Different key factors relevant to the cognitive aspects of customer satisfaction were driven in this part of analysis. These key factors which represent the quality of what and
165 how relevant to firms’ provided services have been collated into main categories based on the research framework, e.g. Quality, Technology, Employees etc and linked according to the level of marketing orientation of each telecommunications operator.
Table 5.6 below summarises the firms’ key factors relevant to the cognitive aspects of customer satisfaction linked to firms’ adopted levels of marketing orientation, focusing specifically on the key themes related to Quality, Technology, Employees, Processes and Distribution, Complaint handling and Customer service.
Table 5.6: A summary of TSPs’ Key Factors of the Cognitive Aspects of Customer Satisfaction and the adopted level of Marketing Orientation (MO)
166 Perceived Service/Quality of What /Core Service
TSPs’ key factors relevant to quality of service, performance of core service and reliability represented common themes that have been indicated by all operators in the market. Data analysis showed that MNO-O emphasised the adoption of international standards of quality based on the firm’s strategic partnership with France Telecom.
Also, it pointed out other different key factors, e.g. product development, integrated solutions, diversity and responsiveness.
MNO-Z argues that the features and specifications of the provided service should be managed based on customer needs. Thus, the firm approaches service quality from the customer orientation view. In addition to empathy and dependability as other quality key themes for MNO-Z, data analysis also showed that the firm relies on maintaining on its capability to launch new services, and maintain the stability of performance for the provided services in order to ensure the quality of service in the long run.
According to the views of MNO-U participants, Jordan’s telecommunications in general is a pre-paid market; thus the firm established its market share targeting youth customers as a considerable and promising telecommunications market in Jordan.
Consequently, creativity and innovation, empathy and pleasure constitute the main
167 factors stemming from the firm’s understanding of the nature of its market, its needs and preferences (i.e. customer orientation), which is based on periodically conducted market research. Moreover, performance of service and dependability are also key issues in managing service quality from the viewpoint of MNO-U.
MNO-X differentiates itself through providing a push-to-talk (PTT) telecommunications service. The firm presents the PTT as an unique, fast and high-quality service; the firm views that the high-quality of core service that relies on the advanced and new technology is a key issue and the technical features of such products sell itself (product orientation). In addition, MNO-X participants’ answers indicated focused market and responsiveness as key factors in managing customers’ perceptions of quality, with the aim of achieving customer satisfaction.
Perceived Service/Quality of what/ Technology
According to participants’ answers, a firm’s capability in keeping up with new technology and investing in technology seems to be a common theme for all telecommunications service providers (TSPs) in the market. While MNO-O gives more attention to its strategic partnership with other international telecommunication groups in this regard, MNO-Z and MNO-U view how they manage technology (firm’s ability to match between technology features and customer needs and desires) and the suitability of technology for a particular market as key success factors ensuring the perceived quality by customers. On the other hand, MNO-X considers the introducing and keeping up with new technology (e.g. iDEN) is the most influential factor in managing this aspect of intended satisfaction.
Perceived Service/Quality of how/Employee
With regard to telecommunications operators’ key employee factors in ensuring the functional aspects of perceived quality of service, participants agreed that each of the selection standards, training programmes, and strategic view are important factors in managing quality of service in this advanced and tech-based market. However, internal culture (spirit of challenge) and productivity through the firm’s internal satisfaction and employee retention programmes were given more attention by MNO-U.
168 On the other hand, MNO-O participants consider that, in addition to the importance of employee satisfaction, a firm’s strategic alliance(s) (international partnership) allows for the improvement of staff technical experiences and also helps the firm to benefit from the international training programmes to improve employees’ skills and capabilities.
While MNO-Z depends mainly on firm internal communication system, employee awareness, and coordination in managing employee strategy, MNO-X views that the role of strategic management with regard to determining the needed external or internal training programmes to support both technical and marketing skills are key issues.
Perceived Service/Quality of how/Process & Distribution
A firm’s capability relevant to the combination/integration of its different resources and capabilities, and also its capability in managing the ‘customer journey’ based on planned time criteria represent important processes and distribution key factors for MNO-O. In addition, the role of agents and dealers, the technology aspects, and the constant development of adopted processes and delivery methods were indicated by MNO-O as key factors in this regard.
According to MNO-Z, devolution of power )decentralisation(, the constant reviewing and analysing of firm-customer touch points and customer journey steps, then disseminating customer feedback efficiently through related departments represent prominent factors in managing processes and distribution activities.
MNO-U considers each of the firm-customer touch points management, marketing-operation (technology) interaction, orientation to e-marketing and creativity, key performance indicators (KPIs) and sub-dealers’ satisfaction as key factors that enable it to manage this aspect of satisfaction efficiently.
On the other hand, MNO-X participants indicated productivity, value chain-interrelated processes and performance of firm’s agents and delivery channels members as the most important factors in managing the firm’s processes and delivery activities.
169 Perceived Service/Quality of how/ Complaints & Customer Service
Participants’ answers to this dimension pointed out each of key performance indicators (KPIs), the role of top management and the strategic view, and monitoring customer satisfaction as general themes that different TSPs agreed as important in managing complaints and customer service.
MNO-O indicated high standards, documentation, criterion of time and monitoring customer satisfaction as key issues in managing customer service and complaint handling.
According to MNO-Z, this dimension of satisfaction should be managed within the added value approach. Moreover, market information management, the constant evaluating of adopted KPIs, and the quality of action constitute prominent factors for MNO-Z in managing complaints and customer service.
While MNO-U participants pointed out service orientation, customer advocacy, responsiveness, and the dynamicity of customer services and complaints systems as main factors affecting customers’ perceived quality, MNO-X participants highlighted the importance of firm-customer relationship, top management role, and the computerised (automated) system in managing customer complaints and customer service.