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dc.contributor.authorSim, Alexen_NZ
dc.date.available2011-04-07T03:15:10Z
dc.date.copyright2003-03-28en_NZ
dc.identifier.citationSim, A. (2003, March 28). Enhancing customer satisfaction and retention: assessing customer perceptions of Barlow justice limited to improve overall service quality (Thesis). Retrieved from http://hdl.handle.net/10523/1395en
dc.identifier.urihttp://hdl.handle.net/10523/1395
dc.description.abstractBarlow Justice Limited is a small professional property and asset valuation firm with three full-time valuers, one full-time and two part-time office workers. In conjunction with Barlow Justice Limited, a study was conducted to examine the level of customer satisfaction resulting from the services provided. This was undertaken using a mail questionnaire, being sent to all customers from May 20, 2002, until November 11, 2002. There have been many models proposed for the measurement of service quality. This study uses the Expectations-Perceptions-Importance model (EPI). The focus of this exercise was to provide an accurate representation of customer opinion and from this be able to propose recommendations for improving the level of service. The aim is to encourage high levels of satisfaction so as to create loyal, long-teem, repeat customers. The foremost conclusion of this study identified speed of service as the major determinant of satisfaction and loyalty. Other factors which impact upon satisfaction included report accuracy, the report not being delivered on time, failures in communication, staff/customer relations, and whether customers feel the report was created independently from other sources. Although this report acknowledges that very high levels of satisfaction are generally being achieved by Barlow Justice Limited, it is maintained that further improvements at very little extra cost, can be made. As the majority of customers want the report delivered in no more than three days, an appropriate scheduling process should be developed to prioritise customers, to assist in achieving this requirement. It is therefore recommended that pricing packages be developed for the purpose of managing capacity so as to control the demand of prompt service. To support this, it is also recommended that processes be developed to ensure customer requirements are clearly understood and recorded during initial contact. This will result in more jobs being completed within stipulated timeframes. In addition to the above, this report suggests that improving communication with customers will serve to eliminate a substantial amount of dissatisfaction. For this reason it is recommended that where either reports or appointments are likely to be delayed, the customer should be contacted. In particular, where reports cannot be delivered on time, ensuring the customer remains informed will dispel some unfavourable feelings. Verbal reports should be offered to prevent inconveniences and allow purchase/sale decisions to proceed. Flexibility of the service was highlighted as an area that could be developed. Tailoring the report length and content to individual customers may increase its value. This was found to be particularly true for rental and commercial customers. Such value-adding improvements that result in increased satisfaction and loyalty are difficult to quantify, however should not be discounted. Finally, continuing this line of research will enable the Barlow Justice to assess its performance in improving service quality. In particular, where changes are made, their impact upon satisfaction and their cost/benefit can be measured.en_NZ
dc.subjectExpectations-Perceptions-Importance modelen_NZ
dc.subjectcustomer satisfactionen_NZ
dc.subjectcustomer retention,en_NZ
dc.subject.lcshHF Commerceen_NZ
dc.subject.lcshHF5601 Accountingen_NZ
dc.subject.lcshH Social Sciences (General)en_NZ
dc.titleEnhancing customer satisfaction and retention: assessing customer perceptions of Barlow justice limited to improve overall service qualityen_NZ
dc.typeThesisen_NZ
dc.description.versionUnpublisheden_NZ
otago.bitstream.pages89en_NZ
otago.date.accession2006-10-13en_NZ
otago.schoolManagementen_NZ
thesis.degree.disciplineManagementen_NZ
thesis.degree.grantorUniversity of Otagoen_NZ
thesis.degree.levelMasters Thesesen_NZ
otago.interloanyesen_NZ
otago.openaccessAbstract Only
dc.identifier.eprints441en_NZ
otago.school.eprintsManagementen_NZ
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