#REPAIR ORDER MANAGER DRIVERS#

Fuller, James O’Conor and Richard Rawlinson, “Tailored Logistics: The Next Advantage.” Harvard Business Review 87–92 (May-June 1993 ). Wilkins, “Cornerstones Of Total Quality.” APICS: The Performance Advantage 56–59 (October 1993). Richard Schonberger, Building A Chain Of Customers. Stock, Strategic Logistics Management, 3rd ed. New York: John Wiley & Sons, Inc, 1991, p. William A Band, Creating Value For Customers. Homewood, IL: Business One Irwin, 1992, pp. 26–30.Ĭhristopher Gopal and Gerard Cahill, Logistics in Manufacturing. Chicago: National Council of Physical Distribution Management, 1976, pp. Zinszer, Customer Service: Meaning and Measurement. Berry, “ A Conceptual Model of Service Quality and Its Implications for Future Research.” Journal of Marketing 41–50 (Fall, 1985 ).īernard LaLonde and Paul H. Washington DC: Distribution Research And Education Foundation, 1992, pp. 80.Īrthur Andersen, Facing the Forces of Change 2000. Chicago: Council of Logistics Management, 1988, p. Noordewier, Customer Service: A Management Perspective. Burlington, MA: Digital Equipment Company, 1992, pp. Homewood, IL: Business One Irwin, 1993, pp. This process is experimental and the keywords may be updated as the learning algorithm improves.Ĭhristopher Gopal and Harold Cypress, Integrated Distribution Management. These keywords were added by machine and not by the authors. In this sense, there is a direct relationship between perceived quality and return on sales or investment. These attributes not only enable firms to meet and exceed the expectations of their customers, they also lead to increased profits through market expansion and gains in market share.

#REPAIR ORDER MANAGER DRIVERS#

In addition, customer strategies focusing on continuous improvements in quality and value-added services have become the keynote drivers of “world-class” companies. Although critical, distributors in the 1990s have found that these objectives constitute the bare minimum of competitiveness. Historically, the strategies distributors have used to improve on customer service centered on expanding business capacities, gaining market share, penetrating new markets, and offering new products. In fact, the customer-centric attitudes and focus on value and quality driving the marketplace today have become the dominant objectives pursued at all levels in the distribution channel. The management of customer service and the ability of the firm to respond quickly to customer requirements have become the foremost frontiers of competitive advantage for distributors in the 1990s.

Repair order manager