Organizational strategies for filling the customer can-do/must-do gap

Ford, Robert C and McColl-Kennedy, Janet R (2015) Organizational strategies for filling the customer can-do/must-do gap. Business Horizons, 58 4: 459-468. doi:10.1016/j.bushor.2015.03.010

Author Ford, Robert C
McColl-Kennedy, Janet R
Title Organizational strategies for filling the customer can-do/must-do gap
Journal name Business Horizons   Check publisher's open access policy
ISSN 0007-6813
Publication date 2015-07
Year available 2015
Sub-type Article (original research)
DOI 10.1016/j.bushor.2015.03.010
Volume 58
Issue 4
Start page 459
End page 468
Total pages 10
Place of publication New York, United States
Publisher Elsevier
Collection year 2016
Language eng
Formatted abstract
Service leaders have learned that it is not enough to attract customers who are ready and willing to experience what their organizations have to offer; they must also attract customers who are able to perform important roles in co-producing a successful service experience. This recognition has led to increasing interest regarding how organizations should manage these quasi-employees to ensure everything that must be done actually is done. Leading service organizations embrace this responsibility and have developed strategies to identify and accommodate variations in their targeted customers’ capabilities. They know that client satisfaction depends upon the organization making up for deficiencies between what the customer must do to have a great service experience and what the customer actually can do. Surprisingly, there has been little systematic investigation into how organizations create and execute strategies to ensure that these deficiency gaps are filled. However, it is becoming increasingly clear that organizations that have developed systems and procedures to fill these gaps are likelier to satisfy their customers and achieve higher levels of repeat business than firms that have not. This article offers strategies for organizations that commit to bridging the customer can-do/must-do gap and thereby ensuring their customers have a successful service experience.
Keyword Customer experience
Organizational strategies
Customer capabilities
Customer resources
Customer variability
Combined KSAs
Value co-creation
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2016 Collection
UQ Business School Publications
Version Filter Type
Citation counts: TR Web of Science Citation Count  Cited 1 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 1 times in Scopus Article | Citations
Google Scholar Search Google Scholar
Created: Tue, 12 May 2015, 02:52:30 EST by System User on behalf of Scholarly Communication and Digitisation Service