J. Kitshoff

Exploring the impact of customer feedback on the well-being of service entities : A TSR perspective

Purpose – Adopting the transformative service research (TSR) perspective, the purpose of this paper is to investigate the impact of positive customer feedback on the well-being of front-line employees, companies, and society. Using a multidisciplinary approach, the overlooked area of “positive feedback” is explored resulting in the development of the “Positive Feedback Model” (PFM). The study also compares managers’ and employees’ perceptions of positive customer feedback. Design/methodology/approach – Two exploratory qualitative studies were conducted: Study 1 consisted of 22 semi-structured interviews with managers working in the service industry and Study 2 consisted of seven focus groups with front-line service employees. The extensive literature review and the results of these two studies contributed to the development of the PFM. Findings – Positive customer feedback is an overlooked area of service research which offers potential for improving the well-being of the service entities. Front-line empl...

Understanding Drivers of Customer Satisfaction in the Social Housing Sector

There is substantial service performance information and customer satisfaction data available in the social housing sector due to regulatory reporting requirements and a focus on improving service delivery. However, the links between service standards, organisational performance and customer satisfaction are not clearly understood. Millions of pounds are spent annually in the sector on the measurement of customer satisfaction surveys and service benchmarking, but there appears to be no causal link or correlation between high customer satisfaction and high service delivery standards. Recent research confirms the above and more research is required in the sector to fully understand the drivers of customer satisfaction in the social housing sector. This case study is how One Vision Housing (OVH), a Registered Housing Provider (RP), recognised this problem some time ago; they have responded operationally to understand the drivers of customer satisfaction in a structured way and align their service investment based on customer feedback. OVH evaluated a number of operational approaches to increase their customer understanding. SERVQUAL was explored as a possible methodology but based on the lack of use in the social housing sector as well as the pitfalls of the approach as reported by Francis Buttle (Eur J Mark 30(1):8–32, 1996), OVH decided to go back to the basics of service quality and to monitor the ten dimensions of service quality over a year. This allowed OVH to evaluate trends and see how property and service investments and other operational decisions have impacted on their customers Customer survey results over a year identified the top four dimensions of service quality to improve as competence, access, responsiveness and communication. Detailed analysis shows that access to services for customers has improved over the year and improvement across this dimension correlates positively with key investment decisions and operational improvements. The use of the ten dimensions of service quality to understand the links between customer satisfaction and service delivery is an innovative approach for the social housing sector, and there are no practitioner or academic publications about this approach, the methodology, pitfalls and potential benefits.

Social Housing Asset Management: An Innovative Approach to Increase Productivity and Performance

There is substantial pressure on social housing sector organisations commissioning or delivering services to reduce the cost of providing services whilst maintaining service standards. In order to achieve this operationally, organisations need to evaluate their service costs, understand where and how service costs are consumed and how to use financial resources better. A key asset for social housing providers is their housing stock, and the efficient management of financial resources to maintain their assets and make the best use of available resources has become more critical over the last years. This case study is how One Vision Housing, a Registered Provider (RP), has adopted private sector methodologies in their asset management strategies and has tailored it for the social housing sector to increase productivity and performance. The broad methodology and thinking was adopted from private-sector approaches and specifically developed for the Housing Sector at One Vision Housing. It is an innovative approach for the social housing sector and there are no practitioners or academic publications about this approach, the methodology, pitfalls and potential benefits. Although still in the early stages of implementation, it is anticipated that between 4 and 6% of cost savings in service delivery can be identified and realised in the medium term. Approximately £ 7 billion was spent in 2009 on maintenance and repair of housing assets in England alone, and wider adoption of this innovation can make a significant contribution to performance in the sector. It is a good example of service innovation in the public or voluntary sectors and an innovation that improves productivity and business performance.