The power of perceived service quality in international marketing channels

The Authors


Ko de Ruyter, University of Limburg, Faculty of Economics and Business Administration, The Netherlands
Martin Wetzels, University of Limburg, Faculty of Economics and Business Administration, The Netherlands
Jos Lemmink, University of Limburg, Faculty of Economics and Business Administration, The Netherlands


Abstract


States that providing quality customer service is increasingly regarded as an important basis for establishing and maintaining solid and long-term relationships between manufacturers and distributors in marketing channels. Discusses the results of a research project which was undertaken to study the relationship between perceived service quality, supplier power bases and perceived relationship strength in international marketing channels. Finds that two dimensions can be used for characterizing perceived service quality in international marketing channels: service elements controlled by intermediary personnel; and service elements controlled by management. Moreover reveals that perceived service quality is an important determinant of perceived relationship strength, in contrast to coercive power bases such as offering rewards or undertaking punitive action. Concludes that, particularly in long channel structures, perceived service quality forms an important marketing channel instrument for relationship marketing.

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Article Type: Research paper
Keyword(s): Global marketing; Marketing channels; Research; Service quality.


European Journal of Marketing
Volume 30 Number 12 1996 pp. 22-38
Copyright © MCB UP Ltd ISSN 0309-0566

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Introduction


As a result of intense competition, slower growth rates and expanding price pressures in markets of fast moving packaged consumer goods, the nature of manufacturer-distributor relationships is changing. Traditional marketing channel instruments such as guarantees of availability, credit terms or sales promotions are becoming less efficient in saturated markets in which there is an increasing emphasis on non-price competition. In domestic channels, perceived service quality is used as a differentiation strategy and regarded as a decisive success factor in supplier evaluation and purchase decisions in the manufacturer-distributor dyad (Ballou, 1992; Gilmour, 1977; Kyj, 1987, 1989; La Londe et al., 1988; Mentzer et al., 1989). Providing quality service is instrumental in establishing and facilitating communication, conflict-solving and commitment, which have been identified as major dimensions of mutually satisfying and, hence, strong channel relationships (Anderson and Narus, 1984, 1990; Anderson and Weitz, 1989, 1992). Channel service quality could, therefore, be considered as a type of power base that can be utilized to influence and control the decisions and behaviour of channel partners (Frazier and Sheth, 1985; Gaski, 1984, 1987; Keith et al., 1990). This may be even more applicable to international channels in which long shipping distances, multiple transhipments and diversity in channel levels and time zones require significant efforts and financial risk on behalf of manufacturers. Moreover, in the international channel environment producers have less control over service levels (Assugman and McCullough, 1993). Quality service may convey a manufacturer’s intentions to cultivate and maintain strong partnerships in addition to power-dependence bases. However, despite the importance of the role of perceived service quality, empirical research into the nature of cross-border channel relationships has been limited largely to such issues as market entry designs (LaBahn, 1994). Therefore, this article explores the relationship between perceived service quality, supplier power bases and perceived relationship strength in international marketing channels. It is structured as follows. First, the literature on marketing channel relationships and perceived service quality will be reviewed. Next, the results of an empirical study that was conducted on the worldwide distribution network of a large international food manufacturer will be reported. Finally, a number of theoretical and managerial implications emerging from this study will be discussed.



The nature of marketing channel relationships


Several theoretical perspectives have been advanced to explore and understand the complex nature of marketing channel phenomena. Among them are the political economy paradigm and the relationship marketing paradigm. These perspectives introduce new concepts and aspects of human behaviour that form a welcome addition to the body of (classic) economic theory that deals with marketing channels. Specifically, recent channel research has focused on such issues as (long-term) manufacturer-distributor relationships (e.g. Hogarth-Scott et al., 1994) and the power-dependence balance (Keith et al., 1990). With regard to channel relationships, a shift in marketing thought has taken place from an emphasis on a transactional to a relationship perspective (Webster, 1992). The concept of the relationship marketing paradigm that is most appropriate to marketing channels is relational exchange. Relationships between manufacturers and distributors take many forms varying from discrete, transactional exchanges to relational exchanges in vertically-integrated networks (Dwyer et al., 1987). At the one end of the continuum, discrete transactions are characterized by a narrow content and focus and limited communication between the manufacturer and distributor. Typically, these exchanges are based on price, specification and availability and relate to classical channel instruments such as sales promotions (Rangan, 1986). Moreover, transactional exchanges are characterized by small investments, a short duration and low switching costs. At the other end of the continuum, relational exchanges involve repeated transactions over a longer time-frame. At this level channel relationships have moved beyond purely price-based negotiations. Exchange investments are large and switching costs are high. Several operationalizations of the relationship continuum in marketing channels have been proposed recently (Hogarth-Scott et al., 1994; Kotler, 1991; Webster, 1992). For example, Kotler, (1991) classifies perceptions of marketing channel relationships as:

• “A chain of discrete orders; there is no real partnership”;

• “Reactive; the manufacturer only reacts to problems if the distributor tries to get contact”;

• “Proactive; the manufacturer will try to find out if there are any problems and will then try to solve them”;

• “Based on continued interest from the manufacturer even if there are no problems at all”; or

• “A real partnership; cooperation takes place on many areas”.

Higher degree of partnerships involve interdependence, although this interdependence is not necessarily evenly balanced.

The concepts of power and dependency are central to channel relationships (Stern and El-Ansary, 1992). These concepts have been studied widely from the perspective of the political economy framework (Arndt, 1979; Reve and Stern, 1986; Stern and Reve, 1980; Thorelli, 1986). This paradigm “views a social system as comprising interacting sets of major economic and socio-political forces which affect collective behaviour and performance” (Stern and Reve, 1980, p. 53). From this point of view, power is conceptualized as the ability of one channel member to influence or control the decisions and behaviour of other channel members. Stern and El-Ansary (1992, p. 312) contend that “power generally must be used in marketing channels to … gain cooperation and induce satisfactory role performance”. This holds true in particular for international channel relationships (Ahmed, 1977). Different types of power bases are used in marketing channels to create dependence. With respect to channel conflict, a distinction has been made between coercive and non-coercive power bases (Frazier and Summers, 1986; Kale, 1986). The former relates to rewards and punitive actions (e.g. through promises, threats and legalistic pleas), while the latter denotes the use of expertise, information and recommendations or reference (Frazier and Sheth, 1985; French and Raven, 1959; Gaski, 1984, 1986; Keith et al., 1990; Raven and Kruglanski, 1970). Coercive power is a function of both the power base and dependency of the distributor (El-Ansary and Stern, 1972). Dependence may be affected by the availability of alternative resources. Coercive power bases are founded on the belief that a manufacturer has the ability to provide (explicit and implicit) rewards to distributors or, alternatively, has the capability to correct in case distributors should fail to meet manufacturer demands. A coercive power base, therefore, is aimed at influencing actual behaviour. Non-coercive power is based on the perception that a supplier has special knowledge, skills and/or conditions to offer that are not available from other manufacturers. As an alternative influence strategy, the use of a non-coercive power base primarily seeks to change perceptions by downstream dependency levels in the channel (Boyle and Dwyer, 1995). From this point of view, perceived service quality could also be used as a non-coercive power base. The ability to offer channels service levels that are perceived as high quality, relative to competition, could be considered a non-coercive base of power, similarly to expert or information power. It can be used to improve trust, commitment and co-operation among channel partners and decrease interorganizational conflict (Hunt and Nevin, 1974; Lusch, 1976).



The nature of perceived service quality


With regard to marketing channel service quality, a conceptual shift has taken place (Christopher and Wills, 1974; La Londe and Zinszer, 1976; La Londe et al., 1988; Mentzer et al.,1989; Rakowski, 1982; Rinehart et al., 1989; Sterling and Lambert, 1989; Tucker, 1983). Initially, service in channels was considered as a constraint the costs of which should be minimized (Lekashman and Stolle, 1965; Parker, 1962). Moreover, early research on channel service adopted the supplier’s view of quality. In this research channel, service is strongly related to the distribution element of the marketing mix. As a result, service attributes such as order cycle time, fill rate and shipping information are emphasized (La Londe and Zinszer, 1976; La Londe et al., 1988; Perreault and Russ, 1974; Willet and Stephenson, 1969). More recently, the customer’s perception has been introduced as a point of departure for defining channel service quality (Christopher and Wills, 1974; Hutchison and Stolle, 1968; Perreault and Russ, 1974; Sabath, 1978; Sterling and Lambert, 1989). The basis for customer-perceived service quality frequently forms the SERVQUAL model that was introduced by Parasuraman et al. (1985). The model departs from the assumption that quality involves a comparison of expectations with actual performance in the context of interactions between firms and their customers. Perceived service quality is determined by the size and the direction of so-called internal gaps:

between customer expectations and management perception of those expectations;
between management perceptions of customer expectations and the firm’s service quality specifications;
between service quality specifications and actual service delivery; and
between actual service delivery and external communications about the service.

Gap 5 (the so-called external gap) involves the comparison between expectations and performance. Within the context of marketing channels, this would mean the interaction between manufacturers and distributors (Pisharodi and Langley, 1990). Recent research in the area of service quality suggests that scores on the perceptions component of the SERVQUAL instrument are able to explain significantly more variance in customer perceived service quality than are the perception minus expectation scores (Kasper and Lemmink, 1989). Moreover, the difference scores have been shown to exhibit unfavourable psychometric properties (Cronin and Taylor, 1992).

With respect to the so-called internal gaps of the SERVQUAL model, it has been suggested that boundary personnel (“the front office”) and company management (“the back office”) have different views on customers’ perceptions of service quality and that management and boundary personnel each may influence perceived service quality differently (Bateson, 1991; Ehnbom, 1990; Gilmour, 1977; Kasper and Lemmink, 1989; Langeard et al., 1981; Parasuraman and Zeithaml, 1982). Intra- and interorganizational conflicts might arise between management and boundary personnel, if perceptions of service quality differ markedly (Schneider et al., 1980). In relation to the external gap, it should be noted that service quality is determined largely by boundary personnel-related psychological and social capabilities in the generation of trust (cf. Swan and Nolan, 1985; Swan et al., 1985), the quality of communication (Dwyer et al., 1987) and the emergence of relational norms (Gundlach and Murphy, 1993; Heide and John, 1992) in so-called service encounters (Bitner, 1990).

With regard to perceived service quality, Gilmour (1977) has argued that customer wants and needs may vary between customer segments. Within an international context, Marr (1984) identified different service needs with regard to Germany and the Benelux countries. If such “regional” differences occur, one could expect differences in service quality needs to exist on a global level.



Research questions


Relatively little is known about the determinants of perceived service quality in an international marketing channel context and its impact on perceived relationship strength (Klein and Roth, 1993; LaBahn, 1994). However, as was already pointed out above, perceived service quality may be a substantial type of power base that can be utilized to exert influence over the decision-making behaviour of international channel partners. Perceived service quality is generally considered to be of a multi-dimensional nature. Perceptions may therefore vary between customer segments with respect to the various dimensions of service quality. Furthermore, in international distribution, several channel structures, differing in length and in the number of intermediaries involved, are often used simultaneously. It has been argued that the number of downstream dependency levels will influence perceived relationship strength (Stern et al., 1989). The effect(s) of power bases on influence processes even in domestic marketing channels has remained fuzzy. On the one hand, Frazier and Rody (1991) argue that manufacturers with a power advantage will prefer the use of non-coercive power bases, as the use of coercive power will endanger the dominating power status. Alternatively, Kasulis and Spekman (1980) argue that the use of non-coercive strategies, such as information exchange, takes more effort from the part of the manufacturer and that, therefore, its use will be limited to a relatively small number of preferred channel partners. As there seems to be insufficient evidence of the direction of the relationship between power and perceived degree of relationship strength to warrant specific hypotheses, the following four empirical research questions on the role of perceived service quality as a non-coercive power base in international marketing channels were formulated:

What are the dimensions of perceived service quality in international marketing channels?
How do geographical customer segments differ with respect to dimensions of perceived service quality in international marketing channels?
How does perceived service quality as a type of a non-coercive power base relate to forms of coercive power in determining perceived relationship strength in international marketing channels?
How does channel length relate to perceived relationship strength in international marketing channels?

The answers to these questions were formulated on the basis of an empirical study.



An empirical study



Research setting


The setting that was selected for conducting the research was a large, multinational Dutch manufacturer of fast-moving packaged consumer goods. In the research the focus was essentially on the first-level members of the marketing channels (distributors) in an international context. These constitute the first link in their respective marketing channels. The main decision makers in the marketing channel member’s organization were identified and referred to as “contact persons”. As a rule, the nature of the contact with the manufacturer is twofold: contacts with respect to logistics matters, and contacts with regard to marketing affairs. On the basis of the manufacturer’s internal records, two criteria were applied to ensure sufficient experience with the manufacturer’s customer service:

The contact person had put 12 or more orders (one per month) for the supplier’s products in the previous year.
The contact person had ordered more than 10,000 units of the supplier’s products in the previous year.

Basically, two types of channel lengths were distinguished. The first was the (nationwide or region-wide) distributor/agent-wholesaler-retailer-consumer channel. The second channel structure was the distributor-retailer-consumer duty-free channel. The first channel is rather long; it usually takes up to several weeks before the product reaches the retailer. The second channel is rather short; it usually takes no more than a couple of days (sometimes even a few hours) before the product reaches the duty-free retailer.



Sampling


Questionnaires were sent to contact persons (227) worldwide by courier. The selected contact persons accounted for more than 95 per cent of the annual export sales of the manufacturer and more than 90 per cent of the annual amount of orders. The questionnaire was announced by means of a telefax message. Moreover, a reminder message was sent by telefax and additionally 70 per cent of the selected contact persons were contacted by phone. Finally, after three weeks the response totalled 133 (59.5 per cent), of which 117 (51.5 per cent) could be used for further analysis. The response accounted for more than 50 per cent of the annual export sales and over 45 per cent of the annual amount of orders. Contact persons not willing to participate in the mail survey were asked to answer an abbreviated telephone survey to get some insight into non-response bias. No significant differences between respondents and non-respondents regarding characteristics and attitudes were discovered. Furthermore, a time trend extrapolation test was carried out. The assumption of such a test is that respondents who respond less readily, are more like non-respondents (Armstrong and Overton, 1977). Only a negligible number of variables (less than 5 per cent) used in the questionnaire showed a significant difference between early and late respondents. Finally, because of the international character of the manufacturer’s business, questionnaire versions in French and Spanish were also provided on the basis of double back translation.



Questionnaire design


In essence, our questionnaire consisted of two parts: a perceived service quality-related part; and a part containing relationship-related measures. In addition, a number of common descriptive items were included. The service quality part included statements on the quality of 33 service elements measured on a seven-point Likert scale ranging from “I strongly disagree with the statement” (1) to “I strongly agree with the statement” (7). The statements emerged from exploratory interviews with four managers, ten customer contact employees and 18 customers. This is in accordance with the procedure for item generation in the domain of service quality as suggested by Parasuraman et al. (1985). Seven categories were used to cover the concept of channel service quality: shipment, order taker, information, complaints handling, documentation, marketing support and tangibles (see Appendix). Perceived service quality was measured by asking respondents what their perceptions of the performance of different service elements were, thereby omitting the expectations component of the SERVQUAL instrument as proposed by Babakus and Boller (1992); Cronin and Taylor (1992, 1994); Kasper and Lemmink (1989). Questions were anchored to excellent service quality, i.e. statements are formulated in such a way as to reflect excellent service quality if strongly agreed to. Moreover, service quality was also assessed using an overall (single-item) measure of service quality ranging from “Very poor”(1) to “Excellent”(7).

Furthermore, several relationship-related measures were enclosed in the questionnaire, namely: perceived relationship strength and types of perceived power bases. Relationship strength was measured using Kotler’s five categories of relationship that were introduced above (Kotler, 1992). Based on an extensive review of the literature, the perception of the coercive power bases the manufacturer most likely uses to influence distributors’ decisions was measured on a five-point scale with regard to two coercive power bases - offering rewards and punitive action - and three types of non-coercive power bases - expertise, information and reference (cf. Frazier and Sheth, 1985; Keith et al., 1990). Finally, a distinction was made with regard to channel length: the distributor/agent-wholesaler-retailer-consumer channel (long), and the distributor-retailer-consumer duty-free channel (short).



Results


In order to answer research question one, the perceived service quality related data were analysed using principal components factor analysis. The factor solution was varimax rotated. Factor scores were subsequently regressed on an overall service quality score. As becomes clear from Table I, two factors emerged on the basis of the scree plot (see Figure 1). The internal consistency of the two factors was examined using coefficient alpha. Owing to their low total-to-item correlation (< 0.3), eight customer service elements were excluded from further analysis.

The factors were labelled as: service elements controlled by intermediary personnel; and service elements controlled by management. The total percentage of variance explained by the two factors is 41.8. Only the items loading 0.4 or higher (21 items) are used in further analyses. coefficient alpha was used as a measure of internal consistency of the scale, which (coincidentally) equalled 0.863 for both factors.

Table II contains the results of multiple regression analysis of the factor scores on overall perceived service quality. From this table, it becomes clear that the hypothesis that each coefficient is equal to zero can be rejected at α = 0.05 (F = 13.515; p < 0.00005). Of the total variance of overall service quality, 25 per cent can be explained by the two factors. Both factors are statistically significant at α = 0.05. Factor 2 (management controllable service elements) yields the relatively highest perceived importance (Beta = 0.383).

Research question two concerns the differences between geographical customer segments with respect to perceived service quality in international marketing channels. On the basis of modes of transportation, the company discerns three main geographical areas for segmentation with regard to its international marketing channels: Europe; North America, South America and the Caribbean; and the Middle East, the Far East and Africa. Transportation in Europe takes place mainly by road; transportation in the other two geographical areas is done primarily by boat. Shipping intervals to the Americas are relatively short and regular, whereas shipping intervals to the Middle East, the Far East and Africa take place at relatively longer intervals with less regularity. In Table III, factor scores for these main geographical areas are presented.

It can be observed that Europe has a less positive view of service elements controlled by intermediary personnel than service elements controlled by management, while the Middle East, the Far East and Africa, on the other hand, have a less negative view of service elements controlled by intermediary personnel than service elements controlled by management. A similar picture emerges for the Americas segment.

Next perceived service quality was compared with coercive bases of power. In this analysis, power bases were represented by a dummy variable. Table IV contains the results of multiple regression analysis of both perceived service quality and coercive power bases on perceived relationship strength.

As a non-coercive power base, perceived service quality is positively related to perceived relationship strength. This variable is statistically significant at α = 0.05. While the variable coercive power bases is significant at α = 0.10, it is negatively related to relationship strength. Perceived service quality (Beta = 0.331) is relatively more important in determining relationship strength than coercive power bases (Beta = - 0.235).

In order to answer research question four, channel length was included in the multiple regression analysis. This was also represented by a dummy variable (see Table V).

There is a relatively strong indication (Beta = -0.149; p = 0.1109) that channel length is positively related to perceived relationship strength. This means that the shorter the length of the international channel, the less the perceived strength of the manufacturer/distributor relationship.



Discussion


This study has examined the relationship between perceived service quality, supplier power bases and perceived relationship strength in international marketing channels. It was found that two dimensions can be used for characterizing perceived service quality in international marketing channels: service elements controlled by intermediary personnel; and service elements controlled by management. These two dimensions reflect the operational perspective and the tactical/strategic perspective of channel service. The service elements controlled by intermediary personnel may be looked on as reflecting the operational context of channel service, while the service elements controlled by management illustrate the tactical/strategic perspective. From a strategic perspective, most businesses establish channel service policies that are uniformly applied to all distributors. The results of our study suggest that, with respect to perceived service quality, differences exist between geographical segments of customers in marketing channels. This indicates that competitive advantage could be obtained by differentiating service quality by market segment, as suggested by Gilmour (1977) and Marr (1984). Partly, differences in perceived service quality might be explained by cultural variation in the global marketplace (Assugman and McCullough, 1993). However, market- or company-specific conditions may account for variation in quality perceptions. In our case, it can be observed that relatively positive service quality evaluations were received from the Americas segment. This is undoubtedly a result of the fact that the company has established a strong local presence in their most important export market. The central importer in the USA has a well-developed customer service system. On the other hand, the relative negative perception of both intermediary personnel and management controlled service elements by the Eurosegment can be explained by the fact that recently a large part of the order-handling capacity in this region has been automated using electronic data interchange (EDI). The fact that initial start-up problems have not yet been overcome completely, may very well have resulted in relatively negative service quality perceptions. Moreover, communications about the EDI project may have inflated expectations concerning customer service quality. Finally, the relative proximity of the manufacturer may lead to higher customer service expectations than in the other geographical segments.

It was argued that perceived service quality could be viewed as a type of non-coercive base of supplier power. The results of our empirical study reveal that perceived service quality significantly affects the perceived closeness of the manufacturer-supplier relationship in international marketing channels. This constitutes the power of perceived service quality in international marketing channels. In contrast, the use of coercive power bases is negatively related to perceived relationship strength. This would suggest that, in manufacturer-distributor relationships, striving for service quality and partnership will benefit from mutual reinforcement. The relationship between channel length and perceived strength of the manufacturer-distributor relationship was also investigated. It was found that distributors operating within the short channel structure (the distributor-retailer-consumer duty-free channel) have a less positive perception of relationship strength than distributors operating within the longer structure. A parallel might be drawn between the European segment and the duty-free channel. Both can be characterized by relatively short distances (in fact, the short channel structure mainly holds for the European market) and, as a result, boundary personnel controlled service elements such as rush orders and special requests are considered relatively important. For both the European segment and the short channel structure a more negative perception of the quality of boundary personnel emerges. As the short distance attributes to the importance of boundary personnel and shipment, both duty free and Europe are sensitive to errors by intermediary personnel. Thus, distributors operating in these channel structures have a largely operational view of channel service quality.

Part of the strength of an empirical research project lies in the recognition of its limitations. The limitations form an important point of departure for further research efforts. Future research on perceived service quality should incorporate other levels than the first level of the marketing channel (Shycon and Sprague, 1975). Service provided by the manufacturer can have quite an impact on all levels of the marketing channel. For instance, retailers and wholesalers will have quite different views of service quality (Ghosh, 1990; Rosenbloom, 1987). In future research, attention should also be paid to other determinants of relationship strength such as satisfaction, commitment and trust (Crosby et al., 1990) to obtain a more comprehensive picture. The picture that emerges from our study is also limited in the sense that it is based on the case of one specific company only. Cross-sectional studies from diverse channel environments taking a longitudinal point of view should be used to draw a more reliable picture.

Limitations of our study are also related to the use of the SERVQUAL approach in our study. Several shortcomings of this approach have been identified lately. First, the stability of the service dimensions across different branches of industry has proved to be weak (Cronin and Taylor, 1992). Second, the validity and reliability of the difference between expectations and performance have been seriously questioned (Carman, 1990). Third, application of the SERVQUAL approach is by definition limited to existing products since experience and performance must both be taken into account. Hence, the quality of service innovations can hardly be measured. Fourth, additive relationships between service dimensions are implied by the model, while this may not be a realistic assumption (Cronin and Taylor, 1992). In international marketing channels, trade-offs between various service levels will be made (Gilmour, 1977). Therefore, there is clearly a need for a method that allows us to investigate the trade-off that distributors make between order cycle time, costs and other elements of the channel service quality mix. Such an approach would benefit from the use of conjoint analysis as a research method. Finally, measuring perceived service quality by means of the SERVQUAL approach is based on the assumption that service quality is a static concept, while in fact it is not (Bolton and Drew, 1991). A dynamic approach to assessing service quality on the basis of a longitudinal design might therefore provide additional insight in the power of perceived service quality in international marketing channels.

From a managerial point of view, it seems worthwhile to analyse the differences between customer-perceived boundary personnel and management controllable service elements and to focus on service quality improvements as they clearly define distributor perceived relationship strength, even in our case of a strong consumer brand. Furthermore, uniform service quality levels are expensive to maintain and this may not be necessary. Our study indicates the potential for reducing service quality costs and improving service quality by taking segmentation criteria such as geographical areas and channel structure into account.


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Table I Factor solution of customer service elements (using principal axis factoring with varimax rotation)
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Table II Dimensions of perceived service quality
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Figure 1 Scree plot
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Table IV Power bases and perceived relationship strength
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Table III Dimensions of perceived service quality by geographical area
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Table V Power bases, channel length and perceived relationship strength

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Appendix: perceived service quality items


1.The period of time which elapses between the placement of my order and the delivery of the products is rather short.
2.The variability of the period of time which elapses between the placement of my order and the delivery of the products is relatively stable.
3.When ordering products the requested delivery date is always met.
4.Serious deviations from order specifications are highly unlikely, when I receive my order (for instance, the wrong product is delivered in the right quantity).
5.Whenever possible, special shipping instructions are accommodated, such as mixed pallets.
6.On my request my shipment can always be expedited.
7.Last-minute changes to my order are never a problem.
8.Order constraints are no serious impediment to my business.
9.The employee who takes my order is always courteous.
employee who takes my order is never too busy to respond to questions or requests.
employee who takes my order is competent and skilled enough to do an excellent job.
employee who takes my order can easily be contacted by me.
employee who takes my order shows genuine interest in my problems and needs and responds in an appropriate way to take care of them.
have always timely received all relevant information on products and their prices, as for example on new product introductions, price changes, etc.
have always promptly received all relevant information on distribution issues, such as new pallet formats.
have always swiftly received all relevant information on advertising campaigns, promotional and sponsoring activities, such as the start of a new advertising campaign.
there should be a problem with my delivery, the necessary order status information is always available (e.g. if my order should be late the employee would be able to tell me the estimated delay).
case of a complaint, the employee who takes care of it always responds courteously.
employee who takes care of my complaint is never too busy to solve it adequately.
case of a complaint, the employee who handles it always tries to find a satisfactory solution as quickly as possible.
I have a complaint, I can easily reach the employee, who should take care of it.
have no problem understanding all of the accompanying documentation, e.g. invoices, bills of lading, etc. It is always clear and straightforward.
is rather unlikely for me to discover an error in all of the accompanying documentation.
campaigns, promotional and sponsoring activities are always adjusted to my needs and support my own activities in these areas.
advertising campaigns, promotional and sponsoring activities are never carried out without at least asking my opinion about them.
advertising campaigns, promotional and sponsoring activities this company is well prepared to handle the increased order volume.
company conducts sufficient market research on the beer consumption in my country.
my opinion, I can exert considerable influence on decisions in the most important distribution issues regarding my own operations.
company’s credit facilities can be considered as rather advantageous for my operations.
appearance of all products is always excellent, e.g. no dust on the products, labels in an optimal condition, “Best before” has not expired, etc.
errors, like crown caps in the bottle, cracked bottles, are fairly unlikely to occur.
company’s returns policy allows me to return products whose quality is not up to standard and compensates me fully for those products.
company’s packaging hardly allows products to be damaged during transport.