Aligning strategic profiles with operational metrics in after-sales service

摘要

Purpose - The purpose of the paper is to overcome the limitations of the current models available inrnthe literature in terms of relation and consistency between business strategy, service chainrnconfiguration and performance measurement systems, and on the alignment between strategic,rntactical and operational levels of after-sales decision-making processes.rnDesign/methodology/approach - The paper draws on a literature review of after-salesrnperformance measurement systems and provides a first validation of the proposed integratedrnmodel through industrial case studies related to the provision of durable consumer goods in a businessrnto consumer scenario.rnFindings - The paper aims to contribute to a better understanding of the factors which influence thernperformance of after-sales, in order to allow enterprises to consistently design their corporaternafter-sales service strategic performances with those required at operational levels within a servicernchain.rnResearch limitations/implications - Further development must be carried out in order to: enlargernthe sample of companies and cases where the model can be applied, with a specific extension on arnbusiness-to-business industry; extend the model to the whole supply and service chain; enrich thernframework in order to consider other aspects, as empathy; and develop a full integration with thernSCOR model, including the definition of best practices.rnOriginality/value - The integration of the strategic and operational views subsumed by thernframework would allow enterprises in relating more consistently their corporate After-sales strategicrnand operational performance within a service chain and to assess the cause and effect relationshiprnbetween operational drivers and financial and competitive results.