Interactions between Service Customers: Managing On‐site Customer‐to‐Customer Interactions for Service Advantage: The Poznan University of Economics Publishing House

Citation

Rogozinski, K. (2007), "Interactions between Service Customers: Managing On‐site Customer‐to‐Customer Interactions for Service Advantage: The Poznan University of Economics Publishing House", International Journal of Service Industry Management, Vol. 18 No. 1, pp. 105-106. https://doi.org/10.1108/09564230710732920

Whilst much has been written on how to manage the customer‐to‐employee service encounter, the customer‐to‐customer (C2C) service encounter has received far less attention. This is the challenge that Richard Nicholls picks up in his new book. He examines such questions as: How do customers interact with each other in service settings? How can service managers recognise, understand and influence C2C interaction?

The book consists of nine chapters. In the first chapter the author sets the context by introducing the field of service management. A number of frameworks, such as the servuction system model, which assist understanding of the nature of service production, delivery and consumption, are described. The author emphasises the C2C dimension contained within these frameworks.

In chapter two the role of the customer as a co‐creator of value in service production is highlighted. The author presents and analyses the extensive scope of customer participation in service sequences and activities. Customer participation in production, marketing, quality control and service design is discussed. Interactions between customers are portrayed as a form of customer participation.

The focus of the third chapter is on the conceptual understanding of C2C interaction (cci). The author clearly outlines the book's focus: interactions between service customers occurring in the service setting. He then considers a number of broader perspectives on cci, such as trans‐temporal, statistical and electronic (e‐cci) interactions. A number of service industries are identified as being particularly rich in cci, including: retailing, tourism, passenger transport and leisure services. The author offers two totally new ways of classifying services, both from a C2C perspective. One of these enables services to be considered simultaneously from both a customer‐to‐employee and a C2C perspective. The other, which is particularly valuable, places services into three categories according to the desirability and necessity of C2C interaction.

Previous research into cci is the theme of the fourth chapter. The major distinction is between non‐empirical/conceptual and empirical contributions. Previous empirical studies that relate to cci are presented in methodological groups. These groups include: the critical incident technique; participant observation research; observable oral participation (OOP2); questionnaires; and field experiments. The author emphasises the growing interest in cci.

The focus of the fifth chapter is on research methodologies appropriate for investigating cci. The author discusses the suitability of qualitative research methodologies in service research and presents a range of methodologies. The critical incident technique (CIT), and the author's use of it in his empirical study of cci, are presented in detail.

Chapter six presents a comprehensive classification of cci. This consists of six main categories:

1. 1.

   time;

2. 2.

   space;

3. 3.

   verbal behaviour;

4. 4.

   information;

5. 5.

   assistance; and

6. 6.

   non‐customer activity.

These categories and their sub‐categories are described and illustrated. Through this description, it becomes quite evident that cci takes a huge variety of forms. The classification equips service managers with a ready‐made guide to audit the types and forms of cci relevant to their organisation.

The discussion of chapter seven introduces a variety of concepts and theories, from a broad range of scientific disciplines, which increase understanding of the human behaviour surrounding cci. The author makes a number of absorbing reflections on human aggression, situational context and, stereotyping and anonymity.

In chapter eight the author takes up the challenge of how service organisations can improve their marketing management through effective management of cci. He demonstrates how segmentation, service delivery format, employee and customer HRM, service design and the servicescape can be used to influence cci. This chapter, rich in illustration and operational detail, provides a 46 page practical guide for the reader.

Chapter nine serves as a summary chapter. The author presents a concise summary of the book's findings and of its scientific credentials. A number of cci issues for future study are highlighted, including: gaining a frontline employee perspective on cci; cross‐cultural investigation of cci; and cci in self‐service technology (SST) environments.

The book offers many benefits to its readers. Its systematic analysis of the forms of cci is excellent. The level of detail of the cci classification is admirable. The description of approaches for managing cci is both thorough and practical. There is a clear message that service managers need to establish methods of managing customers from a C2C exchange perspective. The book forms a valuable resource for those engaged in the research, teaching and management of service.

The author has managed to write an undeniably scientific book, with an unswerving specialist focus, yet in an accessible style and with many practical examples. The book is rooted in a new concept of value creation, namely co‐creation with, and between, customers. The C2C relationship is shown to be one of the most important in relationship marketing. The book convincingly demonstrates that understanding and managing this relationship belongs to the mainstream of service management.