service quality assessment in pt. indokemika jayatama

543

THE INDONESIAN JOURNAL OF BUSINESS ADMINISTRATION

Vol. 2, No. 5, 2013:543-553

SERVICEQUALITYASSESSMENTINPT.INDOKEMIKAJAYATAMAUSINGINDSERVSCALEANDIMPORTANCEPERFORMANCEANALYSIS

EduardusIvanSubiantoandMohammadHamsal

SchoolofBusinessandManagementInstitutTeknologiBandung,Indonesia

[email protected]

AbstractEveryday,competitioninthebusinesslandscapeisalwaysincreasing.Intheyear2012,its25thyearof establishment, PT Indokemika Jayatama tries to achieve its goal to become the leading player in thechemicals tradinganddistributionbusiness.Toachievegoal tobecome leadingplayer, Indokemikaneeds tobetter understand markets perception toward its service quality. This study aimed to achieve thatunderstandingbyconductingamarketsurvey,followedbygapanalysisinservicequalitydimensionsdescribedby INDSERVscale,whichGounaris introduced in2005,andfocusingthetargetusing ImportancePerformanceAnalysisbyMartillaand James (1977).Questionnaires,containing21questionstoexplainB2Bservicequalityattributes, were sent to Indokemikas active customers. The PerformanceImportance Gap Analysis andImportancePerformance Analysis (IPA) Map inferred that Indokemikas performance of service quality isperceivedaslowerthancustomersperceivedimportance.Thisisshowedbythepositivegapscorewithaveragegap scoreat0.302,and14attributesdominatedbyHardProcessandOutputQualitydimensionof INDSERVscale are above the average gap. The IPA Map then indicates that the quality attribute that needsimprovement,which has the third highest gap score, is Look after customers interest of the Soft ProcessQualitydimension.Thus,Indokemikashouldfocusimprovementinthatdirection.Keywords:Perceivedservicequality,INDSERV,PerformanceImportanceGap,IPAMap1. IntroductionIn developed economieswhere it is easy to setup a business, increasingmarket share is alwaysdifficultbecauseof increased competition.Simplyput,nomatterwhat idea youhaveorbusinessmodelyouputinplacethereisalwayssomeoneelsecompetingwithyouforcustomers(Amerland,2012).Everyday,competitioninthebusinesslandscapeisalwaysincreasing.Intheyear2012,its25thyearofestablishmentandafterundergoingrestructurization inthepreviousyear, Indokemikatriestorepositionitselfinthemarkettobeabletoachieveitsgoaltobecomethemarketleader.PT Indokemika Jayatama (Indokemika)was founded in1987asadistributorfor Indonesias leadinggroup of chemical producers. Indokemika is a part of Salim Chemicals Division of Salim Group.Increased demand for the chemical products in Indonesias other industrial centers promptedIndokemikatoexpand.In1990IndokemikaopenedabranchinBandungfollowedbyanotherbranchin 1996 in Semarang. Indokemika then opened representative offices inMedan in 2007 and alsorepresentative offices in Cirebon and Solo in the year 2009. The next year, Indokemika openedrepresentativeofficeinBali.Indokemikasnewestbranch,Makassar,wasestablishedin2011.IndokemikasVision"Tobea leadingand respectable chemicals tradinganddistribution company in Indonesiaand tosatisfycustomers'needsbyprovidinggoodqualityproductsandservicesatcompetitiveprices"

SubiantoandHamsal/TheIndonesianJournalofBusinessAdministration,Vol.2,No.5,2013:543553

544

IndokemikasMission"Understandingthecustomers'needsandcloselymonitoringthe industrytogaincompetitiveedgebyusingintegratedinformationsystemandwellstructuredorganization"Indokemikasmainbusinessactivity istotradechemicalmaterialsproductstovarious industries inIndonesia.As anever growing company, Indokemika is always trying to improve itsportfolio. Forseveralyearspriorto2011,Indokemikasbusinessesaredividedintofiveproductdivisions:Industrial(general) Chemicals, Coating& Ink Chemicals, Plastics& Rubber Chemicals, Food Chemicals, andCosmetics&Oleochemicaldivision.Intermsofrevenuegenerated,IndustrialChemicalscontributesthebiggestportion,whichisaround50%.ThisisfollowedbyPlasticandRubberChemicalswith20%revenue contribution. Though generating higher revenue, the kind of products served by thosedivisionsistypicallycommodityproductswithtightmargin.OtherdivisionssuchasCosmetics,FoodIngredientsdealsmostlywithspecialtyproductswhicharesmaller inquantitybuthigher inmargingenerated.WorkingUnitIndokemikashumanresourcesconsistsofapproximately300persons,50%of it isconcentrated inthecommercialsideofbusiness(SalesandMarketing)whiletherestisbusinesssupport(Accounting,Finance,Procurement,Logistics,Collection,HR&GA).ThelatestrestructuringinIndokemikainyear2011separatedthefunctionofsalesandmarketing.BusinessIssueAsbusinessgettingmorecompetitiveeveryday,salesmustbeabletodealwithnewplayers inthebusiness that always try to penetrate themarket. The increasing competition sometimes led thecompaniestoenterapricewarsituation.Tominimizethepricewarpossibilities,everysalespersonhastomaintaingoodrelationshipwiththecustomers.Theincreasingcompetitioninthedownstreammarketsometimesforcesthecustomerstoseekforthebestpriceforthesamequalityproducts inthemarket.EvenifothercompetitorscanmatchorbeatIndokemikasprice,theidealscenariowouldbecustomersstillprefertodobusinesswith Indokemika.That iswherecustomersatisfaction levelwilldeterminecustomersdecisiontobuy.Whensuppliersmeetcustomersneeds,desiresandrequests,thusincreasingthesatisfactionleveloftheircustomers,theycaninthelongtermexpectapositiveeffectregardingtheprofitabilityoftheirbusinesses (Helgesen,2007).Therefore, it is importantfor Indokemikatosatisfy itscustomers.Thequestionsthatneedtobeansweredbythisresearchare:(1)How iscustomersperceptiontowardIndokemikas service quality? (2)Which area of improvement is needed for Indokemikas servicequality?(3)Whatfutureactionsneedtobedonefortheimprovementstobeachieved?

2. BusinessIssueExploration

Tobeable tocompetebetter in themarket, thecompany tries toobservecustomerssatisfactionlevel andhow it affects companyperformance.Customer satisfaction isperceived asbeing a keydriveroflongtermrelationshipsbetweensuppliersandbuyers,asitispositivelyrelatedtocustomerloyalty and customer profitability (Helgesen, 2007). Customer satisfaction is affected by severalfactors. Three major factors that influence customer satisfaction are product quality, price, andservicequality.Sinceproductqualityandpricearecertainandrelativelyeasiertobemeasuredandcompared, competing in product quality and pricing are usually not the main issue in thecompetition. Service quality is somewhatmore abstract than the other two, because it involvescustomers experience toward the companys service level. Thusmeasuring service qualitymightprovide challenge for the company. Bhattacharjee, (2010), suggests that service qualitymeasurementandimprovementisoneofthemostsignificantstrategictoolsforenhancingefficiencyand business growth. Realizing the importance of service quality measurement, this research isfocusingonthatparticularareaofservicequality.


545

Astimegoesby,Indokemikasperformancegrowsyearbyyear.Eventhoughmacroeconomicalcrisishitthemarkettwice inthe lastfiveyears,which isendof2008andbeginningof2012,Indokemikawas stillable tokeep itsperformance levelnot todrop. In termsofworkforce, Indokemika is stilladding new employees, mostly to improve sales force, and any other areas that need to beimproved. Employee turnover is a normal thing and generally will not destabilize Indokemikasperformance.Indokemikasbusinessasachemicaltradinganddistributioncompanyhassimilarandblending of characteristicswith that of service and B2B industries. Though operating in the B2Bcontext,theapproachestowardcustomersaresomewhatsimilartoserviceindustries.Thechemicaltradinganddistributionbusinessisastillgrowingbusinessandnewplayersareemergingeveryday.The chemical trading and distribution business is a still growing business and new players areemerging every day. Simply said, a companywith strong financial power and extensive networkmighttrytoenterthemarket.CustomerProfileandAttitudeIndokemikascustomersarerangingfromasbigasMultiNationalCompaniessuchasUnilever,KAO,LOreal, to as small as home industries that produces nonbranded detergent, food (cookies)packaging, andmanymore. The attitudes of the customers are different butwe can draw somespecificcharacteristicsamongsimilar industries.Normally Indokemikaseparatecustomersgeneralbusinesstype intotwo:commoditybusinessandspecialtybusiness.Commoditybusiness isusuallydealingwithbigvolumesandtightmargin.Becauseitisnothardtoreplaceaproductwithanotherproduct in this commodity type of business, penetrating themarketwill be easier but customerretentioncouldbechallenging.Ontheotherhand,specialtybusinessneedsmorepatientapproachsinceproduct replacementcantbeexecutedaseasyascommoditybusiness.Hence,entering themarketwouldbetoughbutonceweestablishedourexistence,itwouldnotbeashardtoretainthecustomers.IndokemikasSuppliersIndokemikahasbeenworkingwithlocalandforeignchemicalmanufacturersforyears.Someofthemajor suppliers are Styron Indonesia, Chimei Corporation (Taiwan), Styrindo Mono Indonesia,HuntsmanTioxide(UK),AlbrightandWilson,Petrocentral,Borregaard,AdityaBirla,etc.Indokemikaalsoownsamanufacturingpresenceinthesurfactantbusiness.MarketingandDistributionLineTo reach every corner in Indonesia, Indokemika now has established 9 branches that spreadthroughoutthiscountry.Everybranchholdssome inventoryand issupportedbyat leastonesalesrepresentative. The bigger and older branches have more resources compared to the youngerbranches. The newer branches with limited warehouse space are expansions of nearby biggerbranches.Forexample,SolobranchwasusedtobepartofSemarangbranch,whereasCirebonandBandung branch. This research however is using the old area separation that brings four majorregions:Jakarta,Surabaya,Bandung,andSemarang.A. ConceptualFrameworkOneofthemostwidelyusedmethodstomeasuretheservicequalitylevelistheSERVQUALmethod.Parasuramanetal(1988)describedservicequalityintofiveaspects:Reliability,Assurance,Tangibles,Empathy,andResponsiveness (RATER).SERVQUAL ismostvaluablewhen it isusedperiodically totrackservicequality trends,andwhen it isused inconjunctionwithother formsofservicequalitymeasurement. (Parasuramanetal,1988). In the service realm,mostof the researches focusedonmeasuring service quality in the consumer sector are particularly using the SERVQUAL scale(Gounaris,2005).However,sincethescaleoriginallymeantforconsumergoodssector,itgavemixedresults for B2B context, hence led Gounaris (2005) to develop an alternative measure, namedINDSERV.

INDSINDSof fivGouncomb

Goun PotTheseapro

HarHarsersolu

SofThipereffo

OutThiast

ByapfocusB. MImpoImpoforevstudiimpo

Subianto

ERVModelERVmethodve dimensionariss empibinedintoas

naris(2005)dtentialQualitequalitythaarchattributovisionoftherdProcessQrdprocessqvice isactuautiontimelyftProcessQus quality inrsonnel fromort.tputQualitysoutputquatheimpactthpplyingtheINsisshownby

MethodofDaortancePerfoortancePerfovaluatingtheshavebeertanceperfo

andHamsal/

dsdifferencens: Potentiarical findingsingledimen

describesthetyatrepresentses thatorgaeservice.Qualityualityexplaiallydeliveredandaccordiualityterprets them the provid

alityexplainshattheserviNDSERVmodytheareabo

taCollectionormanceAnormanceAnaeelementsntryingtodormancema

TheIndonesian

efromSERVQal, Hard, Sofg showed thnsionofOutp

Figure1.Ser

edimensions

san importaanizationalc

insthecustodandtheevngtothecus

e customerderwithwh

sthecustomicedelivereddel,theframorderedbyd

nandAnalysialysisalysisbyMarofamarketdevelop&impcanbesee

Figure2.Imp

nJournalofBus

546

QUAListhatft, Immediathat ImmediaputQuality(G

rviceQualityCo

srelatedwit

antelementustomersne

omersconcevaluationofstomersnee

s evaluationom an inter

mersconcerndeventuallymeworkcanbashedlines.

is

rtillaandJamingprogram

mprovetheteninFigure2

portancePerfo

inessAdministr

tratherthanteOutput, aate OutputGounaris,20

onceptualFram

thINDSERVa

ofperceiveeed toevalu

ernsregardithesuitabileds.

n regardingraction is de

nregardingtproducesforbeconcluded

mes(1977)ism.Afterthe iool,forexam2.

rmanceAnalys

ration,Vol.2,N

usingRATERand FinalOuand Final

005).

ework

asfollows:

dqualitybeuateandcon

ngtheproceityof these

the interaceveloped as

theactualofrthecustomdasshowni

satoolwhicinitialarticlemplebyLee

isMap

o.5,2013:5435

R,INDSERViutputQualityOutput Qua

ecause itcornsider inadv

essesthrougprocessesto

ction with tha result of

fferingdelivemer.nFigure1.T

chhasbeenfebyMartillaetal(2008)

553

iscomprisedy. However,ality can be

rrespondstovanceof the

ghwhichtheoproducea

he first linethe serving

ered,aswell

Theresearch

foundusefulaand James,.Thesimple

d,e

oe

ea

eg

l

h

l,e


547

Lee,etal (2008)gave the interpretationof the importanceperformancemapwhich isprovided inthefourquadrants,asbelow:1. ConcentratehereHighimportance,lowperformance2. Keepupthegoodwork.Highimportance,highperformance3. LowpriorityLowimportance,lowperformance4. PossibleoverkillLowimportance,highperformance

UsingthisImportancePerformanceAnalysis,wecanobtainanotherviewforanalyzingservicequalityassessmentthatusesINDSERVmodel.UsingthequestionsfromINDSERVthatcandescribethefourlevelofqualityanduseitasthequalityattributesfortheIPA,wecanthenplaceeachattributesontheIPAmapandanalyzewhichaspectofqualitythatneedsimprovement.SamplePopulation,Size,andLimitationThe researchs sample population is limited only to customers of Indokemika. According toIndokemikasdatabase,thetotalactivecustomers,whicharecustomersthatplacedpurchaseorderto Indokemika during the period of year 2011 up to 2012 yeartodate, are as much as 2370customers,nationally.Thetheorythat iswidelyused indeterminingsamplesize isSlovinsformula.Theformulaisasfollowing(Ariola,2006): n=N/(1+(Nxe2))Where,n=samplesize;N=population;e=marginoferrorThisformula isbasedonthecalculationusing95%confidence levelwithastandardmarginoferrorof5%.AccordingtoanarticlebyDataStar(2008),oftenanacceptablemarginoferrorusedbysurveyresearchers falls between 4% and 8% at the 95% confidence level.Basingon this statement, thebiggestmarginoferror,8%,willyieldtheminimumnumberofsampleasmuchas147.SamplingMethodStratified random sampling could give broader view about what is customers perception ofIndokemikasservicequality indifferent regions.However,since this research is intended togetaresultthatrepresentsthesituation inthewholecompany,themostsuitedsamplingmethodwouldbe simple random sampling. This sampling design has the least bias and offers the mostgeneralizability(Sekaran,2003)SurveyFormDesignCustomer survey form was designed using attributes generated from INDSERV model. The 21questionsthatrepresenttheattributesareshowninTable1.

Table1.ListofSurveyQuestions

1 Easeofcontact

Potential

2 Easeofobtainingproductpricing

3Easeofobtainingproductinformation

4 Leveloftechnicalservicesupport5 Qualityofproduct6 Networkofprincipals/partners7 Fulfillmentofspecialrequest HardProcess

8 Abilitytodelivertheorderinfull9 Abilitytodelivertheorderontime

10Completenessandaccuracyofdocuments


548

11 Understandscustomer'sneeds12 Enthusiasmofsalesstaff

SoftProcess

13 Handlingofcomplaints14 Responsivenesstoqueries

15Professionalismandcourtesyofsalesstaff

16 Visitfrequencyofsalesstaff17 Lookaftercustomer'sinterests18 HelpcustomertoreachObjectives

Output

19Actuallydeliveringbenefitforcustomer

20Contributestocustomer'ssales/image

21Canaccommodatecustomer'sstrategy

The scoringwasusing7point Likertscale, and taking suggestion from the articlebyMartilla andJames (1977), the importance and performance measurement is separated to minimizecompoundingandordereffects.Customerswerealsogivenspacetogiveadditionalcomments.Thiscomment space gave the opportunity to the customers to freely share their opinions towardIndokemikas services. These comments are the source of qualitative data thatmight beused toassessIndokemikasservicequality.3. BusinessSolution

A. AlternativeBusinessSolution

Forthecompanytobeabletoenhancecustomersatisfactiontowininthecompetitivemarket,thealternative paths are: lowering price, increasing quality, and optimizing service quality. Since thisresearchfocusisontheimpactofservicequalitytowardcustomersatisfaction,thebusinesssolutionwouldbeoptimizingservicequality.

B. AnalysisofBusinessSolutionFrom2370Indokemikasactivecustomers,asmuchas173companiesthatvariesinlineofbusiness,geographiclocation,andsizes,haverespondedtothesurveyformandgivefeedback.Byusingsurveydata from 173 customers, themargin of errorwould be approximately 7.5%,which iswithin theacceptable4to8%range.DataAnalysisTheproportionofthecustomersrespondingtothesurvey,basedonproductdivision,whichrelatestocustomersnatureofbusiness,isasshowninTable2.

Table2.CustomerProportionBasedonSurveyRespondent

SalesDivision Respondents Percentage

IndustrialChemical 21 12%Plastics&Rubber

Chemicals 75 43%Oleochemical&

Cosmetics 29 17%Coating&InkChemicals 28 16%

Food 20 12%TOTAL 173 100%

Thepshow

MappThecprodupropo

FigurproduinfluefromPerfoThe Ppercelevelsby thPerfoIt caImpoon InattenOutpplace

Subianto

proportionowninTable3.

pingofCustoconcernsanduct quality,ortionissho

e3showstuctqualityaencecustomFigure3,itc

ormanceImpPerformanceeptiontowarsofperformhe companyormanceand

n be seen tortancegapondokemikasntionshouldutQualityatedabovethe

andHamsal/

ofthecustom.

Tab

JaSuraBaS

omersConcedcommentsterm of pawninFigure

hattheaspet12%.These

mersatisfacticanbeinferr

portanceGapeImportancerdtheservic

mancethatcuy itself. ThdImportance

that 14 ofof0.302. Itmperformancbegiventottributesoftaveragegap

TheIndonesian

mersrespond

ble3.Customer

SalesRegiokarta(+Medabaya+Makndung+Cireemarang+S

TOTAL

ernsandComarecategor

ayment, one3.

Figure3.Pro

ectthatmajetwoaspecton.Sincethredthat,serv

pAnalysise Gap Analycequalityattustomerexpe data, soreGapcanbe

the 21 attrmeansthat ice in servictheupper14theINDSERVp.

nJournalofBus

549

dingtothes

rProportionBa

n Resdan)kassarebonSolo

mmentsrizedinto8ittime deliver

oportionsofCu

orconcern fts,combinedheotherconvicequalityi

ysis is the etributes.Theectedfromtrted from tseeninTab

ibutes haveineveryquace is lower4attributes.Vmodelaret

inessAdministr

survey,base

asedonSurvey

spondents67444616173

tems:stockry, exchange

ustomersComm

forcustomedwithserviccernsthatcsamajorco

easiest andebiggerthegthecompanythe largestle4.

bigger gapalityattributethan customTable4shothedominan

ration,Vol.2,N

edonsalesr

Respondent

Percentage39%25%27%9%

100%

availability,e rate, and

ments

rs ispriceatcequality,arcanbeassocncernofInd

simplest wagap,thewidy,andthepto the sm

p than the ae,theaveramers expecwsthatallHtdimension

o.5,2013:5435

egion(branc

productvaritechnical s

t38%proporethemajorciatedtoserokemikascu

ay to assessderthegulfberformanceallest, of In

average Pergecustomertation, althoHardProcesssofattribute

553

choffices) is

iation,price,upport. The

ortion,whilefactorsthat

rvicequality,ustomers.

s customersbetweenthelevelshownndokemikas

rformance rperceptionough highersQualityandesthatwere

s

,e

et,

ens

nrde


550

Table4.IndokemikaPerformanceImportanceGap

Attribute/Description Question IMP PERF GapFulfillmentofspecialrequest Q7 5.88 5.45 0.427Actuallydeliveringbenefitforcustomer Q19 5.84 5.44 0.403Lookaftercustomer'sinterests Q17 6.06 5.67 0.393HelpcustomertoreachObjectives Q18 5.86 5.49 0.374Abilitytodelivertheorderontime Q9 6.27 5.90 0.371Handlingofcomplaints Q13 6.21 5.84 0.370Contributestocustomer'ssales/image Q20 5.80 5.44 0.357Completenessandaccuracyofdocumentation Q10 6.23 5.88 0.350Understandscustomer'sneeds Q11 6.13 5.79 0.337Networkofprincipals/partners Q6 5.78 5.47 0.320Canaccommodatecustomer'sstrategy Q21 5.65 5.34 0.318Responsivenesstoqueries Q14 6.20 5.89 0.312Leveloftechnicalservicesupport Q4 5.92 5.62 0.309Abilitytodelivertheorderinfull Q8 6.25 5.94 0.307Easeofobtainingproductpricing Q2 6.16 5.90 0.260Easeofobtainingproductinformation Q3 6.14 5.90 0.243Easeofcontact Q1 6.36 6.13 0.231Qualityofproduct Q5 6.27 6.03 0.231Enthusiasmofsalesstaff Q12 6.20 6.05 0.150Professionalismandcourtesyofsalesstaff Q15 6.28 6.14 0.139Visitfrequencyofsalesstaff Q16 5.44 5.31 0.133

Average 6.044 5.743 0.302

=PotentialQuality

=SoftProcessQuality

=HardProcessQuality =OutputQuality

ThismstockIndokProcefocusImpoTheitakevthatscorethatFigurAnintheasnoservicmore

AnotcorneperfounforconsiOn tconceimprocan orelatilesssfocuscompLookicustosinglethatc

Subianto

meansthatck availabilitykemika wasessQualityasedenough.

rtancePerfomportanceaverticalaxis,represents te,themean(divides thee4.

terestingfinLowPriorityot so importcedeliveredeonwhatwe

hernoticeaberofIPAmaormanceisartunately wideredforfu

he IPA mapentrate inovementwilonly be donionshipmarksensitivetops,itwillneedpanytomake

ingbackattomerloyaltyeencountercustomersw

andHamsal/

customersp, also the fperceived a

andOutputQIPAMapisn

ormanceAnaandperform,andtheperthevarying(average)ofmap into fo

ndingisthatquadrant.Ttant in custoatpresent.ecanoffern

Figure4.Impo

bleattributep,meansthlsoverylowithout enougtureimprove

p, Q17 (Looimproving.lmostlydepnewhen theketing.Grnprice,compadtimetoappeithappen.

theconceptmostoften(Zeithaml,e

willhavepos

TheIndonesian

perceptionoinal benefitas lower thQualityattribneededtoob

alysis(IPA)Mancedatascrformancescqualityattriimportanceourquadrant

allofOutpuTheseattribomers viewItis importaowratherth

ortancePerform

e is theQ16oughthisat.Peoplemiggh quantity,ement.

ok after custSince thispendonsalee company proos(1994)aredtotransplyandeffor

ual frameworesultsfrometal.2006).sitiveexperie

nJournalofBus

551

onhowtheathat they ran they expbutesshouldbtainacleare

Mapcoresareinscoretakesthbuteswill foscoreandpets. The Impo

tQualityattutes,though.Thismightanttoseebhanwhatwe

manceAnalysis

(Visit frequttributeisnoghtarguetha, the quality

tomers inteQ17 attrib

espersonseput more efstatedthatsactionalmartsfromnot

ork,theendmthecustomEffortsarenencetoward

inessAdministr

actualworkreceive frompected. Howdbegivenmerconclusion

ertedtothehehorizontalorm into cooerformanceortancePerf

tributes(Q18hseemshighbe causedusiness inacanofferlat

sMaponIndok

encyof saleotimportantatqualityofy cant be d

erest) is theute is a soefforttotakeffort tomovinrelationshrketing.Asronlysalespe

goalshouldmersassessmneededtocothecompan

ration,Vol.2,N

ofservice,sm having buwever, havinmoreattention.

eIPAmap.Thlaxis.Eachqordinates. TscorewillbeformanceAn

8,Q19,Q20,hlyimportantby customelongrun,butertothem.

emikasService

es staff).Locttothecustf meetingmadelivered. So

e aspect thaoft processeagoodcareve from tranhipmarketinelationshipmerson,butal

dbereachinmentofalleontinuouslyny.Tobuild

o.5,2013:5435

uchasontisiness partnng concludedon,thetarge

heimportanquestionfromTo separateeusedasthenalysisMap

andQ21)art,apparentlyer focusingmutcustomers

eQuality

cated in theomersbutInattersoverqo, this attrib

at Indokemiquality att

eofthecustnsactional mg,customermarketingissothewhole

gcustomerxperiences,improvesersuchexperie

553

medelivery,nership withd that Hardet isstillnot

cescorewillmthesurveyloworhighecentralaxisis shown in

relocatedinyconsideredmoreon thesmightcare

bottom leftndokemikasquantity,butbute can be

ika need totribute, thetomers.Thismarketing tostendtobealongtermepartofthe

loyalty.Thisnotjustonervicequality,enceforthe

,hdt

lyhsn

ndee

tste

oesoeme

se,e

custointimTreacnarroProduoneVleadinmastBuildProce4. CoThe rcustotheqQualiconsiaccorthemsomeplans

Subianto

omersthatinmacy.

cy and WierowtheirfocuuctLeadershValueDiscipngcompanyers the opeing the busessQualityo

onclusiona

research resomerspercequalityattribitydimensiostentindevrdingly.Actiominimum thre ideas couldsisshowedi

andHamsal/

ntheendwi

rsema modeusamongthehip.WhileTrplineandperymayperforerational excsiness throuofINDSERVm

andImplem

sult shows teivedimportabute:LookanoftheINDvelopingCustonplansshoresholdof thd also be imnTable5.

TheIndonesian

illleadtocu

el (1993) regethreevaluereacyandWrformminimrmbest in twcellence as wgh Customemodel.

mentationPl

that there ianceonsevefter customDSERVmodetomerIntimouldbecondhe industrymplemented.

Table5.I

nJournalofBus

552

stomerloya

garding Valuedisciplines:iersemasugmum threshowoof the thwell as proder Intimacy

lan

is a gap exieralqualitya

mers interestl.ToimprovacyasitsVaducted to fain termsof. The propo

mplementation

inessAdministr

lty,Indokem

ue Discipline:Operationagestthatasold for theohreeValueDduct leadersis in harmo

isting betweattributes.Int.ThisqualitvethequalityalueDisciplinacilitate theoperationalsed implem

nPlanTimeFra

ration,Vol.2,N

mikamaynee

es, suggestslExcellence,successfulcoothers, thereDisciplines, fship (Treacyony with the

een Indokemndokemikashtyattributeyattribute,neandperfoimprovemenexcellenceentation tim

me

o.5,2013:5435

edtofocuso

that compaCustomerInompanyshouewereoccaforexampley and Wiersee improvem

mikas perfohouldfocusibelongs toSIndokemikaormneedednt.And tokeandproductme frame fo

553

oncustomer

anies shouldntimacy,anduldfocusonsions thataToyota thatema, 1993).

ment of Soft

rmance andinimprovingSoftProcessneedstobeactionplanseepupwitht leadership,r the action

r

ddnat.t

dgsesh,n


553

References

Amerland, D., 2012. How to Increase the Market Share of Your Business.http://helpmyseo.com/webtalk/653howtoincreasethemarketshareofyourbusiness.html

Ariola,M.M.,2006.PrinciplesandMethodsofResearch.Manila:RexBookStore.Bhattacharjee,P.K.,2010.ANovelServiceQualityMeasurementMethodwithMinimumAttributes

(SERVQUALMA)ofaService Industry InvolvingHuman Interactions. International JournalofInnovation,ManagementandTechnology,Vol.1,No.1,April2010.

DataStar, 2008. What Every Researcher Should Know About Statistical Significance.http://www.surveystar.com/news/oct2008.htm

Gounaris,S.,2005.Measuringservicequality inb2bservices:anevaluationoftheSERVQUALscalevisvis,JournalofServicesMarketing,Vol.19Iss:6,pp.421435.

Helgesen,O. 2007.Driversof customer satisfaction inbusinesstobusiness Relationships: A casestudyofNorwegianfishexportingcompaniesoperatingglobally.BritishFoodJournal.Vol.109No.10,2007

Lee,G.J.,2010.Measuringbusinesstobusinesscustomerservice:AstructuralreexaminationoftheINDSERVscale.AfricanJournalofBusinessManagement.Vol.5(8),pp.31793187.

Martilla, J.A.,and James, J.C.,1977. ImportancePerformanceAnalysis.The JournalofMarketing,Vol.41,No.1(Jan.,1977),pp.7779.

Parasuraman,A.,Zeithaml,V.A.,Berry,L.L.,1988.SERVQUAL:AMultipleItemScaleforMeasuringConsumerPerceptionsofServiceQuality.Cambridge:JournalofRetailing,Volume64,Number1.

Sekaran,U.,2003.ResearchMethodsForBusiness,ASkillBuildingApproach.4thEdition,USA:JohnWiley&Sons.

Treacy,M.andWiersema,F.,1993.CustomerIntimacyandOtherValueDisciplines.HarvardBusinessReview.

Zeithaml,V.A.,Bitner,M. J.,Gremler,D.D.,2006.ServicesMarketing IntegratingCustomerFocusAcross the Firm. 4th Edition, New York: McGrawHill.

service quality assessment in pt. indokemika jayatama

Documents