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• W270892007 abstract "Introduction In today's turbulent business environment, it is becoming increasingly difficult to predict changes with sufficient accuracy and reliability in order to permit a timely response. This difficulty is clearly documented in both the service quality and customer service literature. According to Parasuraman (1995: 144), the growing recognition that superior customer service is necessary for competitive differentiation in a wide variety of markets, has spawned considerable practitioner interest in assessing and service quality. Delivering quality services or products means informing and conforming to customer expectations on a consistent basis. Consequently, there is increasing pressure on companies to listen and to have the about customer expectations at the right time in order to make the best decisions. Information is the basis for effective decision making and it has been referred to as the fifth critical resource of the in addition to money, materials, machines and people (Kotler, 1988). Information gathering and interpreting is synonymous with the act of listening. It can be argued that leadership and decision making are as much the art of listening as they are the skill of doing (Covey, 1989). Leadership is first the art of listening and then the art of talking. Effective leaders are information gatherers who listen to their subordinates and to sources outside the organisation, especially customers. They share and disseminate information appropriately within the organisation (Locke 1991; Zeithaml and Bitner 1996). Service Marketing Intelligence A market-oriented organisation can be characterised as having a knowledge of customers and an ability to satisfy those customers. Such organisations: 1) focus on their customers; 2) disseminate market intelligence; and 3) respond to that on an organisation-wide basis (Kohli and Jaworski, 1997), The utilisation of market has become a central issue for corporations which are striving to become more market oriented (Kohli and jaworski, 1990). A marketing-oriented firm looks outward to the environment in which it operates so that it can take advantage of emerging opportunities and can minimise potential threats. The marketing concept is evidenced by the existence of a marketing orientation which is defined by Kohli and Jaworski (1990) as intelligence generation and dissemination and responsiveness to The priority that a company affords to information concerning its markets, its customers, its competitors and its environment appears to be a key barometer of its marketing orientation. This view is reflected in the Marketing Science Institute's (1990) compilation of research priorities for the 1990x. Their ranking scheme gives top position to improving the utilisation of market information. In order to successfully manage the service exchange process, the service organisation needs to develop market intelligence, which not only endeavours to understand the needs of the external customer, but also examines the needs of the internal customer in themselves, and their relationship to the needs of the external customer (Glynn and Lehtinen, 1995). The process of understanding needs, wants and demands is basic to marketing (Kotler, 1980). What is emphasised in relation to services marketing is the interrelationship between internal and external customers. In this context, internal marketing is concerned with the development of a customer orientation, the alignment of internal and external marketing ensures coherent relationship marketing (Christopher, Payne and Ballantyne 1991). Internal market research involving employees is considered of equal importance to external customer research when it comes to service improvements (Berry, Parasuraman and Zeithaml, 1994). Employees as customers of internal service are the only people who can assess internal service quality. …" @default.
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• W270892007 title "The Listening Organisation: A Segmentation Approach to Service Quality Information" @default.
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