Information Technology‐Enabled Global Customer Service

Citation

Calvert, P. (2003), "Information Technology‐Enabled Global Customer Service", Online Information Review, Vol. 27 No. 4, pp. 292-293. https://doi.org/10.1108/14684520310489131

The primary market for this book is the electronic commerce sector, and for organisations dealing with electronic transactions and inter‐organisational systems. Its relevance to information management lies in its use with the increasing range of “virtual” services offered by libraries and similar institutions that want to serve remote customers.

This is not a normal textbook. It is a collection of papers written by authors from Finland and the USA (and one from Switzerland) and a variety of topics around the central theme. Each chapter is like a journal article and all seem to be of journal quality. The mix is both theoretical and practical, though as most of the contributors are academics it is understandable that the majority of chapters have a leaning to the research and theoretical. As an example of this, I was intrigued by yet another 4‐Ps model, this time of Creativity (from Lexis Higgins). On the other hand, there are case studies from the real world, such as the KONE Corporation in Finland, the ABB Group, Metso Automation, Outokumpu Copper, and that most recognisable of Finnish companies, Nokia Mobile Phones.

Almost all the text is based upon the assumption that information technology will continue its development and expansion for the foreseeable future and we will all hold personal communicators, that all transactions are electronic, delivery is direct and automated, and so on. Though this is mainly for those concerned with electronic commerce, the concepts can be transferred to information management without much effort. Indeed, quite a few information services already use technology very efficiently with remote access and document delivery becoming the norm rather than the exception. The next step, as Reponen has pointed out, is for 24/7 online services. It might be possible to use electronic Customer Relationship Management systems, as described by Bettis‐Outland and Johnston. If so, the major obstacle might be resistance from staff, rather than customers.

The Idea Group have set an excellent standard in the physical production of their books, and this one is no exception. It is a sturdy yet attractive volume. The index is possibly no more than adequate and the references are at the end of each chapter with no cumulation. The book is not for most information managers, but those looking for technological assistance with service delivery will find this worth a read.