Abstract Marketing Nigerian medicin
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References Challenges in the Era of
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Conclusion Dissatisfied 6 3.4 3.6 7
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Abstract Customer satisfaction with
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Methodology Challenges in the Era o
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Discussion Challenges in the Era of
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Postgraduate 19 Internet experience
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Average daily Internet hours z P-va
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GOVERNMENT MoFED SECTORS Structure
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Results Challenges in the Era of Gl
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Figure1.1Inflation and Indexation R
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Football Spectatorship Challenges i
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