Assessing the Service-Profit Chain

By Wagner A. Kamakura, Vikas Mittal, F. Rosa, Jose Afonso Mazzon. 2002

530 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/cfd26e73b877ba3c70ff33a0edf52d6707e6b78d

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Citations in the corpus

Social Identity and the Service-Profit Chain (2009, methodology): “Against this background, our study addresses recent calls for testing several links within the SPC simultaneously (Kamakura et al. 2002) and doing this using multiple data sources (Loveman 1998; Payne and Webber 2006).”
Customer Satisfaction Heterogeneity and Shareholder Value (2010, background): “…Anderson, Fornell, and Mazvancheryl 2004; Fornell et al. 2006; Fornell and Wernerfelt 1987; Gomez, McLaughlin, and Wittink 2004; Gruca and Rego 2005; Hauser and Shugan 1983; Kamakura et al. 2002; Pauwels et al. 2004; Peters and Venkatesan 1973; Rao, Agarwal, and Dahlhoff 2004; Zeithaml 2000).”
The role of employee relationship proneness in creating employee loyalty (2006, background): “Also, Kamakura et al. (2002) demonstrated the positive effect of favourable customer perceptions about an organization’s employees on customer loyalty.”
Reexamining the Market Share–Customer Satisfaction Relationship (2013, background): “…chain” logic suggests that improved customer satisfaction should lead to both enhanced retention of a firm’s existing customers and positive reputation effects that will attract new customers; therefore, it should be positively related to the firm’s future market share (e.g., Kamakura et al. 2002).”
How Does Objective Quality Affect Perceived Quality? Short-Term Effects, Long-Term Effects, and Asymmetries (2006, background): “…like " observed quality " or " performance " for physical products (Olshavsky and Miller 1972; Kopalle and Lehman 1995) and " delivered service, " " service change, " or " personnel and equipment effort " for service products (Bolton and Drew 1991a; Boulding et al. 1993; Kamakura et al. 2002).”
Customer Prioritization: Does it Pay off, and how Should it be Implemented? (2008, background): “The measures of performance outcomes on the overall level of the customer portfolio follow prior work that links marketing actions to profitability (Bowman and Narayandas 2004; Kamakura et al. 2002; Rust et al. 2004).”
Do Intentions Really Predict Behavior? Self-Generated Validity Effects in Survey Research (2005, background): “In particular, the estimation of the true association between latent satisfaction and customer lifetime value could contribute to the debate about the value of improving customer satisfaction (Bolton 1998; Kamakura et al. 2002).”
Marketing Performance Measurement Systems: Does Comprehensiveness Really Improve Performance? (2012, background): “For example, service firms that endorse the idea of a comprehensive MPMS include all three facets (Kamakura et al. 2002).”
Enhancing importance‐performance analysis (2006, background): “Many studies within the field of customer satisfaction have however showed that when the performance of an attribute is altered the importance of this attribute is not left unchanged (Kano et al., 1984; Mittal and Baldasare, 1996; Oliver, 1997; Mittal et al., 1998; Mittal et al., 1999; Anderson and ”
Market orientation and business economic performance: A mediated model (2003, background): “On the other hand, customer loyalty is expected to have a positive impact on business economic performance since market-oriented firms have a large number of satisfied customer and therefore a higher rate of repeated purchases (Dick and Basu, 1994; McCullough et al., 1986; Loveman, 1998; Kamakura et”
Re‐thinking the conceptualization of customer value and service quality within the service‐profit chain (2006, background): “Furthermore, it may or may not be profitable to provide and maintain (Rust et al., 2004; Kamakura et al., 2002).”
The Value of Different Customer Satisfaction and Loyalty Metrics in Predicting Business Performance (2006, background): “…metric is a firm’s “Top 2 Box” satisfaction score1 (e.g., Morgan et al. 2005, Myers 1999), and firms that also monitor loyalty in their customer feedback systems typically use intention to repurchase as their primary customer loyalty metric (e.g., Kamakura et al. 2002, Mittal et al. 1998).”