Satisfying and Retaining Customers through Independent Service Representatives

Abstract

ABSTRACT The degree of leverage possessed by manufacturers who outsource their customer service function to channel partners over customer satisfaction and loyalty is assessed empirically. Data provided by independent service representatives are linked with data from their customers. Results indicate that a manufacturer's support of its representatives increases their job satisfaction which, in turn, is indirectly linked to the customer satisfaction through shared perceptions of service performance and quality. However, the strength of the effects is modest, suggesting that manufacturers may need to consider direct customer contact strategies or contractual means of assuring customer satisfaction when independent service representatives “own the customer.” Conceptually, the hypothesized shared mindset model is tested against the competing affect transfer model, resulting in support for the former. Job satisfaction moderates the degree of agreement between representatives' and customers' perceptions of service performance and quality such that greater agreement occurs when job satisfaction is high.

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