Abstract
PurposeThe customer contact approach to service has been at the core of service theory since the 1970s. It suggests that the potential operating efficiency of a service is inversely related to the extent of customer contact with the provider's operations and that various service design issues are dictated by the presence or absence of customer contact. The purpose of this article is to reevaluate the customer contact approach in light of advanced digital technologies.Design/methodology/approachThe authors review the origins and history of the customer contact approach and show ways it has been refined in research literature. From that they demonstrate how the refined approach can be applied to contemporary conditions.FindingsRecent advances in digital technologies have indeed required us to revise our conceptualization of customer contact. There is now a blurring between front-office and back-office operations. Emerging technologies are allowing customers to have high-contact experiences with low-contact efficiencies.Research limitations/implicationsGoing forward, conceptualizations of customer contact are becoming increasingly complex and requiring increasingly complex models. Armed with self-service technologies, customers are able to permeate the “buffered core” of service businesses. Artificial intelligence and anthropomorphic devices have further blurred the distinction between front-office and back-office operations. Research will need to consider new forms of technology-enabled customer contact.Practical implicationsCustomer contact is no longer limited to interpersonal interactions and the relationships between service providers and customers are increasingly complex. Customers may interact with automated service providers, or service providers may interact with customer technologies. New forms of customer contact may not involve humans at all, but instead involve technologies interacting with technologies.Originality/valueThe customer contact approach to service was one of the original models of service design. By revisiting and revising the model we bring it in-line with the realities of the contemporary service economy.
Subject
Strategy and Management,Tourism, Leisure and Hospitality Management,Business, Management and Accounting (miscellaneous)
Reference25 articles.
1. Operational transparency: make your processes visible to customers and your customers visible to employees;Harvard Business Review,2019
2. Customer engagement behaviours in social media: capturing innovation opportunities;Journal of Services Marketing,2018
3. The customer contact model for organization design;Management Science,1983
4. Where does the customer fit in a service operation?;Harvard Business Review,1978
5. The customer contact approach to services: theoretical bases and practical extensions;Operations Research,1981
Cited by
22 articles.
订阅此论文施引文献
订阅此论文施引文献,注册后可以免费订阅5篇论文的施引文献,订阅后可以查看论文全部施引文献