Pub Date : 1999-07-01DOI: 10.1080/02642069900000030
G. Davies
Financial data drawn from Marks and Spencer's archives and annual reports is used to identify five phases in the Company' sales growth. Early, rather erratic, growth, often through acquisition, gave way to a second phase of store development funded by the Company's floatation in the 1920s. Sales growth in the third phase came substanriveljl through an increase in store size. A fourth phase involved irnprovernerzts in labour and space productivity. The final and current phase of evolution emphasises divers(fication. The pattern of evolution is compared with two theories of retail change, the Wheel of Retailing and the Retail Accordion. Neither is compatible with the sustained growth exhibited, indeed both theories could be said to predict the failure of the Company's overall strategy.
{"title":"The Evolution of Marks and Spencer","authors":"G. Davies","doi":"10.1080/02642069900000030","DOIUrl":"https://doi.org/10.1080/02642069900000030","url":null,"abstract":"Financial data drawn from Marks and Spencer's archives and annual reports is used to identify five phases in the Company' sales growth. Early, rather erratic, growth, often through acquisition, gave way to a second phase of store development funded by the Company's floatation in the 1920s. Sales growth in the third phase came substanriveljl through an increase in store size. A fourth phase involved irnprovernerzts in labour and space productivity. The final and current phase of evolution emphasises divers(fication. The pattern of evolution is compared with two theories of retail change, the Wheel of Retailing and the Retail Accordion. Neither is compatible with the sustained growth exhibited, indeed both theories could be said to predict the failure of the Company's overall strategy.","PeriodicalId":48173,"journal":{"name":"Service Industries Journal","volume":"19 1","pages":"60-73"},"PeriodicalIF":9.4,"publicationDate":"1999-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02642069900000030","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59319294","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-04-01DOI: 10.1080/02642069900000019
R. Johnston, A. Fern
(1999). Service Recovery Strategies for Single and Double Deviation Scenarios. The Service Industries Journal: Vol. 19, No. 2, pp. 69-82.
(1999)。单、双偏差场景下的业务恢复策略。服务业杂志:第19卷，第2期，第69-82页。
{"title":"Service Recovery Strategies for Single and Double Deviation Scenarios","authors":"R. Johnston, A. Fern","doi":"10.1080/02642069900000019","DOIUrl":"https://doi.org/10.1080/02642069900000019","url":null,"abstract":"(1999). Service Recovery Strategies for Single and Double Deviation Scenarios. The Service Industries Journal: Vol. 19, No. 2, pp. 69-82.","PeriodicalId":48173,"journal":{"name":"Service Industries Journal","volume":"19 1","pages":"69-82"},"PeriodicalIF":9.4,"publicationDate":"1999-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02642069900000019","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59319031","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-04-01DOI: 10.1080/02642069900000022
A. Broderick
In this article, the contribution of role theory to our understanding and management of service encounters is highlighted. In the first section of the article the focus on social exchange within role theory is identified and commonalities between relational approaches to marketing and a role theoretical perspective are outlined. Thereafter the article outlines the specific contribution of role theory to our understanding of service encounters. Role theory, it is argued, permits better management of the interactive features of service provider-client interface and a clearer focus on role performance and the interpersonal dimensions of service quality. Role analysis offers both focus on role consistency in service provision and a framework for dealing with the uncertainty and evolution in long term service relationships. In services marketing, role can be incorporated as a factor in successful service performance and form a central framework for good service encounter management.
{"title":"Role Theory and the Management of Service Encounters","authors":"A. Broderick","doi":"10.1080/02642069900000022","DOIUrl":"https://doi.org/10.1080/02642069900000022","url":null,"abstract":"In this article, the contribution of role theory to our understanding and management of service encounters is highlighted. In the first section of the article the focus on social exchange within role theory is identified and commonalities between relational approaches to marketing and a role theoretical perspective are outlined. Thereafter the article outlines the specific contribution of role theory to our understanding of service encounters. Role theory, it is argued, permits better management of the interactive features of service provider-client interface and a clearer focus on role performance and the interpersonal dimensions of service quality. Role analysis offers both focus on role consistency in service provision and a framework for dealing with the uncertainty and evolution in long term service relationships. In services marketing, role can be incorporated as a factor in successful service performance and form a central framework for good service encounter management.","PeriodicalId":48173,"journal":{"name":"Service Industries Journal","volume":"19 1","pages":"117-131"},"PeriodicalIF":9.4,"publicationDate":"1999-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02642069900000022","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59319094","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-04-01DOI: 10.1080/02642069900000023
L. C. Brttton, D. Ball
This article exemplifies the principal-agent problem by reference to executive search consultancy The client company (principal) hires an executive search consultancy (agent) to recruit on its behalf Inherent in the relationship is the possibility of opportunistic behaviour: The effort expended by the agent on behalf of the principal cannot be monitored and the principal cannot judge whether sufficient effort has been expended. To overcome this, incentive systems based on outputs rather than behaviour would have been advocated. In the service sector; however, there is the added problem that often output itself’ is difficult to define and monitor: By taking a non-standard view this article considers the incentive systems that have evolved in executive search.
{"title":"Trust Versus Opportunism: Striking the Balance in Executive Search","authors":"L. C. Brttton, D. Ball","doi":"10.1080/02642069900000023","DOIUrl":"https://doi.org/10.1080/02642069900000023","url":null,"abstract":"This article exemplifies the principal-agent problem by reference to executive search consultancy The client company (principal) hires an executive search consultancy (agent) to recruit on its behalf Inherent in the relationship is the possibility of opportunistic behaviour: The effort expended by the agent on behalf of the principal cannot be monitored and the principal cannot judge whether sufficient effort has been expended. To overcome this, incentive systems based on outputs rather than behaviour would have been advocated. In the service sector; however, there is the added problem that often output itself’ is difficult to define and monitor: By taking a non-standard view this article considers the incentive systems that have evolved in executive search.","PeriodicalId":48173,"journal":{"name":"Service Industries Journal","volume":"19 1","pages":"132-149"},"PeriodicalIF":9.4,"publicationDate":"1999-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02642069900000023","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59319132","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-04-01DOI: 10.1080/02642069900000018
D. Helman, L. Chernatony
(1999). Exploring the Development of Lifestyle Retail Brands. The Service Industries Journal: Vol. 19, No. 2, pp. 49-68.
(1999)。探索生活方式零售品牌的发展。服务业杂志:第19卷，第2期，第49-68页。
{"title":"Exploring the Development of Lifestyle Retail Brands","authors":"D. Helman, L. Chernatony","doi":"10.1080/02642069900000018","DOIUrl":"https://doi.org/10.1080/02642069900000018","url":null,"abstract":"(1999). Exploring the Development of Lifestyle Retail Brands. The Service Industries Journal: Vol. 19, No. 2, pp. 49-68.","PeriodicalId":48173,"journal":{"name":"Service Industries Journal","volume":"83 1","pages":"49-68"},"PeriodicalIF":9.4,"publicationDate":"1999-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02642069900000018","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59319020","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-04-01DOI: 10.1080/02642069900000020
Gardener Edward, Howcroft Barry, W. Jonathan
This paper examines the modern evolution of retail banking in a European setting and with a particular emphasis on the UK. Regulation, competition and IT developments are found to be particularly important change drivers in most European retail banking systems. Two broad strategic themes are explored. The first is the evolution of retail banking in a strategic marketing context from a supply (inward-looking) focus towards a much greater demand (outward-looking) orientation. The second theme explored is the intensifying strategic imperative towards a shareholder value culture. The key features and strategic challenges of the ‘new’ retail banking revolution are finally summarised.
{"title":"The New Retail Banking Revolution","authors":"Gardener Edward, Howcroft Barry, W. Jonathan","doi":"10.1080/02642069900000020","DOIUrl":"https://doi.org/10.1080/02642069900000020","url":null,"abstract":"This paper examines the modern evolution of retail banking in a European setting and with a particular emphasis on the UK. Regulation, competition and IT developments are found to be particularly important change drivers in most European retail banking systems. Two broad strategic themes are explored. The first is the evolution of retail banking in a strategic marketing context from a supply (inward-looking) focus towards a much greater demand (outward-looking) orientation. The second theme explored is the intensifying strategic imperative towards a shareholder value culture. The key features and strategic challenges of the ‘new’ retail banking revolution are finally summarised.","PeriodicalId":48173,"journal":{"name":"Service Industries Journal","volume":"19 1","pages":"83-100"},"PeriodicalIF":9.4,"publicationDate":"1999-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02642069900000020","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59319071","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-04-01DOI: 10.1080/02642069900000016
I. Miles
Service sectors of the economy are increasingly recognised as being important innovators. However,few studies of innovation systems have paid due attention to services’ position in these systems. The UKS Foresight programme (originally the Technology Foresight programme) provides helpful insights into these matters. Foresight has been an ambitious attempt to establish priority areas for innovative efforts, and to build new networks between inventors, innovators, entrepreneurs and policymakers. In this programme there has been an explicit and pioneering effort to include service sectors. The article examines how far this was successful, and what it tells us about services’ role in innovation systems. There is evidence that in general services remained less aware of,and involved in, Foresight than comparable manufacturing firms. Furthermore, some service industries experienced particular difficulty in participating in the process. The implication is that even though many service firms are innovative, there are still obstacles to overcome for many others before they can be as active as they might.
{"title":"Foresight and Services: Closing the Gap?","authors":"I. Miles","doi":"10.1080/02642069900000016","DOIUrl":"https://doi.org/10.1080/02642069900000016","url":null,"abstract":"Service sectors of the economy are increasingly recognised as being important innovators. However,few studies of innovation systems have paid due attention to services’ position in these systems. The UKS Foresight programme (originally the Technology Foresight programme) provides helpful insights into these matters. Foresight has been an ambitious attempt to establish priority areas for innovative efforts, and to build new networks between inventors, innovators, entrepreneurs and policymakers. In this programme there has been an explicit and pioneering effort to include service sectors. The article examines how far this was successful, and what it tells us about services’ role in innovation systems. There is evidence that in general services remained less aware of,and involved in, Foresight than comparable manufacturing firms. Furthermore, some service industries experienced particular difficulty in participating in the process. The implication is that even though many service firms are innovative, there are still obstacles to overcome for many others before they can be as active as they might.","PeriodicalId":48173,"journal":{"name":"Service Industries Journal","volume":"5 1","pages":"1-27"},"PeriodicalIF":9.4,"publicationDate":"1999-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02642069900000016","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59319467","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-04-01DOI: 10.1080/02642069900000017
M. Haring, J. Mattsson
Bringing together concepts from previous research in linguistics, social psychology and service quality, this paper explores new grounds in the pursuit of an approach for studying quality in face-to-face communication in service encounters. Audio and video recordings are used to study communication by transcribing verbal and non-verbal behaviour in the recorded activities. It is believed that contextual characteristics are the main determinants of communicative behaviour in service encounters. In order to evaluate instances of good and poor quality, these characteristics are translated into communicative concepts that are traceable in the transcriptions.
{"title":"A Linguistic Approach to Studying Quality of Face-to-Face Communication","authors":"M. Haring, J. Mattsson","doi":"10.1080/02642069900000017","DOIUrl":"https://doi.org/10.1080/02642069900000017","url":null,"abstract":"Bringing together concepts from previous research in linguistics, social psychology and service quality, this paper explores new grounds in the pursuit of an approach for studying quality in face-to-face communication in service encounters. Audio and video recordings are used to study communication by transcribing verbal and non-verbal behaviour in the recorded activities. It is believed that contextual characteristics are the main determinants of communicative behaviour in service encounters. In order to evaluate instances of good and poor quality, these characteristics are translated into communicative concepts that are traceable in the transcriptions.","PeriodicalId":48173,"journal":{"name":"Service Industries Journal","volume":"19 1","pages":"28-48"},"PeriodicalIF":9.4,"publicationDate":"1999-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02642069900000017","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59319479","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-04-01DOI: 10.1080/02642069900000021
Barry Quinn
This article re-examines the motives for retailer internationalisation with the aid of a survey of UK retailers with international retailing operations. The survey results are grouped according to the number of years companies have been operating in international markets. This facilitates a comparison of their views on internationalisation according to the different points in time that internationalisation is initiated and within the context of contrasting economic conditions. Overall, the survey results indicated that UK retailers remained strongly influenced by growth-oriented or proactive factors in their decision to internationalise. However, those retailers moving overseas for the first time, within the context of the rather severe operating conditions of the early 1990s, were in fact more likely to cite reactive factors as important influences. The article identifies a number of key issues for further research into the motives for retailer internationalisation and outlines the methodological implications.
{"title":"The Temporal Context of UK Retailers’ Motives for International Expansion","authors":"Barry Quinn","doi":"10.1080/02642069900000021","DOIUrl":"https://doi.org/10.1080/02642069900000021","url":null,"abstract":"This article re-examines the motives for retailer internationalisation with the aid of a survey of UK retailers with international retailing operations. The survey results are grouped according to the number of years companies have been operating in international markets. This facilitates a comparison of their views on internationalisation according to the different points in time that internationalisation is initiated and within the context of contrasting economic conditions. Overall, the survey results indicated that UK retailers remained strongly influenced by growth-oriented or proactive factors in their decision to internationalise. However, those retailers moving overseas for the first time, within the context of the rather severe operating conditions of the early 1990s, were in fact more likely to cite reactive factors as important influences. The article identifies a number of key issues for further research into the motives for retailer internationalisation and outlines the methodological implications.","PeriodicalId":48173,"journal":{"name":"Service Industries Journal","volume":"19 1","pages":"101-116"},"PeriodicalIF":9.4,"publicationDate":"1999-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02642069900000021","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59319080","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1999-01-01DOI: 10.1080/02642069900000008
P. Farrell, Peter R H Wood
Interjlrm collaboration has become an increasingly common organisational form in the pursuit of competitive advantage. Since most previous research has concentrated upon the manufacturing sector; we seek to redress this imbalance by considering business services. We review several theoretical frameworks, and argue that the static network theory literature fails to recognise that relations between partners and with the client are as crucial as the hybrid-environment interjiace and, therefore, cannot explain the emergence of hybrid organisational forms. Most fundamentally we argue that the client must be incorporated within the conceptual framework. Two stages of the evolution of the strategic alliance (SA)-client relationship are important: (i) formation and (ii) subsequent development. The key decision for the firms in the SA is how to enter into joint production with the client. The peflormance of a SA cannot be judged purely in terms of the participants since a vital dimension of success is how well the ' S A performs relative to the expectations of clients.
{"title":"Formation of Strategic Alliances in Business Services: Towards a New Client-Oriented Conceptual Framework","authors":"P. Farrell, Peter R H Wood","doi":"10.1080/02642069900000008","DOIUrl":"https://doi.org/10.1080/02642069900000008","url":null,"abstract":"Interjlrm collaboration has become an increasingly common organisational form in the pursuit of competitive advantage. Since most previous research has concentrated upon the manufacturing sector; we seek to redress this imbalance by considering business services. We review several theoretical frameworks, and argue that the static network theory literature fails to recognise that relations between partners and with the client are as crucial as the hybrid-environment interjiace and, therefore, cannot explain the emergence of hybrid organisational forms. Most fundamentally we argue that the client must be incorporated within the conceptual framework. Two stages of the evolution of the strategic alliance (SA)-client relationship are important: (i) formation and (ii) subsequent development. The key decision for the firms in the SA is how to enter into joint production with the client. The peflormance of a SA cannot be judged purely in terms of the participants since a vital dimension of success is how well the ' S A performs relative to the expectations of clients.","PeriodicalId":48173,"journal":{"name":"Service Industries Journal","volume":"19 1","pages":"133-151"},"PeriodicalIF":9.4,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02642069900000008","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59319362","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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