Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD the SERVQUAL instrument. Subsequently, research on the instrument has been widely cited in the marketing literature and its use in industry has become quite widespread (Brown et al., 1993). Researchers argue that the nature of services requires a distinctive approach to defining and measuring service quality. The intangible, multifaceted nature of many services makes it harder to evaluate the quality of a service compared to a good. Clearly, from a best value perspective, the measurement of service quality in the service sector should take into account customer expectations of service as well as perceptions of service. This assessment is conceptualized as a gap between what the customer expects by way of service quality from a class of service providers and their evaluations of the performance of a particular service provider. Service quality is presented as a multidimensional construct which in its original formulation was made up of ten components (Parasuraman et al. (1985). These were “reliability”, “responsiveness”, “competence”, “access”, “courtesy”, “communication”, “credibility”, “security”, “understanding/knowing” the customer and tangibility. In their 1988 work these components were collapsed into five dimensions, notably “reliability”, “assurance”, “tangibility”, “empathy” and “responsiveness” (RATER). The five generic dimensions or factors and their meanings are stated as follows (Van Iwaarden et al., 2003): Reliability: Ability to perform the promised service dependably and accurately. Assurance (including competence, courtesy, credibility and security): Knowledge and courtesy of employees and their ability to inspire trust and confidence. Tangibility: Physical facilities, equipment and appearance of personnel. Empathy: (including access, communication, understanding the customer): Caring and individualized attention that the firm provides to its customers. Responsiveness: Willingness to help customers and provide prompt service. Customer Retention Drucker (1973), once famously claimed that the sole purpose of a business was “to create a customer”. However, keeping the customer has come to be regarded as equally, if not more important, since Dawkins and Reichheld (1996) reported that a 5 percent increase in customer retention generated an increase in customer net present value of between 25 per cent and 95 per cent across a wide range of business environments. While the precise definition and meaning of customer retention varies between industries and firms (Aspinall et al., 2001), Harris (2003) defined customer retention as the continuous attempt to satisfy and keep current customers actively involved in conducting business. On the other hand, other scholars connect the formation of strong customer bonds to attraction and retention of customers (Berry and Parasuraman, 1991; Kotler and Keller 2006) Customer Retention Management Process Customer retention is increasingly seen as an important managerial issue, especially in a saturated market and/or lower growth of the number of new customers (Ahmad and Buttle, 2003). The tangible effects of companies’ commitment to retaining customers were first published by Dawkins and Reichheld (1990) who claimed that higher retention rate leads to higher net present value of customers. Theoretical positions relating to customer retention management emerged from three main perspectives: a) Service marketing, where customer retention is viewed as a way to improve customer service quality and satisfaction b) Industrial Marketing which views customer retention as being done through the forging of multi-level bonds comprising financial, social and structural bonds (Turnbull and Wilson, 1989); and c) General Management where Desouza (1992) advocates retention and prevention of customers defection through learning from former customers, analyzing complaints and service data, and identifying and raising barriers to customers’ switching (Rosenberg and Czepiel (1984). Reichheld’s (1996) also noted that building and sustaining customer loyalty which leads to retention require the approaches of retaining investors, retaining employees and retaining customers, In addition, Berry and Parasuraman (1991), also 622
Challenges in the Era of Globalization Edited by Emmanuel Obuah identified three retention-building approaches through adding financial benefits, social benefits, and structural ties (Kotler and Keller, 2006; Wunderman, 2000). Effect of Service Quality on Customer Retention The quality of service is considered to be a critical success factor for contemporary service companies. Service quality's close conceptual, as well as empirical link to customer satisfaction turned it into the core marketing instrument, making it the most researched area in services marketing (Fisk et al., 1995; Bolton et al., 2000). In addition, the accumulated research has linked service quality positively with profitability (Fornell, 1992). This link, however, is not straightforward (Zeithaml et al., 1996). The contribution of service quality to profitability is generally explained by two underlying processes: firstly by the fact that it is regarded as one of the few means for service differentiation and competitive advantage which attracts new customers and contributes to the market share; and secondly by the view that it is an important means for customer retention. In the long run, building and maintaining a successful long term customer relationship as well as survival in today’s competitive marketplace demands the delivery of quality service to customers. Customer retention then implies a long-term commitment on the part of the customer and the firm to maintain the relationship (Wilson, 1995). Thus, improved service quality translates into favourable behavioural intentions which in turn, lead to customer retention. Hypotheses Tested The alternative hypotheses tested in this study were:- 1. H1: Tangibility has a significant positive influence on customer retention. 2. H2: Reliability has a significant positive influence on customer retention. 3. H3: Responsiveness has a significant positive influence on customer retention. 4. H4: Assurance has a significant positive influence on customer retention. 5. H5: Empathy has a significant positive influence on customer retention. Methodology The study was limited to MTN, market leader in Ghana in terms of customer base. Also, the study was limited to the Greater Accra Region, as MTN had most of its Customer Care Centres (15 in all) in the region. Simple random sampling was used to select five (5) of the leading Customer Care Centres from which 30 customers were randomly selected from each centre. Enough similarity existed amongst the elements within the population to conclude that a few of the elements (the sample) adequately represented the characteristics of the total population (Page and Mayer, 2000). The main instruments used for the study were questionnaire and structured interviews. A pilot study was conducted with 10 respondents which helped to refine the final questionnaire used for study. Some of the issues include content, anonymity and complexity of questions. In addition, Parasuraman et al.'s (1988) SERVQUAL instrument was chosen to measure service quality in this study since the model, according to Brown and Bond (1995), is considered to be a reliable measure of service quality. Besides, this instrument has been widely used in research and its psychometric properties have been examined by a number of studies (Zhao et al., 2002). In all 150 MTN customers were surveyed with 146 valid responses (97.3% response rate). The objective was to obtain an accurate profile on the customers’ perceptions of service quality (Cronin and Taylor, 1994). The data collected were analyzed using SPSS. Analysis techniques employed include: regression analysis, cross-tabulations, analysis of means and descriptive. Results, Analysis, and discussions 623
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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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Abstract: Study on Africa Governmen
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Abstract Challenges of Oil Revenue
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Abstract On the Mitigation of Rever
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Figure 1: Lagos off shore survey po
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Table: Model Fitness Regression Sta
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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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Research Methods approach Challenge
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Convenient location of banks Challe
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Conclusion Dissatisfied 6 3.4 3.6 7
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Abstract Customer satisfaction with
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