• 3M Automotive Aftermarket Division

      Muylle, Steve; Rangarajan, Deva; Dom, Alfons (2007)
      This case highlights the various factors that affect how an organisation moves from a product focused approach to a solution-based approach. The case incorporates the process change involved in this transition, and in particular focuses on the changes in customer orientation, the corresponding value proposition, and the underlying value network. These objectives are accomplished by illustrating the 3M AAD (Automotive Aftermarket Division) situation over time, as structured in parts (A), (B) and (C). The teaching note provides discussion questions that follow each part and form a link to the following part.
    • 3M Automotive Aftermarket Division - Teaching note

      Muylle, Steve; Rangarajan, Deva; Dom, Alfons (2007)
    • Aligning sales and operations management: An agenda for inquiry

      Rangarajan, Deva; Sharma, Arun; Paesbrugghe, Bert; Boute, Robert (Journal of Personal Selling & Sales Management, 2018)
      There is a rapid growth in solution selling in practice and a commensurate increase in research in this area. The focus of this sales strategy is on providing solutions to customer problems that typically entails combining products and services from the provider firm as well as other firms. The fulfilment of these solutions requires operations management support. In spite of the need for closer collaboration between sales and operations management, more research is needed on the interface of these two functions. In order to deepen our understanding of the interface of sales and operations management, we undertook qualitative research and conducted in-depth interviews of senior executives in global firms to determine the need for sales and operations management cooperation. We followed the qualitative research with a review of extant research on the interface of sales and operations management. Finally, we conducted a survey of academic researchers to identify areas and themes of future research in this area. We summarize the implications of our findings for future research.
    • Antecedents of sales team effectiveness

      Rangarajan, Deva; Jones, Eli (2001)
    • B2B Brand Architecture

      Muylle, Steve; Dawar, Niraj; Rangarajan, Deva (California Management Review, 2012)
    • Customers' usage of self service technology in a retail setting

      Weijters, Bert; Schillewaert, Niels; Rangarajan, Deva; Falk, Tomas (2005)
      The last decade has seen an increased focus by retailers on using new technologies to deliver their services. The introduction of self-service technologies (SSTs) opens up for retailers the potential of improving productivity and service quality while cutting costs. However previous forays by retailers to get their customers to try these self-service technologies have not been proven to be quite successful. Previous empirical research on the usage of technology based self-services has mainly focused on antecedents of attitude towards and corresponding behavioral intentions to use. However, little empirical research has linked these variables to actual behavior in a real life setting. To address these issues, we collected a combination of survey and observational data using self-scanning lanes as objects of investigation. We identify ease of use, usefulness, fun, and reliability as drivers of attitude towards the SST, which in turn significantly predict actual usage of the SST. We also extend previous research by focusing on the moderating effects of age, education and gender as key demographic variables. Finally, we contribute to the literature by studying the consequences of SST use from the customers' point of view. Keywords: self-service technology, retailing, consumer attitudes and behavior
    • Delivering Exceptional Service: The Belron® Experience

      Rangarajan, Deva; Lubner, Gary (2011)
      The case is about delivering excellent service to customer using the gaps model of service framework.
    • Designing service interfaces in co-creation situations

      Verleye, Katrien; Gemmel, Paul; Rangarajan, Deva (2012)
    • Determinants and outcomes of customers' use of self-service technology in a retail setting

      Weijters, Bert; Rangarajan, Deva; Falk, Tomas; Schillewaert, Niels (Journal of Service Research, 2007)
    • Electronische aan- en verkoop: blind date?

      Muylle, Steve; Rangarajan, Deva (2005)
    • Employee contributions to brand equity

      Dubois Gelb, Betsy; Rangarajan, Deva (California Management Review, 2014)
      Viewing employees as elements of a brand or as "brand ambassadors" means that almost any policy can affect brand equity. Resource allocation for brand-building requires understanding what differentiates "our brand" in order to focus resources on the employees who provide that difference. Employees' commitment to the brand increases when they know how they can contribute. Management actions matter from small issues like free coffee to large issues like mass layoffs.
    • Engaged Customers as Job Resources or Demands for Frontline Employees?

      Verleye, Katrien; Gemmel, Paul; Rangarajan, Deva (Journal of Service Theory and Practice, 2016)
      Purpose: - The purpose of this paper is to empirically test a theoretical model on how different customer engagement behaviors (CEBs), such as giving feedback and helping other customers, affect the role stress-job strain relationship among frontline employees. Design/methodology/approach: - Drawing from the job demands-resources model, this paper hypothesizes that some CEBs weaken the role stress-job strain relationship among frontline employees, whereas the opposite holds for other CEBs. To test these hypotheses, the study involved a survey among 279 frontline employees in 20 nursing home teams in Belgium. Findings: - The results reveal that the impact of role stress on job strain is stronger when frontline employees notice more helping behaviors among customers and weaker when frontline employees receive more customer feedback or notice that customers spread positive word-of-mouth about the nursing home. Originality/value This research contributes to the customer engagement and frontline employee literature by showing that CEBs can act as both job demands and job resources for frontline employees
    • Enkel prijs brengt geld in het laatje

      Rangarajan, Deva; Muylle, Steve (2005)
    • Hoe ondernemers in Vlaanderen opportuniteiten identificeren: een rapport met tips en tools voor de ondernemers in de praktijk

      Cools, Eva; Van den Broeck, Herman; Vermeulen, Sabine; Crijns, Hans; Rangarajan, Deva (2007)
    • How to govern business services exchanges: contractual and relational issues

      Vandaele, Darline; Rangarajan, Deva; Gemmel, Paul; Lievens, Annouk (International Journal of Management Reviews, 2007)