What Are the Different Types of Remediation Companies?

Service remediation is a remedial response made by service companies to customer dissatisfaction and complaints in the event of failure and error in providing services to customers. The purpose is to make up for mistakes through this response, restore customers, and re-establish customer satisfaction and loyalty. When the company provides services that make customers dissatisfied, such dissatisfaction can leave customers a deep memory, but the service remedies that are taken immediately will give customers a deeper impression. The service remedy contradiction theory points out that those customers who have been satisfied with the service after failing to resolve it have a stronger willingness to repurchase than those who have not experienced the failure of the service. ^[1]

Service remediation

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Service remediation is a remedial response made by service companies to customer dissatisfaction and complaints in the event of failure and error in providing services to customers. The purpose is to make up for mistakes through this response, restore customers, and re-establish customer satisfaction and loyalty. When the company provides services that make customers dissatisfied, such dissatisfaction can leave customers a deep memory, but the service remedies that are taken immediately will give customers a deeper impression. The service remedy contradiction theory points out that those customers who have been satisfied with the service after failing to resolve it have a stronger willingness to repurchase than those who have not experienced the failure of the service. ^[1]

The concept of service remediation was first proposed by Hart et al. In 1990. [1] Different scholars have different expressions of the concept of service recovery. Tax and Brown define service remediation as: service remediation is a management process. It must first discover service errors, analyze the causes of the errors, and then perform service errors based on quantitative analysis.

First, service remediation has real-time characteristics. This is service remedy with

Service remedy is directly related to

To date, there is no empirical study on how effective service remediation is in improving customer satisfaction and loyalty. There are some issues in service recovery research that must be taken seriously.

Service remedies "second success"

For service companies, emphasizing "one-time success" is necessary, but it is not enough. The reason is very simple: services are different from physical products, and the characteristics of simultaneity of production and consumption, and differences in services determine that services cannot be highly standardized. From the perspective of empirical research, the error rate of service transmission is much higher than that of physical products. Therefore, under the premise of focusing on "first success", enterprises must pay attention to the "second success" issue.

Service remediation internal service remediation issues

Previous research on service remediation was mainly limited to customer service remediation, but little research on internal service remediation issues. In fact, with the rise of internal marketing theory, internal service remediation has become an issue that cannot be avoided by the theory and the business community. In the internal marketing process, employees' perceived service quality plays a vital role in improving employee satisfaction and loyalty. James Heskett and others in the United States have conducted long-term empirical research on this and confirmed the existence of the so-called "satisfaction mirror" between employee satisfaction and loyalty and customer satisfaction and loyalty, and regarded it as the service profit chain. The most important link. Therefore, enterprises must pay attention to the research on the interaction between internal service remediation and employee satisfaction and loyalty, and use internal service remediation to improve employee satisfaction rate, and then improve customer loyalty and corporate competitiveness.

Service remediation authorization issues

All of the previous monographs on service marketing and management are so-called employee empowerment. But in fact, according to a survey by Chis Argyris: In the past 30 years, although managers have shouted authorization, it is really rare for subordinates to authorize. In response to this situation, in the "Service Marketing and Management" book published by Gronroos in 2000, he proposed the concept of "enabling employees to solve problems" (Enabling) as a prerequisite for the success of authorization condition. Finally, it must be clear that service remediation is not always effective. In many cases, service products cannot be reproduced, and service remediation is meaningless to improve customer satisfaction and loyalty. The effectiveness of service remediation depends largely on the type of customer-service provider interaction. If the customer has a high degree of participation in the service production process and the value of the investment is great, in this case, service remediation can only play a role in alleviating customer dissatisfaction, and increase customer satisfaction and loyalty It won't be substantive. For example, when customers invest in their own physical or mental factors (such as patients undergoing surgery in medical services), if a service error occurs, the consequences will be irreversible, and any form of service remedy will be meaningless. . Conversely, if customers invest in information or other belongings, the effect of service remediation will be much higher than the former. This is something we must pay attention to when formulating a service remediation strategy.