 Performance measurement systems in after-sales service: an integrated frameworkPaolo Gaiardelli, Nicola Saccani and Lucrezia Songini International Journal of Business Performance Management, 2007, vol. 9, issue 2, 145-171 Abstract: In today's competitive markets, companies are shifting from a Product-centric to a Customer-centric view. The After-Sales (AS) service can become a key differentiator and a major profit source. Thus, after-sales cannot be considered simply a set of operative activities; rather it plays a strategic role, affecting the definition of the product-service mix offered to the customer and the physical and organisational configuration of the overall logistics chain. Therefore, importance should be given to its strategic management and to the definition of a structured business performance measurement system. In this context, this paper a) provides a review of the existing body of knowledge about AS performance measurement systems, b) proposes an integrated framework for AS performance measurement consisting of four levels (business, process, activity, and development and innovation), and c) provides an empirical application of the framework to four case studies in durable consumer goods – automotive, home appliances and consumer electronics. Keywords: after-sales service; performance measurement; reference models; case studies; durable goods; strategic management; automotives; home appliances; consumer electronics. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbpma:v:9:y:2007:i:2:p:145-171 Access Statistics for this article More articles in International Journal of Business Performance Management from Inderscience Enterprises Ltd |
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