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Understanding the Roles of the Customer and the Operation for Better Queue Management
Abstract
Queuing, a familiar element of most service delivery systems, has the
potential for significantly affecting the customer's overall
satisfaction with the service encounter. A customer's degree of
satisfaction with waiting or with the service received in its entirety
is dependent on the actual performance of the delivery system, the
customer's expectations regarding that performance and the customer's
perception of the service encounter. The actual operational performance
of different queuing configurations has been previously addressed, as
have the issues of managing customers' expectations and perceptions
regarding their queuing experiences. This earlier research has
identified several factors which can affect a customer's perception of
waiting and consequently his or her satisfaction with that wait.
Proposes a taxonomy based on the service manager's ability to control
the customer's perception of the queuing experience. Defines which
queuing factors can be controlled by the firm, which factors can
partially be controlled by the firm and which factors are outside the
firm's control, and suggests tactics for managing queues for each
category of factors.
... First, little attention has been paid to the idleness of service providers in the service literature. This literature has acknowledged idleness in one particular sense: when the customer encounters idle human service employees, who create waiting time for the customer, this produces customer dissatisfaction (e.g., Davis & Heineke, 1994). The present study, however, is concerned with idleness in such way that it does not create any waiting time for customers, and it assesses the extent to which idleness affects perceived service quality in relation to a machine. ...
... Somehow, then, researchers in various fields seem to be as idleness aversive as humans in general. Be that as it may, emerging research in the area of virtual agents and service robots (e.g., Arias et al., 2020) Third, in the service literature, the idleness of the human frontline employee has mainly been addressed in terms of waiting time for customers, which typically produces consumer dissatisfaction (e.g., Davis & Heineke, 1994;Larson et al., 1991 (Mohr & Bitner, 1995). If effort reflects busyness, and if busyness implies a positively charged employee mind state, however, it is possible that the mechanisms behind also effort's impact on satisfaction may involve associations derived from the valenced charge of the perceived employee mind when he or she is busy. ...
... Another specific aspect is what a machine should be doing when it is idle. To reduce the possibility that perceptions of a machine's mind as negatively charged can have a negative impact on the customer, decision makers responsible for automated agents may want to follow a traditional advice in the service literature regarding idle employees, namely to put them out of the customer's sight (Davis & Heineke, 1994;Larson et al., 1991 ...
Customers have since long received service from various machines, and this development is expected to accelerate when AI‐powered synthetic agents—such as chatbots and embodied service robots—become more common. Existing research on customers' interactions with service machines is typically focused on perceptions of machine attributes when the machine is busy. However, many machines are idle for a considerable time (i.e., they are not used), and little is known about consumer perceptions of machine idleness—despite the fact that idle machine behavior can contribute to the user experience, too. In the present study, it is assumed that (a) idleness and busyness represent differently valenced states in a human‐to‐human context (i.e., idleness is more negatively charged than busyness for most humans). It is also assumed that (b) anthropomorphism can occur in relation to a service machine, and that (c) beliefs about idleness and busyness from a human‐to‐human context can carry over and inform views of machines' minds. Three experiments were conducted to explore these assumptions, and they show that an idle service machine is attributed less positively charged mind states than a busy service machine. The results also show that such attribution activities affect the overall evaluation of the service machine.
... Customers are the entities that need to be served in a line because they require a good or service [2]. Long queues affect many organizations, including hospitals, banks, and retail establishments [20]. The long waiting time for services is a recurring issue that needs to be resolved [1]. ...
... Queues diver significantly from the core values that a business seeks to deliver [2], [3]. Queues are a problem that every business that interacts with customers directly must deal with [20]. Due to the various patterns of customer demand and varying arrival times, queues are growing. ...
... Managing queues has been a persistent issue in healthcare and is significant for patient safety and satisfaction [20]. Since people do not like waiting, it is common for patients to complain about it the most [23]. ...
Despite the previous article on technology adoption and the importance of users’ intention to use various technologies in healthcare, users’ acceptance of queue management solutions (QMS) has rarely been measured. The key driver for this article is to evaluate the constructs that have an influence on the acceptance of QMS in the healthcare domain. To achieve this purpose, this article proposes an integrated model based on the integration of various constructs extracted from different theoretical models, including the unified theory of acceptance and use of technology (UTAUT), technology acceptance model (TAM), and social cognitive theory (SCT) along with trust and innovativeness as external factors. The data were collected using an online questionnaire survey from 242 healthcare professionals. The structural equation modeling technique has been employed to validate the model. In general, the results exposed that the suggested model has explained 66.5% of the total variance in the behavioral intention to use QMS. The proposed model is believed to be helpful in exploring the acceptance of other information technologies in the healthcare domain, and the results can provide valuable knowledge to managers and decision-makers in healthcare organizations.
... Similarly, individuals traveling alone may also use their travel experience to form new friendships (Yarnal and Kerstetter, 2005). In a retail setting, Davis and Heineke (1994) found that people standing in a queue by themselves seemed to grow more impatient than people waiting in groups. Here, social interactions through conversations with other people contributed to positive emotions and led to less boredom. ...
... The participant observation data supported the effects of distractors such as music (Areni and Kim, 1993), TV screens (Borges et al., 2015) and social interaction (Davis and Heineke, 1994) on the perceived waiting times. The present study adds connected mobile devices to the existing list of distractions that play a role in reducing perceived waiting times of consumers The impact of connected mobile device usage and more specifically of tourists. ...
... This study's quantitative results showed that solo travelers were no more or no less likely to believe that using their devices made waiting feel shorter. This directly contradicts the findings of Davis and Heineke (1994) who found that people in groups experienced waiting times more positively than people waiting alone. While this may have been true in 1994, the nature of social interaction while waiting has been dramatically changed by connected mobile devices, as this study has found. ...
Purpose
The purpose of this study is to explore how tourists use connected mobile devices such as smartphones to manage their tourist experience.
Design/methodology/approach
A multi-method, cross-sectional approach was used consisting of questionnaires about tourists self-reported use of connected mobile devices and recorded observations of tourists' interaction with their devices.
Findings
Respondents who reported a more intense use of their connected mobile devices also reported a heightened tourist experience. Specifically, high users reported more intense emotions and expressed the belief that using their device improved the quality of their vacation. More extensive use of connected mobile devices was also linked to the perception that waits for attractions and restaurants were shorter
Research limitations/implications
While the data and methods employed do not allow for testing of causality, the field research approach provides the benefit of high ecological validity, complementing previous studies on this topic.
Practical implications
Commercial service providers should explore ways to stimulate the use of devices, for instance by offering information about the attraction, or by providing an attractive setting for tourists taking photos. This contributes to shorter time perception and improved visitor evaluations.
Originality/value
Tourists' use of connected mobile devices to manage their tourist experience varies in terms of quality and intensity. Findings show that travelers know how to use their smartphones in a way that best suit their information and social needs.
... Studies show that waiting can reduce customer satisfaction (Bitner, Booms, & Tetreault, 1990;Chang & Yang, 2008;Davis & Heineke, 1994;Lee & Lambert, 2006;Hensley & Sulek, 2007;Li, 2010). Therefore, research in marketing almost always interprets waiting as a problem. ...
... In this sense, we can differentiate between the time a consumer perceives they wait and the actual, objective or real time they wait (Jones & Peppiatt, 1996). Real or objective waiting times are reduced by extending opening hours, operating at maximum capacity level, opening more checkouts or employing more service staff (Ahmadi, 1997;Davis & Heineke, 1994;Davis & Vollmann, 1990;Yan & Lotz, 2006). Yet, despite the efficiency and advances in operations management, there are important practical limitations in terms of managing real waiting times. ...
... Because of the operational complexity and the habitually prohibitive cost of eliminating real waiting times, much of the research focuses on understanding and managing the perceived waiting time (Dube-Rioux, Schmitt, & Leclerc, 1989;Maister, 1985;Davis & Heineke, 1998). In this sense, management may manipulate a range of contextual factors in order to make the wait seem less unpleasant and feel as short as possible (Davis & Heineke, 1994;Pruyn & Smidts, 1998). The perceived waiting time is reduced by filling the time with constructive, attractive and stimulating activities (Katz, Larson, & Larson, 1991;Maister, 1985;Taylor, 1994;Larson, 1987;Kellaris & Kent, 1992), by promoting social interaction and by providing a pleasant and fair (orderly) waiting environment (Baker & Cameron, 1996). ...
This paper calls for a re-examination of the conventional wisdom that making consumers wait for service is necessarily negative. This is important because after three decades of research on waiting, consumers still spend a considerable amount of time waiting, in an ever-widening range of contexts. And although there is a continuous and steady stream of waiting studies, there have been few significant advances in our understanding in recent years. We forward a set of challenging propositions that consider the positive effects of waiting. In contrast to established thinking, we propose that waiting attracts more consumers; increases perceived value; provides information to facilitate consumer decision-making; improves customer evaluations; and encourages positive anticipation. The propositions are supported theoretically and empirically by drawing on related disciplines. With this paper, we aim to stimulate new and innovative discussion around the topic of waiting, with particular emphasis on waiting in tourism services, and to question accepted knowledge in order to begin laying the basis for the next phase of research on consumer waiting.
... Waiting in services is a problem because it reduces customer satisfaction (Davis and Heineke, 1994;Li, 2010). It induces consumer boredom and irritation (Larson 1987;Pruyn and Smidts, 1998) and it may lead consumers to abandon services or to avoid that service on future occasions (Bielen and Demoulin, 2007;Davis and Vollmann, 1990). ...
... Although waiting in line is one of the most habitually researched waiting contexts in the marketing and economics literature (Adan et al., 2001;Bennett, 1998;Davis and Heineke, 1994;Minton, 2008;Rafaeli et al., 2002), the authors have not found any previous study in the services marketing literature that examines the cultural aspects of waiting in line. Yet, the qualitative data of this study is replete with examples of how the participants find that the rules of queuing for services vary across cultures. ...
... It uses adjectives that routinely refer to waiting as wasted or unproductive time (Unzicker, 1999). Research assumes that consumers constantly strive to avoid waiting, or to fill waiting time and thereby avoid boredom (Davis and Heineke 1994;Pearce, 1989). In this sense, the literature and research on waiting in services is largely characterised by a monochronic time logic. ...
Purpose
Waiting in services commonly reduces customer satisfaction and has a considerable and enduring negative effect on the overall evaluation of a service. Waiting may even lead consumers to abandon a service or to avoid that service on future occasions. This paper aims to advance the understanding of the role played by culture in shaping the perceptions of waiting in services. In doing so, the study aims to demonstrate that solutions for managing waiting in services should be culturally appropriate.
Design/methodology/approach
This study uses in-depth interviews and consumer diaries. The sample includes expatriates from most continents living in Catalonia, Spain.
Findings
The study confirms existing theories on cultural differences in time orientations in a services marketing context. It uncovers a range of culture-bound rules of waiting and differences in cultural interpretations of what it means to wait and even whether waiting is occurring or not.
Practical implications
This study questions the applicability of some standard waiting solutions across cultural contexts. Companies that operate in different cultures should consider their approach to managing waiting times according to the cultural time orientations of their customer base. The cultural aspects of time-based service guarantees and time-rationing strategies are considered.
Originality/value
This paper takes an innovate approach to “uncovering” the implicit rules of waiting by asking expatriate consumers about their waiting experiences while living abroad. Expatriates are in a unique position to identify these differences, as they have a cultural point of comparison with their home countries.
... According to Davis and Heineke (1994) found that service quality has a high tolerance predicted to give customer satisfaction (Berry and Parasurahman (1991). Johnston (1995) found that tolerance there are three things, namely the expectation of the waiter, the reality is the same, the reality is greater than expectations. ...
... Johnston (1995) found that tolerance there are three things, namely the expectation of the waiter, the reality is the same, the reality is greater than expectations. Several studies of marketing service quality found that service quality and satisfaction have a strong effect found by Cronin and Taylor (1992), Berry and Parasurahman, (1991); Davis and Heineke, (1994); Ruswanti (2013); Amongpraja et al (2016). Quality of service according to Parasurahman et al (1988) and Oliver (1991) explains that excellence in serving customers. ...
The research problem is that there is a decrease in patient repeat visits in 2021, from the results of pre-research it was found that the decrease in visits came from a decrease in patient confidence, a healthy culture, decreased service quality, patients were dissatisfied with treatment. The intention of this study was to examine the influence of the measurement of marketing quality, healthy culture, patient trust, patient satisfaction and intention to revisit. This research is research quantitative, with a sample of 180 respondents consisting of 77 men and 103 women aged between 23-42 years. Respondents were taken by patients who had been treated twice. Analysis tool using SEM. The results showed that intention to repeat treatment was significantly influenced by patient satisfaction. Patient satisfaction has a significant effect on service quality, healthy culture and patient trust. Quality of service and patient trust directly have a significant effect on the intention to repeat treatment.
... People are looking for a higher level of healthcare services with less time to wait. Waiting is not likable by people [2], and in general, waiting time is the most frequent complaint by all patients [3]. Long queues happen in various sectors, i.e., hospitals, banks, and retail stores [2]. ...
... Waiting is not likable by people [2], and in general, waiting time is the most frequent complaint by all patients [3]. Long queues happen in various sectors, i.e., hospitals, banks, and retail stores [2]. In healthcare, taking a long time to book an appointment, get treatment, or take medicine can negatively impact patients' satisfaction and safety [1,[3][4][5][6][7][8]. ...
Integration between information systems is critical, especially in the healthcare domain, since interoperability requirements are related to patients’ data confidentiality, safety, and satisfaction. The goal of this study is to propose a solution based on the integration between queue management solution (QMS) and the electronic medical records (EMR), using Health Level Seven (HL7) protocols and Extensible Markup Language (XML). The proposed solution facilitates the patient’s self-check-in within a healthcare organization in UAE. The solution aims to help in minimizing the waiting times within the outpatient department through early identification of patients who hold the Emirates national ID cards, i.e., whether an Emirati or expatriates. The integration components, solution design, and the custom-designed XML and HL7 messages were clarified in this paper. In addition, the study includes a simulation experiment through control and intervention weeks with 517 valid appointments. The experiment goal was to evaluate the patient’s total journey and each related clinical stage by comparing the “routine-based identification” with the “patient’s self-check-in” processes in case of booked appointments. As a key finding, the proposed solution is efficient and could reduce the “patient’s journey time” by more than 14 minutes and “time to identify” patients by 10 minutes. There was also a significant drop in the waiting time to triage and the time to finish the triage process. In conclusion, the proposed solution is considered innovative and can provide a positive added value for the patient’s whole journey.
... Numbers have quantifying and sequencing functions (Corbett, 2004) so that a number system can instrumentally enhance the efficiency of customer management and bring convenience to customers. For instance, a take-a-number system allows customers to gauge the expected time they need to wait and become more comfortable and distracted when waiting (Davis & Heineke, 1994). Particularly in our research, we believe that numerical identification may have another noteworthy effect on customers, that is, it can induce the feeling of self-dehumanization among the numbered customers. ...
... However, consumers may resist personal identification due to the increasing privacy concerns in modern society (Awad & Krishnan, 2006;Wattal et al., 2012). Further, personal identification is less systematic to manage and not suggestive of the sequence or waiting time (Corbett, 2004;Davis & Heineke, 1994). Future research may systematically test the strengths and weaknesses of personal (vs. ...
This study investigated the effect of numerical customer identification (i.e., assigning numbers to identify customers) in the service context on the numbered customers' reaction to service failures. We manipulated numerical identification in different ways (room number, customer number, table number, and order number) and measured customers' tolerance of services across various settings (in a restaurant, a spa, and a café) in four studies. The results demonstrated that after being identified by a number, customers tend to exhibit a higher tolerance of service failures (Studies 1 and 2), and this effect is mediated by a sense of self-dehumanization among the numerically identified customers (Study 3). Moreover, the investigated effect diminished when customers had heightened individuation (e.g., by disclosing personal information) to buffer against dehumanization (Study 4). Our findings contribute to the underexplored research area on customer identification, broaden the numerical research and dehumanization literature in marketing, and bring practical implications for firms to mitigate the negative effects of service failures and decrease customer dissatisfaction.
... Hence, companies try to reduce both real and perceived waiting times (Hui & Tse, 1996;Maister, 1985;Yan & Lotz, 2006). They may attempt to improve the waiting experience by implementing new systems to reduce real waiting times (Davis & Heineke, 1994) or they may manipulate contextual factors such as music, information about waiting times, and the social environment (Davis & Heineke, 1994;Pruyn & Smidts, 1998). Thus, waiting times may be overestimated or underestimated by customers depending on the strategies implemented to manage the perception of waiting time (Hornik, 1984;Jones & Peppiatt, 1996;Katz et al., 1991). ...
... Hence, companies try to reduce both real and perceived waiting times (Hui & Tse, 1996;Maister, 1985;Yan & Lotz, 2006). They may attempt to improve the waiting experience by implementing new systems to reduce real waiting times (Davis & Heineke, 1994) or they may manipulate contextual factors such as music, information about waiting times, and the social environment (Davis & Heineke, 1994;Pruyn & Smidts, 1998). Thus, waiting times may be overestimated or underestimated by customers depending on the strategies implemented to manage the perception of waiting time (Hornik, 1984;Jones & Peppiatt, 1996;Katz et al., 1991). ...
... The literature on both consumer intertemporal choice and service management revealed a positive relationship between the value of an outcome and consumers' willingness to wait (Thaler, 1981;Loewenstein and Thaler, 1989;Davis and Heineke, 1994;van Riel et al., 2012). In fact, intertemporal choices can be considered a problem of self-control because waiting for a reward requires effort independent of the size of the reward itself (Thaler, 1981). ...
... Specifically, the higher the value of the future outcome and the more the consumer is involved in the decision, the lower the perceived weight of the expended effort. Accordingly, consumers are more willing to wait for a good or a service if it is perceived to be of high value because in this case, they accept that some of the costs are represented by the wait time (Davis and Heineke, 1994). Nevertheless, delivery services could represent an exception if timeliness constitutes a focal performance through which quality is evaluated (Murfield et al., 2017). ...
Purpose
Short delivery time is a feature that can influence consumers’ purchasing decisions and that retailers compete over fiercely. Accordingly, evaluating the effect of delivery time on demand and identifying marketing-mix variables that alter this relationship may influence retailers’ strategies and impact supply chain (SC) performance. The paper aims to discuss these issues.
Design/methodology/approach
This study was performed in collaboration with the largest furniture retailer in Italy, which provided its sales and inventory data for 19,000 units sold over a six-month period in 32 stores throughout Italy. Data were analysed using logistic regression with fixed effects.
Findings
The value of delivery time for consumers, even in an industry generally characterised by long delivery lead times, is surprisingly high. The evidence reveals that when the delivery time changes from two days to seven days, demand is reduced by 37.5 per cent, although variables related to location and the marketing mix moderate this relationship.
Practical implications
Retailers can use the findings presented herein to drive their inventory and facility planning decisions and support investments in SC integration.
Originality/value
Supply chain management (SCM) studies consider the value of delivery time anecdotally and have neglected empirical estimations of the magnitude of the effects of delivery time on consumer demand. Further, SCM studies have not explored the factors moderating this relationship, although intertemporal choice and service management studies have demonstrated the existence of such factors.
... Hence, companies try to reduce both real and perceived waiting times (Hui & Tse, 1996;Maister, 1985;Yan & Lotz, 2006). They may attempt to improve the waiting experience by implementing new systems to reduce real waiting times (Davis & Heineke, 1994) or they may manipulate contextual factors such as music, information about waiting times, and the social environment (Davis & Heineke, 1994;Pruyn & Smidts, 1998). Thus, waiting times may be overestimated or underestimated by customers depending on the strategies implemented to manage the perception of waiting time (Hornik, 1984;Jones & Peppiatt, 1996;Katz et al., 1991). ...
... Hence, companies try to reduce both real and perceived waiting times (Hui & Tse, 1996;Maister, 1985;Yan & Lotz, 2006). They may attempt to improve the waiting experience by implementing new systems to reduce real waiting times (Davis & Heineke, 1994) or they may manipulate contextual factors such as music, information about waiting times, and the social environment (Davis & Heineke, 1994;Pruyn & Smidts, 1998). Thus, waiting times may be overestimated or underestimated by customers depending on the strategies implemented to manage the perception of waiting time (Hornik, 1984;Jones & Peppiatt, 1996;Katz et al., 1991). ...
... Waiting theory argues that occupied time feels shorter [48,49]. Much of the literature has investigated how engaging customers even temporarily affects perceived waiting time by distracting their attention from their time spent queueing. ...
The COVID-19 pandemic increased global anxiety, and many people shopped less frequently. This study quantifies customer preferences in where to shop while following social distancing regulations, specifically focusing on customers’ anxiety. Collecting data online from 450 UK participants, we measured trait anxiety, COVID-19 anxiety, queue awareness, and queue safety preferences. Confirmatory factor analyses were used to develop novel queue awareness and queue safety preference variables from new items. Path analyses tested the hypothesised relationships between them. Queue awareness and COVID-19 anxiety were positive predictors of queue safety preference, with queue awareness partially mediating the effect of COVID-19 anxiety. These results suggest that customers’ preferences for shopping at one business and not another may depend on safe queueing and waiting conditions, especially in those more anxious about COVID-19 transmission. Interventions that target highly aware customers are suggested. Limitations are acknowledged and areas for future development are outlined.
... Riel, et al. [3] showed an antagonistic, impactful and beeline relationship between a negative emotional response to the wait and satisfaction. The overall satisfaction leads to the behavioural response [16,17]. The response could be revisiting the retail outlet (positive) or switching the retail outlet (negative). ...
The waiting line is an essential element in the consumer's assessment of the overall shopping experience. Perceived idle time while waiting in the queue exaggerates the negative response to wait duration and affects the overall customer satisfaction. The store employees find it hard to muddle through peak hours and deal with the demand for a speedy process. The inefficient queuing system can lead to productivity and monetary losses from an operational outlook. This study explores the determinants of emotional discomfort encountered by customers waiting at the retail checkout. The study pursues a descriptive research design and is cross-sectional. Survey research was employed to ascertain customers' perceptions of their wait experience. The sample consisted of 385 respondents visiting the target organised outlets located in various localities in Bengaluru. Pearson correlation, multiple regression analysis, and SEM are applied to examine the data. Regardless of their age and gender, respondents experienced emotional discomfort at the retail checkout. Various situations while waiting in the queue appeared to influence the emotional discomfort significantly. This study suggests that while waiting in the queue at the retail checkout, situational factors influence emotional discomfort and subsequently persuade store switching intentions. The findings of this study are pertinent to retail outlets selling diverse merchandise and having situations requiring waiting. The study concludes that emotional discomfort is predominant during the checkout process in Indian retail outlets.
... It has been observed that long waiting times and queuing when accessing health care services led to customer dissatisfaction. Hence, efficient waiting times and queue management are critical to improving service quality and user satisfaction [64,[72][73][74][75]. One of the hospitals in England, for instance, has reduced patients waiting time for drug refill and collection of dispensed drugs. ...
The health status of the people in rural areas is faced with challenges primarily due to availability, acceptability, financial accessibility to healthcare services. These include traditional and cultural beliefs, behavioural norms that explain community viewpoints of social roles and various community members’ functions. Rural and remote areas are medically underserved, access to healthcare services is difficult sometimes. Distance covered to access the nearest available health facility by some rural dwellers is discouraging. Thus, moving critically ill or injured persons is hampered because of long-distance or poor transportation means. In the end, many prefer to use traditional medicine than travel that long distance for medical treatment. Recently, healthcare delivery systems have focused on innovative approaches to improve health outcomes, control costs, and foster achieving the Sustainable Development Goals (SDGs). One of these innovations is mHealth (Short Messaging Service) [SMS] texts, which have peculiar attributes, making it particularly suitable for health care in rural and hard-to-reach areas in Low and Middle-Income Countries (LMICs). Moreover, text-messaging interventions are uniquely suited for underserved populations. This chapter highlights some interventions on the uses and benefits of SMS text applications in healthcare service delivery.
... Over the years, managing the queues is common problem in healthcare and considered significant for the safety and overall satisfaction of patients [1]. long queues in healthcare organizations can produce high levels of distraction for the employees instead of focusing on the original activities [2]. ...
Queue Management is significant to improve the provided healthcare services. Despite previous studies on technology adoption and users’ intention to use various technologies in healthcare, users’ acceptance of queue management solutions (QMS) have rarely been measured. End users in healthcare domain and their acceptance for information technologies are important to ensure the success of implementation for these technologies. It is essential to assess the level of acceptance for those users, and understand the related influencing factors. The objective of this study is to evaluate the factors that impact the acceptance of technology by physicians in UAE. It proposes a model based on the unified theory of acceptance and use of technology (UTAUT) extended by the construct “Trust”. The study was conducted in healthcare organization in UAE and represents 63 physicians. To evaluate the proposed model, Structural Equation Modelling (SEM) was used, and data was analyzed using SmartPLS and SPSS Statistics Software. It was found that the proposed model could explain 62.3% of total variance in the behavioral intention to use Queue Management Solution (QMS) by physicians. The results also showed that Performance expectancy and Facilitating conditions are significantly influencing the physicians’ intention to accept using QMS. Moreover, Trust as external factor has positive significant influence on the beliefs of physicians, especially when it comes to the importance of QMS to gain better performance results. This study can provide useful knowledge for decision-makers in healthcare organizations; who are planning to implement new QMS, or enhance the current available solution.
... Source: Own design (Kendall, 1953) The choice of scheduling discipline will affect the order processing time, and the duration of order processing queues will affect customer satisfaction. If a customer is very satisfied with the service, he or she is likely to order again in the future (Davis & Heineke, 1994). However, a dissatisfied customer could share his or her bad experience with other potential customers. ...
This thesis compares delivery concepts for last-mile delivery with the primary aim to help retailers understand which delivery concept is more suitable in specific scenarios. The delivery concepts of conventional vehicle and bike courier are discussed in detail.
In this paper we combine the methods of modelling and scenario planning to simulate the last-mile delivery process and the operation of retail stores in different urban districts. In contrast to other existing studies, we consider not only the transportation process but also the fulfilment process, so that entire online shopping procedures are broken down step by step for in-depth analysis.
Our results show that in some cases the cost of the bike courier model can compete in regard to instant delivery with the conventional vehicle model, especially in small areas with high demand. However, the conventional vehicle model beats the bike courier model in cost in a large or high-fluctuation demand area. When the demand increases to a certain level, retailers need to do a break-even point analysis to consider whether to hire additional workers to fulfill the service level. Another consideration is purchasing an additional vehicle, which is a large cost increase. Additionally, the queuing time significantly affects the bike courier model due to the short time window. Even with long queues, bike couriers can deliver only one order at a time, which can lead to poor service levels and additional labor costs.
In summary, our quantitative results provide evidence that the performance of the fulfilment process significantly impacts the last-mile delivery. Depending on the conditions of their districts, retailers can refer to the results of our scenario and make a better decision about how serve their customers.
... airline, customer service), and aims to strike a balance between keeping patients up to date with a realistic indicator of time (and therefore better able to plan their commitments around their intervention) and not providing false hope, notwithstanding the fact that waiting times understandably differ based upon individual clinical need. 25 To ensure actions were fed back to all participants, we developed an infographic (Supplementary Material 3). Patients on the waiting list were directed to view this on our dedicated support web site via a text message update containing a weblink. ...
Aims
COVID-19 has compounded a growing waiting list problem, with over 4.5 million patients now waiting for planned elective care in the UK. Views of patients on waiting lists are rarely considered in prioritization. Our primary aim was to understand how to support patients on waiting lists by hearing their experiences, concerns, and expectations. The secondary aim was to capture objective change in disability and coping mechanisms.
Methods
A minimum representative sample of 824 patients was required for quantitative analysis to provide a 3% margin of error. Sampling was stratified by body region (upper/lower limb, spine) and duration on the waiting list. Questionnaires were sent to a random sample of elective orthopaedic waiting list patients with their planned intervention paused due to COVID-19. Analyzed parameters included baseline health, change in physical/mental health status, challenges and coping strategies, preferences/concerns regarding treatment, and objective quality of life (EuroQol five-dimension questionnaire (EQ-5D), Generalized Anxiety Disorder 2-item scale (GAD-2)). Qualitative analysis was performed via the Normalization Process Theory.
Results
A total of 888 patients responded. Better health, pain, and mood scores were reported by upper limb patients. The longest waiters reported better health but poorer mood and anxiety scores. Overall, 82% had tried self-help measures to ease symptoms; 94% wished to proceed with their intervention; and 21% were prepared to tolerate deferral. Qualitative analysis highlighted the overall patient mood to be represented by the terms ‘understandable’, ‘frustrated’, ‘pain’, ‘disappointed’, and ‘not happy/depressed’. COVID-19-mandated health and safety measures and technology solutions were felt to be implemented well. However, patients struggled with access to doctors and pain management, quality of life (physical and psychosocial) deterioration, and delay updates.
Conclusion
This is the largest study to hear the views of this ‘hidden’ cohort. Our findings are widely relevant to ensure provision of better ongoing support and communication, mostly within the constraints of current resources. In response, we developed a reproducible local action plan to address highlighted issues. Cite this article: Bone Jt Open 2021;2(8):573–583.
... Even customer satisfaction or dissatisfaction has been attributed to time, specifically waiting for a purchase or service experience (Pàmies et al., 2016). Waiting time can have differential effects on consumers depending on their individual differences and the event or service for which they are queuing (Davis and Heineke, 1994;Fullerton and Taylor, 2015;Larson, 1987). For example, millennials waiting in line for an upcoming concert may actually enjoy the anticipation and derive social capital from appearing trendy and cool, which could enhance their overall experience. ...
Purpose
This study aims to explore the anticipated emotions of consumers and their anticipated perceived quality (PQ) of an exhibit, event or service that they are waiting to attend.
Design/methodology/approach
The study consists of a quantitative survey-based descriptive study of n = 470 real-world consumers from a waiting line at the Shark Reef exhibit in Mandalay Bay Resort and Casino, Las Vegas. Data is analyzed with fuzzy-set qualitative comparative analysis (fsQCA) to extrapolate causal conditions or recipes, for word of mouth (WOM) generation regarding the exhibit.
Findings
Recipes that influence positive WOM for an upcoming exhibit include: affect evaluation and affect expectations (AEXs) and affect evaluation, affect expectation, event entertainment and PQ.
Practical implications
By recognizing the need to optimize the customer waiting experience, services marketing managers can more successfully engage customers and influence their subsequent intentions.
Originality/value
Emotions regarding the anticipation of an upcoming event are critical to cultivating the intent to spread positive WOM.
... This is related, in part, to customer anxiety by waiting. When the actual wait cannot be determined, updates or status reports at predetermined intervals can be an acceptable substitute [14]. When a patient does not know what is holding up the queue or causing a delay, the wait becomes noticeably longer. ...
This study aimed to analyze psychological effect of waiting environment on perceptions of waiting time for outpatients in Kendari Regional Public Hospital. Respondents participitated in this study were 384 patients, taken during study period between September-December 2019. Data analysis employed Partial Least Square Method and analyzed on SmartPLS 3 application. The results revealed that, there is a positive and siginificant effect between queuing environment on perception of waiting time in outpatient care in Kendari Regional Public Hospital with regression coefficient of 0.217 (positive) and t-value of 2.463> 1.96. Environmental elements regarding enjoyable management of queue services were found to positively influence the affective state of individuals which consisted of interactions of pleasure and passion during the period of waiting for service. A short waiting time perception can compensate for the long actual waiting time and and can take on the role of as service recovery.
Index Terms— Perception of Waiting Time, Waiting Environment, Psychology of Waiting
... This is related, in part, to customer anxiety by waiting. When the actual wait cannot be determined, updates or status reports at predetermined intervals can be an acceptable substitute [14]. When a patient does not know what is holding up the queue or causing a delay, the wait becomes noticeably longer. ...
This study aimed to analyze psychological effect of waiting environment on perceptions of waiting time for outpatients in Kendari Regional Public Hospital. Respondents participitated in this study were 384 patients, taken during study period between September-December 2019. Data analysis employed Partial Least Square Method and analyzed on SmartPLS 3 application. The results revealed that, there is a positive and siginificant effect between queuing environment on perception of waiting time in outpatient care in Kendari Regional Public Hospital with regression coefficient of 0.217 (positive) and t-value of 2.463> 1.96. Environmental elements regarding enjoyable management of queue services were found to positively influence the affective state of individuals which consisted of interactions of pleasure and passion during the period of waiting for service. A short waiting time perception can compensate for the long actual waiting time and and can take on the role of as service recovery.
... According to Taylor (1994), satisfaction of a customer is not only affected by the length of time they have to wait for the service, but also their expectation of the service or their perception of what is creating the queue. For this reason, queue management should not only be about the length of time a customer waits in the system, but also their perception of the waiting must be managed (Davis and Heineke, 1994).Customers often overestimate the time they spend waiting for a service (Katz et al., 1991). As their perceptions of waiting time increases, the resulting dissatisfaction and frustration also increases. ...
This study took interest in evaluating customers' perceptions in waiting lines, measured by time wastage, neglect and boredom and their innate reactions, measured by service abandonment intentions towards satisfaction, loyalty and reuse behaviour during and after service experience. We collected data from bank customers in five regions of Ghana. 251 out of 309 questionnaires distributed were returned and found usable for data analysis. Our findings reflect the banking industry of Ghana characterised by little service differentiation and similar customer characteristics across service firms. This study's findings validate extant works on service firms' focus on their specific business dimensions while relegating the customer.
... Arriving customers are expected to approach the service system, and wait for service regardless of the number in queue. But, according to Davis and Heinete (1994), a balking customer dissatisfied with the queue, refuses to join and may or may not return later, while a reneging customer, although joined the queue, wait for some time, becomes tired and impatient, then leaves. Customers who move from one queue to another hoping to receive Departure Queue Discipline Arrival Process ...
Queuing theory plays a huge role in solving and preventing operational bottlenecks and service failures in the organization. But, observations show that Queuing analysis may become extremely complex and cumbersome. Therefore, most entrepreneurs, having realized its usefulness in managing their much earned successes achieved in relation to customer’s patronage and service delivery now desire its simplified applications in normal day to day running of operations. The methodology adopted in this paper, therefore is to describe queuing theory and its associated terminologies in relation to service delivery. In view of this, the paper presented a simplified exposition of queuing theory and management of waiting lines as it affects entrepreneurial drive for more business growth and opportunities with its attendant implications to customers’ service delivery and satisfaction. The paper concluded that if appropriately delivered and applied, queuing theory goes a long way in achieving and maintaining customer satisfaction. It recommended that entrepreneurs should seek the opportunity of gaining better understanding and application of queuing theory to practically reduce or eliminate boredom, irritation, breakdown and frustration to customers without much ado.
... With this in mind, companies continually seek strategies to reduce these undesirable effects. This may involve reducing real waiting times (Davis and Heineke, 1994) or speeding up transactions (Katz et al., 1991). It may also include extending opening hours or implementing new technologies to more effectively manage waiting times and appointments (Davis and Vollmann, 1990;Yan and Lotz, 2006). ...
This paper explores how managers of theme parks interpret waiting times from a services marketing perspective. In-depth interviews are undertaken in order to uncover manager's perceptions of waiting. 'The inevitability of waiting times', 'the negative interpretation of waiting times' and 'neutral waiting times' are three themes that emerge from this qualitative study. A deeper analysis of the waiting experience may contribute to enhanced strategies for managing waiting in theme parks, improved evaluations of the service and increased customer satisfaction. Finally, some practical tips for practitioners are proposed in the form of management takeaways.
... Waiting to pay at the checkouts at hypermarkets is very tiresome as people lead very busy lives. Therefore, waiting time should be managed and controlled [1][2]. Checkout management is the next big technology for retailers in the modern world with less time spent queueing and better customer care. ...
... Every organization that interacts with customers will be dealing with issues of queue management systems. In daily life, customers wait for service in a variety of settings, including manufacturing and service business, profit and non-profit organizations, as well as private and public agencies (Davis & Heineke, 1994). Apart from that, these are some of the reviews from the "tripadvisor.com.my" ...
Haliza Mohd Said, , , and (2014). Customers Frustration and Its Implication Towards Intention to Queue: An Evidence Of A Malaysian Theme Park in Kuala Lumpur. UNITAR International University.
... Another paper [2] studies the effect of offering a time guarantee (i.e. making sure the client is served within a certain time-frame and compensating them if they are not) on customer satisfaction. ...
This paper proposes a solution to the problem of client dissatisfaction with long waiting times associated with some services. This solution is a smart queue management system that provides real-time visual and audio updates to service requests via a smartphone app. Users receive digital tickets and are free to leave the waiting area until it is their turn to be served. If they choose to remain in the area, they have the option of listening to the signal of the television set that is typically muted for a better experience. The system comprises connected units forming a web of things. There are units for ticket registration and verification, audio capturing and streaming, queue management, and user units as smartphone applications. We have tested this system to ensure its functionality and report our results and possible improvements.
Rumah Sakit Lotim Medical Center merupakan Rumah Sakit Swasta yang teletak di Kabupaten Lombok Timur. Aspek kepuasan pelanggan dapat menjadi indikator kualitas produk barang atau jasa yang ditawarkan sehingga produsen dapat terus meningkatkan mutu produk dan layanannya agar kepuasan dapat tercapai. Salah satu aspek layanan di Rumah Sakit yang dapat meningkatkan kepuasan pelanggan adalah waktu tunggu pelayanan atau sistem antrian. Ketidakpastian dalam proses antrian atau waktu tunggu seringkali menjadi masalah di dalam pelayanan kesehatan. Sistem antrian yang digunakan oleh Poliklinik Interna Rumah Sakit Lotim Medical Center adalah Single Channel Single Phase, sedangkan disiplin antrian yang digunakan adalah First Come First Serve. Waktu tunggu layanan adalah 55.2 menit masih memenuhi standar waktu tunggu layanan yang ditentukan yaitu 60 menit. Kinerja sistem antrian kurang optimal karena utilitas atau kegunaan server melebihi kapasitas pada jam-jam serta hari-hari tertentu dan probabilitas tidak ada pasien dalam antrian cukup tinggi pada jam-jam dan hari-hari tertentu, sehingga implikasi manejerial yang ditawarkan adalah perbaikan sistem dengan cara mengatur distribusi kedatangan dan melakukan pembatasan jumlah pasien perhari.
Although the high growth of the tourism market contributes to a record number of visitors to landmark museums, they also encounter the overcrowding problem. This study reviewed the case of National Palace Museum (NPM) in Taipei to discuss the overcrowding problem and provide suggestions to alleviate this problem. This study adopted document analysis to summarize NPM's policies regarding the overcrowding problem that were identified by performing text mining of visitors' reviews for the NPM. And a content analysis involving semantic analysis and coding of negative reviews for NPM retrieved from TripAdvisor was performed for extracting complaint categories regarding the overcrowding problem. On the basis of the results, a service operation management framework in response to museum overcrowding is proposed. This study suggests that a museum can manage the overcrowding problem on the basis of visitor characteristics by adjusting visitor demand, optimizing the service design, diverting visitors' flow, elaborating the floor plan and exhibition design, or forming a decentralized museum hub to move must‐see exhibits for tourists to a stand‐alone pavilion or branch to disperse the crowd.
The space-time design of hospital care services is still an underdeveloped topic in sociological and medical literature. The article explores the social affordances inscribed in the space-time design of a hospital outpatient waiting room in relation to people care engagement and emotional comfort. The aim is to extend considerations to the broader context of relational and person-centered care. Observations employed of participants in the field study have a two-fold focus. One is 'waiting' for a service or a person, and the other is 'expecting' something or someone from a service. 'Multisensory-scape' and 'Self-less subject' are two metaphors I have adopted to describe the in field patient waiting experience. In the first case, people's perception of hospital staff seeing and hearing them is central to observation in the care path. The second case is instead the result of people feeling a loss of identity when there is a time-mismatch between daily life routines and hospital organization rules. It is fundamental to consider the impact on people's waiting experience because citizens and patients trace their feelings of 'being taken into charge' and 'continuity of care' back to the emotional comfort experienced the first moment they accessed the space-time design of hospital services.
AUTHORS Vinish P Prakash Pinto Iqbal Thonse Hawaldar M. M. Munshi ARTICLE INFO Vinish P, Prakash Pinto, Iqbal Thonse Hawaldar and M. M. Munshi (2022). Coping emotional discomfort at retail checkout: Potential distractions and implications. Abstract Retail customers often wait to complete their purchases during the checkout process. Prior research suggests that long checkout lines and service delays negatively affect customers' evaluation of store services. The present study investigates the potential customer and in-store distractions and their implication for emotional discomfort due to crowding stress. This study employed a cross-sectional research design and surveyed 385 respondents visiting the target retail outlets in Bengaluru, India. Correlation analysis explored the relationship between self-distraction, in-store distractions, and emotional discomfort. The study found that self-distraction negatively correlates with discomfort while in the queue (r =-0.119) and discomfort during the billing (r =-0.119). In contrast, in-store distractions (r =-0.161) and video displays near the checkout area (r = 0.116) effectively reduce emotional discomfort while in the queue. Additionally, point-of-purchase (POP) display (r =-0.265) and availability of refreshments near the billing counter (r =-0.175) are effective in reducing emotional discomfort during the billing. This study thus offers viable and affordable methods of improving the customer's waiting experience while contributing to store profits.
Purpose
Based on cost of quality (CoQ) research, this study aims to highlight the importance of incorporating the costs to customers in contributing to service quality when examining how customers respond to possible service failures [quality assurance behavior (QAB)]. Consequently, this study also aims to show how the CoQ framework can be a useful tool to the service industry in determining enhancements in quality and related expenditures.
Design/methodology/approach
Using the airline industry as a case example, this study empirically tests the impact of predicted service quality and its associated costs on an individual’s QAB (wait time spent at the departing airport) through revealed preferences. The study uses survey data from more than 4,000 passengers matched with travel-specific quality information archived by the US Department of Transportation (DOT).
Findings
This study finds that customers are willing to increase their level of QAB when informed of an increased probability of service failure. This study also finds that the level of QAB varies depending on anticipated customer costs of avoiding or responding to service failures.
Practical implications
Findings of this study emphasize the need for shared responsibility between service providers and their customers in making decisions on the provision of service quality, as helping customers adjust the appropriate level of QAB may result in greater efficiency and higher quality of service.
Originality/value
This study conceptualizes and empirically tests causal relationships between expected quality and customer efforts (QAB), thus contributing to operations literature examining CoQ in a service setting. This study argues that it is critical to consider shared responsibilities between co-producers (service providers and customers) in service operations studies.
Traditional 1-D discrete chaotic systems are not suitable to use directly in PRBG design for their cryptographic usage as their structures are simple and have predictability. Pseudo-random sequences have wide applications in image and video encryption, hash functions, spread spectrum communications, etc. In chaos-based cryptography, chaotic systems have been regarded as an important pseudorandom source in the design of pseudo-random bit generators due to its inherent properties of sensitive dependence on initial conditions and parameters. In order to improve the dynamism and features of standard logistic map, a 1-D discrete combination chaos model is proposed in this paper. The chaos model enables to construct new chaotic systems with combination of logistic map and Trigonometric functions. The performance analysis shows that the new systems are more complex and better than the original Logistic map. Further, we also propose to present a new pseudo-random bit generator based on new log-tan chaotic system and log-cot chaotic system. The randomness and other statistic analysis show that our pseudo-random bit generator has good randomness features, satisfy the linear complexity and balancedness requirements well.
This book sheds light on the emerging research trends in intelligent systems and their applications. It mainly focuses on four different themes, including Artificial Intelligence and Soft Computing, Information Security and Networking, Medical Informatics, and Advances in Information Systems. Each chapter contributes to the aforementioned themes by discussing the recent design, developments, and modifications of intelligent systems and their applications.
In this paper, we examine whether the format of service lines affects customers’ satisfaction with their queuing experience. Using a goal-theoretic approach, and data from a series of experimental studies, we show that the duration of the wait moderates the psychological tradeoff between the initial queue length and its rate of movement, such that customers prefer a single line format for shorter waits but a multiple line format for longer waits. We also show that satisfaction declines with an increase in the number of stages in service lines. This adverse effect of multi-staging can be mitigated by using information devices as well as orienting customers away from local, stage-specific, sub-goals towards the overall goal of receiving service and exiting the system. We synthesize these findings about the psychophysics of queuing to generalize a model of satisfaction with waiting that accounts for the effect of service line formats and can represent customers’ utility functions in models of queuing systems.
This Student registration at University involved students being registered in Student Affairs Department and make a deposit in Finance Department within the University, where they would present a form which had previously been filled in by the student. Students often wait for minutes, hours, half day or days to receive registration service for which they were waiting. Delays in the registration may result in difficulties of scheduling at speciality units and decrease in student satisfaction. This system examines the wide-spread problem of extended waiting times for registration. This system implements as student flow scheduling system and can help staff of student affairs department to reduce student congestion in department. This system uses Queuing analysis and Computer Simulation in Operation Research (OR) field. OR is a scientific approach to analyse problem and reduce waiting time. Simulation is the use of a system model that has the mapped characteristics of existence in order to produce the essence of actual operation. This system presents stand-alone application to help student registration using queuing analysis and computer simulation whose are finding appropriate waiting time for student affairs department.
We present a blockchain radio access network (B-RAN) as an advanced wireless access paradigm. The proposed B-RAN unites massive trustless subnetworks to form a large-scale trustworthy cooperative network by leveraging the blockchain principle. We introduce the economic concept of network effects with respect to the benefit of a growing B-RAN. We show that B-RAN can create and capture values by connecting multilateral groups and constructing a multi-sided platform (MSP). To establish multi-fold trust among distinct groups for deep integrations and healthy interactions, we divide functions of B-RAN into six layers within a hierarchical architecture to build trust from the ground up, and provide a number of key enabling technologies to overcome major obstacles in B-RAN. More importantly, we assess the performance of B-RAN using our unique in-house prototype through three representative case studies.
Purpose
The purpose of this paper is to explore healthcare waiting time and the negative and positive effects (i.e. the dual effects) it has on outpatient satisfaction.
Design/methodology/approach
Self-administered surveys with 334 outpatients and follow-up interviews with 20 outpatients in three large hospitals in Taiwan were conducted to collect data.
Findings
Quantitative surveys demonstrated that perceived waiting time correlated with satisfaction negatively first but then positively. Satisfaction also correlated with doctor reputation and patient sociability. Follow-up qualitative interviews further revealed that, for some patients, waiting contributed positively to patient evaluations through signaling better healthcare quality and facilitating social interaction.
Originality/value
This research demonstrated the possibility that waiting might have positive effects on healthcare satisfaction. It also identified variables that could produce greater positive perceptions during hospital waiting and underlying mechanisms that could explain how the positive effects work. This research may potentially help hospitals with a better understanding of how they can improve patients’ waiting experiences and increase satisfaction.
Fifth edition of the best-selling textbook updated and revised to take account of current trends such as the experience economy, CSR, connectivity and smart controls, and allergen and data protection laws.
Queues are part of everyday routine and experienced by most shoppers, yet little attention has been given to providing historical accounts of queuing as a consumer task or as a shopper experience. This paper examines grocery shop queues and the changing experience of shoppers in historical perspective, specifically focusing upon the shift from counter-service to self-service grocery formats in Britain from 1945 to 1975. The paper draws upon a wide range of material using evidence from oral histories and witness groups, which is supported by contemporary sources from the Mass Observation Archive, newspapers, shopper surveys, and trade publications and reports. The conceptual framework developed in the paper explores the public and private dimensions of queues to consider the experiences and perceptions of shoppers during a period of rapid change in the retail grocery system. More generally, the paper contributes to our understanding of how management innovations are connected to untraded public values.
The purpose of this quantitative research is to explore the customer satisfaction and service quality attributes towards a governmental education training center for public servants in central Taiwan. The collective data is analyzed by SPSS for descriptive analysis. As a result, the top three of the most satisfied attributes are attractive quality attribute of “elegant green environment,” and “center provides you with peace of mind and satisfactory service,” and one-dimensional quality attribute of “easy parking”. The results can be served as a future reference for pursing excellence and serving the people in Taiwan with a higher quality.
Time theory studies abstractly argue that, depending on the customer experience, time spent waiting may be positive, negative, or even neutral, and it can affect the perceived passing of time and enjoyment of the overall customer experience. However, a company can manipulate customer perceptions of waiting time. Positive perceptions of waiting time can then be used for marketing purposes. Customer perceptions of waiting time can be reduced by making the queuing process enjoyable, by improving the waiting environment, and by making promotional activities enjoyable. To validate the aforementioned factors and develop the enjoyable queuing model, this study surveyed 1571 customers queuing at service companies in Taiwan, including 409 customers of upscale restaurants, 430 customers of restaurants, 439 customers of food stands, and 293 customers queuing at consumer electronics shops to purchase newly released iPhones. The applicability of the enjoyable queuing model was evaluated by partial least squares structural equation modeling, and group differences were evaluated by partial least squares multi-group analysis. The analytical results for each case and managerial implications are presented.
Retailers have installed self-service technologies such as self-checkout that aim to improve the efficiency of checkout operations and minimize customers’ waiting experiences that reduce customer satisfaction. Customers’ expectation for self-checkout should influence their evaluation of checkout operations for existing checkout options when the new service is installed at the checkout. This study investigates how expectations about self-checkout affects perceptions of waiting in terms of social injustice, unattractiveness, and undistraction as well as customer satisfaction when retailers change checkout operations through installing self-service technologies. The results from an online survey in Japan revealed that social injustice has a stronger negative impact on satisfaction when customers have low expectations for self-checkout. In contrast, unattractiveness and undistraction tend to affect satisfaction negatively when expectation is high. This study clarifies the mechanism of how installing self-service technologies influences customer satisfaction with pre-existing services in terms of the psychological factor of waiting.
This study examined the application of queue theory in the banking system in Nigeria, with particular reference to GTBank and Ecobank Idumota branch, Lagos, Lagos state. The queuing characteristics of the banks were analyzed using a Multi-Server Queuing Model. The performance measures analysis including the waiting and operation costs for the banks were computed with a view to determining the optimal service level. Findings revealed that the traffic intensity was higher in GTbank with p =0.98 than in Ecobank with p= 0.78. Also, the potential utilization showed that Ecobank was far below efficiency compared to GTBank. Looking at the waiting time of customers in line and the time spent in the system, that is (Wq + Ws), we discovered that customers in Ecobank spent more time before being served both on queue and in the system than that of GTBank bank. The study concluded by emphasizing the relevance of queuing theory to the effective service delivery of the banking sector in Nigeria and strongly recommends that for efficiency and quality of service delivery to customers, the management of GTBank and Ecobank should adopt a 13-server model and 10-server model respectively to reduce total expected costs and increase customer satisfaction.
As consumers experience a greater squeeze on their time, even short waits seem longer than ever before. If firms can improve customers’ perceptions of the time they spend waiting to be served, then customers will experience less frustration and may feel more satisfied with the service encounter. This paper examines customer perceptions of waiting in line and investigates methods for making waiting more tolerable.
Data obtained from 375 members of a consumer panel in a two-phase study of consumer experiences with automobile repairs and services were used to examine the antecedents and consequences of consumer satisfaction. The results support previous findings that expectations and disconfirmation are plausible determinants of satisfaction, and suggest that complaint activity may be included in satisfaction/dissatisfaction research as suggested by earlier descriptions of consumer complaining behavior.
Experience has shown that efficiency usually increases when separate traffic systems are combined into a single system. For example, if Group A contains 10 trunks and Group B 8 trunks, there should be fewer blocked calls if A and B are combined into a single group of 18 trunks. It is intuitively clear that the separate systems are less efficient because a call can be blocked in one when trunks are idle in the other. Teletraffic engineers and queuing theorists widely accept such efficiency principles and often assume that their mathematical proofs are either trivial or already in the literature. This is not the case for two fundamental problems that concern combining blocking systems (as in the example above) and combining delay systems. For the simplest models, each problem reduces to the proof of an inequality involving the corresponding classical Erlang function. Here the two inequalities are proved in two different ways by exploiting general stochastic comparison concepts: first, by monotone likelihood-ratio methods and, second, by sample-path or “coupling” methods. These methods not only yield the desired inequalities and stronger comparisons for the simplest models, but also apply to general arrival processes and general service-time distributions. However, it is assumed that the service-time distributions are the same in the systems being combined. This common-distribution condition is crucial since it may be disadvantageous to combine systems with different service-time distributions. For instance, the adverse effect of infrequent long calls in one system on frequent short calls in the other system can outweigh the benefits of making the two groups of servers mutually accessible.
Queueing environment and feedback regarding the likely magnitude of the delay can also influence customer attitudes and ultimately, in many instances, a firm's market share. Even if we focus on the wait itself, the 'outcome' of the queueing experience may vary nonlinearly with the delay, thus reducing the importance of average time in queue, the traditional measure of queueing performance. This speculative paper uses personal experiences, published and unpublished cases, and occasionally 'the literature' to begin to organize our thoughts on the important attributes of queueing.
The authors investigate whether it is necessary to include disconfirmation as an intervening variable affecting satisfaction as is commonly argued, or whether the effect of disconfirmation is adequately captured by expectation and perceived performance. Further, they model the process for two types of products, a durable and a nondurable good, using experimental procedures in which three levels of expectations and three levels of performance are manipulated for each product in a factorial design. Each subject's perceived expectations, performance evaluations, disconfirmation, and satisfaction are subsequently measured by using multiple measures for each construct. The results suggest the effects are different for the two products. For the nondurable good, the relationships are as typically hypothesized. The results for the durable good are different in important respects. First, neither the disconfirmation experience nor subjects’ initial expectations affected subjects’ satisfaction with it. Rather, their satisfaction was determined solely by the performance of the durable good. Expectations did combine with performance to affect disconfirmation, though the magnitude of the disconfirmation experience did not translate into an impact on satisfaction. Finally, the direct performance-satisfaction link accounts for most of the variation in satisfaction.
Data obtained from 375 members of a consumer panel in a two-phase study of consumer experiences with automobile repairs and services were used to examine the antecedents and consequences of consumer satisfaction. The results support previous findings that expectations and disconfirmation are plausible determinants of satisfaction, and suggest that complaint activity may be included in satisfaction/dissatisfaction research as suggested by earlier descriptions of consumer complaining behavior.
A model is proposed which expresses consumer satisfaction as a function of expectation and expectancy disconfirmation. Satisfaction, in turn, is believed to influence attitude change and purchase intention. Results from a two-stage field study support the scheme for consumers and nonconsumers of a flu inoculation.
The authors investigate whether it is necessary to include disconfirmation as an intervening variable affecting satisfaction as is commonly argued, or whether the effect of disconfirmation is adequately captured by expectation and perceived performance. Further, they model the process for two types of products, a durable and a nondurable good, using experimental procedures in which three levels of expectations and three levels of performance are manipulated for each product in a factorial design. Each subject's perceived expectations, performance evaluations, disconfirmation, and satisfaction are subsequently measured by using multiple measures for each construct. The results suggest the effects are different for the two products. For the nondurable good, the relationships are as typically hypothesized. The results for the durable good are different in important respects. First, neither the disconfirmation experience nor subjects' initial expectations affected subjects' satisfaction with it. Rather, their satisfaction was determined solely by the performance of the durable good. Expectations did combine with performance to affect disconfirmation, though the magnitude of the disconfirmation experience did not translate into an impact on satisfaction. Finally, the direct performance-satisfaction link accounts for most of the variation in satisfaction.
Cutting-edge Japanese companies today are capitalizing on time as a critical source of competitive advantage: shortening the planning loop in the product development cycle and trimming process time in the factory - managing time the way most companies manage costs, quality, or inventory. In fact, as a strategic weapon, time is the equivalent of money, productivity, quality, even innovation. Managing time has enabled top Japanese companies not only to reduce their costs, but also to offer broad product lines, cover more market segments, and upgrade the technological sophistication of their products. These companies are time-based competitors.
There are significant reasons for believing that combining queues may at times not be a good thing to do. These reasons include customer reaction, elimination of jockeying, increased service times and costs for combined queues, and the absence of published before-and-after studies. It is hoped that when operations researchers think about and analyze service systems, they will pay attention to the concerns raised. In addition, it is hoped that some of these concerns will inspire new research on queueing questions and will encourage publication of careful reports of experience in combining queues in counter service systems.
The customer's direct interaction with a service-producing process suggests that marketing concepts, such as customer satisfaction, should be incorporated into the operational decision-making process. Such an interfunctional approach might result in improved solutions to managerial problems that were previously afforded only an operational perspective. One area where this combined view might yield important insights is in defining the proper level of service that a firm should provide its customers.
There is no need to recount the statistics relating to service system growth or the frequent calls to utilize productivity as a strategic variable. These issues are well understood—services are the most rapidly growing of our economic sectors, and there is plenty of effort being devoted to studying ways of improving their productivity. What is needed, in my opinion, is a better understanding of the very nature of services themselves, and more specifically, some practical philosophy for designing the service delivery process. These two related issues can be addressed by 10 “commandments” gleaned from my 10 years of studying services, my recent research on branch banking, and a lifetime of living with services as a consumer.
In order to provide some structure to an admittedly idiosyncratic list, the commandments are grouped under the following headings: The Facility, The Customer, and The Server. (In reading the list and explanations, please assume that the normal academic caveats such as “other things being equal” and “subject to cost/benefit analysis” have been stated. In other words, grant me exemption from the type II error.)
A model is proposed which expresses consumer satisfaction as a function of expectation and expectancy disconfirmation. Satisfaction, in turn, is believed to influence attitude change and purchase intention. Results from a two-stage field study support the scheme for consumers and nonconsumers of a flu inoculation.
A purely operational approach to providing customer service measures the speed of the service in terms of how long the customer actually waits prior to being served. A more appropriate method. perhaps, is to deal directly with the issue of customer service by measuring customer satisfaction with the wait. In this paper a model is developed which integrates the marketing perspective of customer satisfaction and the operations management perspective of customer waiting time. With this model, the goal of the service manager is to provide an acceptable level of customer satisfaction in lieu of a maximum acceptable average waiting time, which is the current practice. This new approach to defining customer service raises several interesting managerial issues in the design and staffing of a two-stage (or, for that matter, a multi-stage) process. For example, is a customer equally satisfied waiting the same amount of time before each stage in the process? If not, what type of strategy does the service manager employ in assigning workers to each of the stages? In order to address these issues, a major portion of this paper focuses on the definition and measurement of customer satisfaction. The application of the model to a real world situation is illustrated using empirical data collected in a two-stage fast food operation. The results indicate that the speedy acknowledgement of customer arrivals into the system, that is, the prompt taking of customer orders, is more important to the customers than is the time waiting for their orders to be processed. In other words, a customer's wait prior to entering the first stage of the system impacts on customer satisfaction much more than the wait prior to entering stage two. The conclusion from this analysis is that in a sequential, multi-stage process, management should design and staff the system so that the shortest wait for the customer occurs prior to the first stage.
The Psychology of Waiting Lines The Service Encounter
- D Maister
Maister, D., " The Psychology of Waiting Lines ", in Czepiel, J.A., Solomon, M.R. and Surprenant, C. (Eds), The Service Encounter, Lexington Books, D.C. Heath and Co., Lexington, MA, 1985.
On the Efficiency of Shared Resources in Queuing Systems
- D R Smith
- W Whitt
Smith, D.R. and Whitt, W., " On the Efficiency of Shared Resources in Queuing Systems ", Bell Systems Technology Journal, Vol. 60, January 1981, pp. 39-57.