Beatriz Joseph

Importance‐performance analysis as a strategic tool for service marketers: the case of service quality perceptions of business students in New Zealand and the USA

Intense competition in higher education in many different countries mandates the need for assessments of customer‐perceived service quality for differentiation purposes. An instrument developed specifically from a business education setting was employed utilizing an importance/performance approach with seven determinant choice criteria groupings. A sample of business students in New Zealand and the mid‐Atlantic region of the USA participated, and some important problems in perceptions were noted. Strategic implications for the universities involved and suggestions for future research are provided

Service quality in education: a student perspective

Examines New Zealand business students’ perceptions of service quality in education. Describes a study in which the respondents identified seven determinants of service quality. Unlike prior studies, uses an importance/performance‐based approach to evaluate service quality in education. Identifies some perceptual problems, such as the least important factors being the best performers. Presents the implications for education administrators and makes some suggestions for future research.

Indonesian students’ perceptions of choice criteria in the selection of a tertiary institution: strategic implications

Intense competition for full‐fee‐paying foreign students in higher education in many countries mandates the need for the identification of the criteria considered important by this customer group for the purpose of strategy development. Past research in this area has overlooked the needs of this important segment and has focused mainly on either administrators or the faculty’s perspective. A sample of potential students from Indonesia participated in this study and a number of choice criteria were identified. Also discusses strategic implications.

Identifying needs of potential students in tertiary education for strategy development

Competition in the education sector has led a number of providers of higher education to re‐evaluate the level of service provided to its customers. Past research in this area has overlooked the needs of student customers and has focused mainly on either administrators or the faculty’s perspective. The instrument developed was administered to 216 potential tertiary students in the North Island of New Zealand. The results indicate that students take a number of factors into consideration prior to choosing an education institution for further studies. Implications for educational administrators are provided.

Diagnosing the Strategic Planning Process in Australian Companies

The long-term success of a company depends on its ability to maintain a sustainable strategic and competitive position. Researchers like Porter (1996) and Tellier & Pecaut (1995) have argued that tradeoffs are necessary for companies to create a sustainable position because they force the company to make choices and limit what they offer. The importance of strategy development in companies has been highlighted by the effect of the Asian financial crisis especially affecting companies that have been shortsighted in their strategy development processes. Michael Porter (1996) states that through the years managers have concentrated on achieving operational effectiveness rather than strategy development. Management tools, such as TQM, bench marking and outsourcing have replaced strategy. Even though both -operational effectiveness and strategy- are necessary for superior performance, they play different roles.

Service Quality in Education: An Importance-Performance Approach

This study examines New Zealand business students’ perceptions of service quality in education. The respondents identified seven determinants of service quality. Unlike prior studies, an importance/performance based approach was used to evaluate service quality in education. Some perceptual problems were identified.

Employers’ and Students’ Perceptions of Service Quality: Potential Problems for Marketing Educators

Reforms in the education sector have been taking place in a number of countries since early 1970s (Ginsberg et al 1991 and Lawson 1992). The refurm of the education sector in New Zealand started with the focus of achieving efficiency and increasing competition. In order to compete, educational institutions need to differentiate themselves from competitors. But what makes one service provider stand out in the mind of the consumer over the others providing similar services? Berry and Parasuraman ( 1992) argue that the success of an organization depends on the ability of the service provider to consistently meet or exceed customers expectations. Thus the measurement of customer perception of service quality becomes critical.

Service Quality Factors Influencing Choice of an Educational Institution: An Indonesian Perspective

Reforms in the education sector have been taking place in a number of countries since early 1970s (Ginsberg et al 1991 and Lawson 1992). The reform of the education sector in New Zealand started with the focus of achieving efficiency and increasing competition. In order to compete, educational institutions need to differentiate themselves from other service providers. But what makes one service provider stand out in the mind of the consumer over the others providing similar services? Berry and Parasuraman (1992) argue that the success of an organization depends on the ability of the service provider to consistently meet or exceed customers expectations. Thus the measurement of customer perception of service quality becomes critical.

Strategy Development of Major Australian Companies: A Preliminary Investigation

During the 1990s there has been an awareness in the Australian business community and society of the need for Australia to compete effectively in the international economy if the current standard of living is to be maintained. This highlights the need for managers to understand the importance of their role in strategy development. Even though managers cannot control the external environment, they can make the appropriate strategic choices to assure business success.