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Companies pay a price for bad service. They lose customers, endorsements and revenue. Sometimes, they even lose good employees who leave when workplace tensions rise. But the proper approach to service recovery often depends on whom you ask. Marketing specialists will tell you to focus on the customer about to walk out the door. Operations analysts will tell you to focus on the processes that lead to the service failure in the first place, so you can prevent similar incidents in the future. And human resources managers will tell you to focus on the employees who interact with the customers. The research shows that all three perspectives have merit, although unresolved tensions exist among the separate pieces of the service recovery puzzle.
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