How firms select professional services

Article Abstract:

To gain insights into the process by which business clients select and evaluate a professional services firm, executives and clients of architectural and engineering firms were queried as to the criteria clients use in the selection and evaluation of providers. They were also asked about factors contributing to client satisfaction/dissatisfaction. Responses, which were obtained from both questionnaires and follow-up directed discussions, revealed considerable overlap among the criteria used in selection and those used in quality evaluation. Several implications for building and maintaining relationships between professional service provider and client emerged. (Reprinted by permission of the publisher.)

Architectural firms

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Successful cooperation in professional services: what characteristics should the customer have?

Article Abstract:

The service sector is a growing part of the economy in many countries. To be able to survive in this sector, it is necessary to offer the market services that are perceived as having quality. Interviews with both providers and customer stated the importance of cooperation between the two parties. The perspective on cooperation in this article was from the providers' side. The question was, "what characteristics should a customer have?" An aggregation of the different answers to this question by Swedish architects suggested a customer that has good knowledge and relates well with the professional service provider was the best. (Reprinted by permission of the publisher.)

Architectural Services, Services, Services industry, Service industries, Architectural practice, Consumers

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The role of marketing in the company turnaround process

Article Abstract:

Despite the importance of marketing orientation to company profile and performance as presented by marketing scholars, there is scant attention to the role and implementation of marketing in the company turnaround process in published studies. This article explores marketing's contribution to company turnaround through a study of ailing and rejuvenated companies in the mature engineering industry. The development and implementation of marketing strategies in successfully turned around and failed companies are compared. The role of marketing is broadened as new concepts are developed and explored. (Reprinted by permission of the publisher.)

Engineering Services, Marketing Management, Corporate turnarounds, Turnaround management

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