Alternative perspectives on service quality and customer satisfaction: the role of BPM

Abstract

Purpose

The purpose of this paper is to further investigate the linkages between business process management (BPM) and customer satisfaction. Also, to challenge the dominance of the customer contact perspectives on service processes and to propose a more systemic focus on the totality of service design.

Design/methodology/approach

The research builds on the existing work of Maddern et al. through the use of structured equation modelling (SEM) tool. The multiple SEM models described here provide a more robust statistical approach for confirming/refuting the constructs found in the earlier research.

Findings

This paper presents the results of an empirical analysis, based on longitudinal data from a large UK bank on drivers of customer satisfaction. The results confirm that process management is a critical driver of technical service quality. This suggests that companies with reliability/dependability issues should not emphasise customer satisfaction programmes based on SERVQUAL intangibles until substantial improvements in process design have been achieved.

Research limitations/implications

The research is limited to a single case study of a UK bank over a five year period. The generalisibility of these findings is therefore limited. Further work in other sectors and over longer periods would establish the reliability of the findings. The paper also highlights some limitations in the service operations literature, particularly the emphasis on customer presence within the service process.

Originality/value

The paper uses time series data to identify the importance of BPM in achieving higher levels of customer satisfaction. The authors provide a platform for further research based on the design of service delivery systems and their impact on customer satisfaction.

Citation

Kumar, V., Smart, P.A., Maddern, H. and Maull, R.S. (2008), "Alternative perspectives on service quality and customer satisfaction: the role of BPM", International Journal of Service Industry Management, Vol. 19 No. 2, pp. 176-187. https://doi.org/10.1108/09564230810869720