Introduction


Transactional activities are likely in discontinuous environments or situations where the selling conditions are seen by buyers and/or sellers as onetime events. In this setting, customers typically have identified their needs, and as a result, they seek vendors with suitable product quality at acceptable prices (Bauer, et al., 1998). Relationships are an important part in life especially in a business transaction. Any ruined relationship will be difficult to rebuild and recover. The paper will discuss the Importance of Service Recovery in Successful Relationships.


 


What is service?


Service entails making sure that a firm would give the desires and needs of the client. Service is involved with the need to satisfy the clients. Professional business firms attempt to sell their competence and build reputation. They may emphasize service to clients and attempt to differentiate themselves from competitors as offering a better service. However, more often than not, the clients use surrogates such as size or age of the firm or the list of its major clients to assess quality. Professional service firms, according to her, do not compete on price and costs nor do they create value by the transformation of tangible inputs into output. Professional service firms globalize because they perceive size and globalization as proxies for high quality and hence reputation. They may need to cater to demands of global clients who demand consistent services at multiple sites, or to serve local clients with global problems. They may choose global strategies also to achieve credibility or to learn from a large number of diverse projects. In some cases, the reason for globalization is even more mundane and idiosyncratic such as personal preferences of partners. The organization of the professional service firm depends fundamentally on the organization of the client firm activities it is expected to support (Aharoni & Nachum 2000).


 


What is relationship marketing?


Relationship marketing is known as marketing seen as relationships, networks and interaction or marketing based on interaction within a network of relationships.  The credo of relationship marketing embraces a series of properties and strategies. These were originally designed with the customer-supplier relationships in mind, and most of the writings in relationship marketing are limited to that dyad. It will, however, be obvious that they are equally applicable to internal relationships. Everything today is affected by IT. Relationship marketing and network organizations are commonly presented as children of IT, in particular of computer databases and the new infrastructure created by internet, e-mail, voice mail, and mobile phones. This is not the whole truth; both relationship marketing and network organizations have been around since the dawn of business. IT, however, changes certain rules of the marketing and organizational game and invents new games. Consequently, a discourse on the role of IT in internal marketing is called for (Lewis & Varey 2000). Relationship marketing focuses on recognizing the need for a firm to make sure that it has a good and healthy relationship with clients. Relationship marketing differs from the other forms of marketing by the way it refuses to focus on an untested or a new market. Relationship marketing prefers clients who have been loyal to them than clients who are new and untested.


Service failure


As a company engages in a business with a client there are times that the clients will comment about the failure of the firm to give what they want. In this case the company needs to make sure that they can recover and provide satisfaction to clients and meet their expectations.


 


Service recovery


Service organizations occasionally make mistakes or mistreat a customer. When this happens, they are in peril of losing the customer forever. Consequently, an extraordinary effort for service recovery is called for, not only to recapture the customer but also to impress the customer so much that they tell all of their friends about the experience. While the service providers may not be able to avoid all mistakes, they can learn to recover from them. A good service recovery can turn a disgruntled customer into a loyal one and turn a frustrating experience into a fond memory. One way to enhance service recovery is to allow the front-line employees to identify problems and empower them to correct service mistakes (Nie & Young 1996).  It is vital for a firm to make sure that it rectifies its mistakes in giving services to clients.  It is vital for a firm to make sure that it corrects any issues that will ruin their relationships with clients.


 


Conclusion


Service recovery is vital to successful relationships since it makes sure that the clients would return and avail of the services in the future. Service recovery makes sure that a firm will correct any misconception to build a stronger relationship with clients.


 


References


Aharoni, Y & Nachum, L 2000, Globalization of services: Some


implications for theory and practice, Routledge, London.


 


Bauer, GJ Baunchalk, MS, Ingram, TN, LaForge, RW (eds.) 1998,


Emerging trends in sales thought and practice, Quorum Books,


Westport, CT.


 


Lewis, BR & Varey, RJ 2000, Internal marketing: Directions of management, Routledge, London.


 


Nie, W & Young, ST 1996, Managing global operations: Cultural


and technical success factors, Quorum Books, Westport, CT.


 


 



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