THE INDONESIAN JOURNAL OF

BUSINESS ADMINISTRATION

Vol. 2, No. 5, 2013:543-553

SERVICEQUALITYASSESSMENTINPT.INDOKEMIKAJAYATAMAUSING
INDSERVSCALEANDIMPORTANCEPERFORMANCEANALYSIS

EduardusIvanSubiantoandMohammadHamsal
SchoolofBusinessandManagement
InstitutTeknologiBandung,Indonesia
eduardus.ivan@sbmitb.ac.id

AbstractEveryday,competitioninthebusinesslandscapeisalwaysincreasing.Intheyear2012,its25thyear
of establishment, PT Indokemika Jayatama tries to achieve its goal to become the leading player in the
chemicals trading and distribution business. To achieve goal to become leading player, Indokemika needs to
better understand markets perception toward its service quality. This study aimed to achieve that
understandingbyconductingamarketsurvey,followedbygapanalysisinservicequalitydimensionsdescribed
byINDSERVscale,whichGounarisintroducedin2005,andfocusingthetargetusingImportancePerformance
AnalysisbyMartillaandJames(1977).Questionnaires,containing21questionstoexplainB2Bservicequality
attributes, were sent to Indokemikas active customers. The PerformanceImportance Gap Analysis and
ImportancePerformance Analysis (IPA) Map inferred that Indokemikas performance of service quality is
perceivedaslowerthancustomersperceivedimportance.Thisisshowedbythepositivegapscorewithaverage
gap score at 0.302, and 14 attributes dominated by Hard Process and Output Quality dimension of INDSERV
scale are above the average gap. The IPA Map then indicates that the quality attribute that needs
improvement, which has the third highest gap score, is Look after customers interest of the Soft Process
Qualitydimension.Thus,Indokemikashouldfocusimprovementinthatdirection.

Keywords:Perceivedservicequality,INDSERV,PerformanceImportanceGap,IPAMap

1. Introduction

In developed economies where it is easy to set up a business, increasing market share is always
difficult because of increased competition. Simply put, no matter what idea you have or business
modelyouputinplacethereisalwayssomeoneelsecompetingwithyouforcustomers(Amerland,
2012).Everyday,competitioninthebusinesslandscapeisalwaysincreasing.Intheyear2012,its25th
yearofestablishmentandafterundergoingrestructurizationinthepreviousyear,Indokemikatries
torepositionitselfinthemarkettobeabletoachieveitsgoaltobecomethemarketleader.

PTIndokemikaJayatama(Indokemika)wasfoundedin1987asadistributorforIndonesiasleading
group of chemical producers. Indokemika is a part of Salim Chemicals Division of Salim Group.
Increased demand for the chemical products in Indonesias other industrial centers prompted
Indokemikatoexpand.In1990IndokemikaopenedabranchinBandungfollowedbyanotherbranch
in 1996 in Semarang. Indokemika then opened representative offices in Medan in 2007 and also
representative offices in Cirebon and Solo in the year 2009. The next year, Indokemika opened
representativeofficeinBali.Indokemikasnewestbranch,Makassar,wasestablishedin2011.

IndokemikasVision
"To be a leading and respectable chemicals trading and distribution company in Indonesia and to
satisfycustomers'needsbyprovidinggoodqualityproductsandservicesatcompetitiveprices"

543

SubiantoandHamsal/TheIndonesianJournalofBusinessAdministration,Vol.2,No.5,2013:543553

IndokemikasMission
"Understandingthecustomers'needsandcloselymonitoringtheindustrytogaincompetitiveedge
byusingintegratedinformationsystemandwellstructuredorganization"

Indokemikasmainbusiness activityistotradechemicalmaterialsproductstovarious industries in

Indonesia. As an ever growing company, Indokemika is always trying to improve its portfolio. For
severalyearspriorto2011,Indokemikasbusinessesaredividedintofiveproductdivisions:Industrial
(general) Chemicals, Coating & Ink Chemicals, Plastics & Rubber Chemicals, Food Chemicals, and
Cosmetics&Oleochemicaldivision.Intermsofrevenuegenerated,IndustrialChemicalscontributes
thebiggestportion,whichisaround50%.ThisisfollowedbyPlasticandRubberChemicalswith20%
revenue contribution. Though generating higher revenue, the kind of products served by those
divisionsistypicallycommodityproductswithtightmargin.OtherdivisionssuchasCosmetics,Food
Ingredientsdealsmostlywithspecialtyproductswhicharesmallerinquantitybuthigherinmargin
generated.

WorkingUnit
Indokemikashumanresourcesconsistsofapproximately300persons,50%ofit isconcentratedin
thecommercialsideofbusiness(SalesandMarketing)whiletherestisbusinesssupport(Accounting,
Finance,Procurement,Logistics,Collection,HR&GA).ThelatestrestructuringinIndokemikainyear
2011separatedthefunctionofsalesandmarketing.

BusinessIssue
Asbusinessgettingmorecompetitiveeveryday,salesmustbeabletodealwithnewplayersinthe
business that always try to penetrate the market. The increasing competition sometimes led the
companiestoenterapricewarsituation.Tominimizethepricewarpossibilities,everysalesperson
hastomaintaingoodrelationshipwiththecustomers.Theincreasingcompetitioninthedownstream
marketsometimesforcesthecustomerstoseekforthebestpriceforthesamequalityproductsin
themarket.EvenifothercompetitorscanmatchorbeatIndokemikasprice,theidealscenariowould
becustomersstillprefertodobusinesswithIndokemika.Thatiswherecustomersatisfactionlevel
willdeterminecustomersdecisiontobuy.

Whensuppliersmeetcustomersneeds,desiresandrequests,thusincreasingthesatisfactionlevelof
theircustomers,theycaninthelongtermexpectapositiveeffectregardingtheprofitabilityoftheir
businesses(Helgesen,2007).Therefore,itisimportantforIndokemikatosatisfyitscustomers.The
questionsthatneedtobeansweredbythisresearchare:(1)Howiscustomersperceptiontoward
Indokemikas service quality? (2) Which area of improvement is needed for Indokemikas service
quality?(3)Whatfutureactionsneedtobedonefortheimprovementstobeachieved?

2. BusinessIssueExploration

To be able to compete better in the market, the company tries to observe customers satisfaction
level and how it affects company performance. Customer satisfaction is perceived as being a key
driveroflongtermrelationshipsbetweensuppliersandbuyers,asitispositivelyrelatedtocustomer
loyalty and customer profitability (Helgesen, 2007). Customer satisfaction is affected by several
factors. Three major factors that influence customer satisfaction are product quality, price, and
servicequality.Sinceproductqualityandpricearecertainandrelativelyeasiertobemeasuredand
compared, competing in product quality and pricing are usually not the main issue in the
competition. Service quality is somewhat more abstract than the other two, because it involves
customers experience toward the companys service level. Thus measuring service quality might
provide challenge for the company. Bhattacharjee, (2010), suggests that service quality
measurementandimprovementisoneofthemostsignificantstrategictoolsforenhancingefficiency
and business growth. Realizing the importance of service quality measurement, this research is
focusingonthatparticularareaofservicequality.
544

SubiantoandHamsal/TheIndonesianJournalofBusinessAdministration,Vol.2,No.5,2013:543553

Astimegoesby,Indokemikasperformancegrowsyearbyyear.Eventhoughmacroeconomicalcrisis
hitthemarkettwiceinthelastfiveyears,whichisendof2008andbeginningof2012,Indokemika
was still able to keep its performance level not to drop. In terms of workforce, Indokemika is still
adding new employees, mostly to improve sales force, and any other areas that need to be
improved. Employee turnover is a normal thing and generally will not destabilize Indokemikas
performance.Indokemikasbusinessasachemicaltradinganddistributioncompanyhassimilarand
blending of characteristics with that of service and B2B industries. Though operating in the B2B
context,theapproachestowardcustomersaresomewhatsimilartoserviceindustries.Thechemical
tradinganddistributionbusinessisastillgrowingbusinessandnewplayersareemergingeveryday.
The chemical trading and distribution business is a still growing business and new players are
emerging every day. Simply said, a company with strong financial power and extensive network
mighttrytoenterthemarket.

CustomerProfileandAttitude
IndokemikascustomersarerangingfromasbigasMultiNationalCompaniessuchasUnilever,KAO,
LOreal, to as small as home industries that produces nonbranded detergent, food (cookies)
packaging, and many more. The attitudes of the customers are different but we can draw some
specific characteristics among similar industries. Normally Indokemika separate customers general
businesstype intotwo:commoditybusinessandspecialtybusiness.Commoditybusiness isusually
dealingwithbigvolumesandtightmargin.Becauseitisnothardtoreplaceaproductwithanother
product in this commodity type of business, penetrating the market will be easier but customer
retentioncouldbechallenging.Ontheotherhand,specialtybusinessneedsmorepatientapproach
since product replacement cant be executed as easy as commodity business. Hence, entering the
marketwouldbetoughbutonceweestablishedourexistence,itwouldnotbeashardtoretainthe
customers.

IndokemikasSuppliers
Indokemikahasbeenworkingwithlocalandforeignchemicalmanufacturersforyears.Someofthe
major suppliers are Styron Indonesia, Chimei Corporation (Taiwan), Styrindo Mono Indonesia,
HuntsmanTioxide(UK),AlbrightandWilson,Petrocentral,Borregaard,AdityaBirla,etc.Indokemika
alsoownsamanufacturingpresenceinthesurfactantbusiness.

MarketingandDistributionLine
To reach every corner in Indonesia, Indokemika now has established 9 branches that spread
throughoutthiscountry.Everybranchholdssomeinventoryandissupportedbyatleastonesales
representative. The bigger and older branches have more resources compared to the younger
branches. The newer branches with limited warehouse space are expansions of nearby bigger
branches.Forexample,SolobranchwasusedtobepartofSemarangbranch,whereasCirebonand
Bandung branch. This research however is using the old area separation that brings four major
regions:Jakarta,Surabaya,Bandung,andSemarang.

A. ConceptualFramework
OneofthemostwidelyusedmethodstomeasuretheservicequalitylevelistheSERVQUALmethod.
Parasuramanetal(1988)describedservicequalityintofiveaspects:Reliability,Assurance,Tangibles,
Empathy, and Responsiveness (RATER). SERVQUAL is most valuable when it is used periodically to
track service quality trends, and when it is used in conjunction with other forms of service quality
measurement. (Parasuraman et al, 1988). In the service realm, most of the researches focused on
measuring service quality in the consumer sector are particularly using the SERVQUAL scale
(Gounaris,2005).However,sincethescaleoriginallymeantforconsumergoodssector,itgavemixed
results for B2B context, hence led Gounaris (2005) to develop an alternative measure, named
INDSERV.

545

SubiantoandHamsal/TheIndonesian
nJournalofBusinessAdministrration,Vol.2,No.5,2013:5435
553

INDSERVModel
dsdifferenceefromSERVQ
QUAListhattratherthanusingRATER
R,INDSERViiscomprised
d
INDSERVmethod
al, Hard, Sofft, Immediatte Output, and
a Final Ou
utput Qualityy. However,,
of fivve dimensions: Potentia
Goun
nariss empirical findingg showed th
hat Immedia
ate Output and Final Output Qua
ality can be
e
comb
binedintoassingledimen
nsionofOutp
putQuality(G
Gounaris,20
005).

Figure1.SerrviceQualityCo
onceptualFramework

Goun
naris(2005)d
describestheedimensionssrelatedwitthINDSERVaasfollows:
PottentialQualitty
Theequalitythaatrepresentssanimportaantelement ofperceivedquality beecause itcorrrespondsto
o
seaarch attributes that orgaanizational customers neeed to evalu
uate and con
nsider in advvance of thee
pro
ovisionofthe
eservice.
HarrdProcessQ
Quality
Harrdprocessqualityexplaiinsthecusto
omersconceernsregardingtheproceessesthrougghwhichthee
service is actuaally delivered
dandthe evvaluation of thesuitabilityof these processesto
oproduceaa
utiontimelyandaccordingtothecusstomersneeeds.
solu
SofftProcessQu
uality
This quality interprets thee customers evaluation
n regarding the interacction with th
he first linee
m the provid
der with whom an interraction is deeveloped as a result of the servingg
perrsonnel from
effo
ort.
OuttputQuality
Thisoutputquaalityexplainssthecustom
mersconcern
nregardingttheactualoffferingdeliveered,aswelll
hattheserviicedelivered
deventuallyproducesforrthecustom
mer.
asttheimpactth
Byap
pplyingtheIN
NDSERVmod
del,thefram
meworkcanb
beconcluded
dasshowninFigure1.TTheresearch
h
focussisshownbyytheareabo
orderedbydashedlines.

B. M
MethodofDataCollection
nandAnalysiis
Impo
ortancePerfo
ormanceAnalysis
Impo
ortancePerfo
ormanceAnaalysisbyMarrtillaandJam
mes(1977)issatoolwhicchhasbeenffoundusefull
forevvaluatingtheelements ofamarketingprogram
m.Afterthe initial
i
articlee byMartillaa andJames,,
studieshavebeentryingtod
develop&im
mprovethetool,forexam
mplebyLee etal(2008).Thesimple
e
ormancemapcanbeseeeninFigure2
2.
importanceperfo

Figure2.Imp
portancePerformanceAnalysisMap
546

SubiantoandHamsal/TheIndonesianJournalofBusinessAdministration,Vol.2,No.5,2013:543553

Lee, et al (2008) gave the interpretation of the importanceperformance map which is provided in
thefourquadrants,asbelow:
1. ConcentratehereHighimportance,lowperformance
2. Keepupthegoodwork.Highimportance,highperformance
3. LowpriorityLowimportance,lowperformance
4. PossibleoverkillLowimportance,highperformance

UsingthisImportancePerformanceAnalysis,wecanobtainanotherviewforanalyzingservicequality
assessmentthatusesINDSERVmodel.UsingthequestionsfromINDSERVthatcandescribethefour
levelofqualityanduseitasthequalityattributesfortheIPA,wecanthenplaceeachattributeson
theIPAmapandanalyzewhichaspectofqualitythatneedsimprovement.

SamplePopulation,Size,andLimitation
The researchs sample population is limited only to customers of Indokemika. According to
Indokemikasdatabase,thetotalactivecustomers,whicharecustomersthatplacedpurchaseorder
to Indokemika during the period of year 2011 up to 2012 yeartodate, are as much as 2370
customers,nationally.ThetheorythatiswidelyusedindeterminingsamplesizeisSlovinsformula.
Theformulaisasfollowing(Ariola,2006):

n=N/(1+(Nxe2))
Where,
n=samplesize;N=population;e=marginoferror

Thisformulaisbasedonthecalculationusing95%confidencelevelwithastandardmarginoferror
of5%.AccordingtoanarticlebyDataStar(2008),oftenanacceptablemarginoferrorusedbysurvey
researchers falls between 4% and 8% at the 95% confidence level. Basing on this statement, the
biggestmarginoferror,8%,willyieldtheminimumnumberofsampleasmuchas147.

SamplingMethod
Stratified random sampling could give broader view about what is customers perception of
Indokemikas service quality in different regions. However, since this research is intended to get a
resultthatrepresentsthesituationinthewholecompany,themostsuitedsamplingmethodwould
be simple random sampling. This sampling design has the least bias and offers the most
generalizability(Sekaran,2003)

SurveyFormDesign
Customer survey form was designed using attributes generated from INDSERV model. The 21
questionsthatrepresenttheattributesareshowninTable1.

Table1.ListofSurveyQuestions

1
2

547

HardProcess

10

Potential

3
4
5
6
7
8
9

Easeofcontact
Easeofobtainingproductpricing
Easeofobtainingproduct
information
Leveloftechnicalservicesupport
Qualityofproduct
Networkofprincipals/partners
Fulfillmentofspecialrequest
Abilitytodelivertheorderinfull
Abilitytodelivertheorderontime
Completenessandaccuracyof
documents

SubiantoandHamsal/TheIndonesianJournalofBusinessAdministration,Vol.2,No.5,2013:543553

15
16
17
18

20
21

Output

19

Understandscustomer'sneeds
Enthusiasmofsalesstaff
Handlingofcomplaints
Responsivenesstoqueries
Professionalismandcourtesyof
salesstaff
Visitfrequencyofsalesstaff
Lookaftercustomer'sinterests
HelpcustomertoreachObjectives
Actuallydeliveringbenefitfor
customer
Contributestocustomer's
sales/image
Canaccommodatecustomer's
strategy

SoftProcess

11
12
13
14

The scoring was using 7 point Likertscale, and taking suggestion from the article by Martilla and
James (1977), the importance and performance measurement is separated to minimize
compoundingandordereffects.Customerswerealsogivenspacetogiveadditionalcomments.This
comment space gave the opportunity to the customers to freely share their opinions toward
Indokemikas services. These comments are the source of qualitative data that might be used to
assessIndokemikasservicequality.

3. BusinessSolution

A. AlternativeBusinessSolution
Forthecompanytobeabletoenhancecustomersatisfactiontowininthecompetitivemarket,the
alternative paths are: lowering price, increasing quality, and optimizing service quality. Since this
researchfocusisontheimpactofservicequalitytowardcustomersatisfaction,thebusinesssolution
wouldbeoptimizingservicequality.
B. AnalysisofBusinessSolution
From2370Indokemikasactivecustomers,asmuchas173companiesthatvariesinlineofbusiness,
geographiclocation,andsizes,haverespondedtothesurveyformandgivefeedback.Byusingsurvey
data from 173 customers, the margin of error would be approximately 7.5%, which is within the
acceptable4to8%range.

DataAnalysis
Theproportionofthecustomersrespondingtothesurvey,basedonproductdivision,whichrelates
tocustomersnatureofbusiness,isasshowninTable2.

Table2.CustomerProportionBasedonSurveyRespondent

SalesDivision
IndustrialChemical
Plastics&Rubber
Chemicals
Oleochemical&
Cosmetics
Coating&InkChemicals
Food
TOTAL

Respondents Percentage
21
12%

548

75

43%

29
28
20
173

17%
16%
12%
100%

SubiantoandHamsal/TheIndonesian
nJournalofBusinessAdministrration,Vol.2,No.5,2013:5435
553

Thep
proportiono
ofthecustom
mersrespond
dingtothessurvey,baseedonsalesregion(brancchoffices)iss
show
wninTable3..

Tab
ble3.CustomerrProportionBaasedonSurveyRespondent

SalesRegion
Jakarta(+Med
dan)
Suraabaya+Makkassar
Bandung+Cire
ebon
Semarang+SSolo
TOTAL

Resspondents Percentage
67
39%
44
25%
46
27%
16
9%
173
100%

Mapp
pingofCusto
omersConceernsandCom
mments
Thecconcernsand
dcomments arecategorrizedinto8ittems:stock availability, productvariiation,price,,
produ
uct quality, term of paayment, on time deliverry, exchangee rate, and technical support. Thee
propo
ortionisshowninFiguree3.

Figure3.Pro
oportionsofCu
ustomersComm
ments

Figure 3 showsthattheaspeectthatmajorconcernfforcustomersisprice att38%propo

ortion,while
e
produ
uctqualityat12%.Theseetwoaspectts,combined
dwithserviccequality,arrethemajor factorsthatt
influeencecustom
mersatisfaction.Sinceth
heotherconcernsthatccanbe assocciatedtoserrvicequality,,
fromFigure3,itccanbeinferrredthat,servvicequalityisamajorconcernofIndokemikascu
ustomers.

Perfo
ormanceImp
portanceGap
pAnalysis
The P
Performance
eImportancee Gap Analyysis is the easiest
e
and simplest waay to assesss customers
perceeptiontowarrdtheserviccequalityatttributes.Theebiggertheggap,thewid
derthegulfb
betweenthee
levelssofperform
mancethatcu
ustomerexpectedfromtthecompanyy,andtheperformance levelshown
n
by th
he companyy itself. The data, sorrted from the
t
largest to the smallest, of In
ndokemikass
Perfo
ormanceand
dImportanceeGapcanbeseeninTable4.

t
14 of the 21 attributes have bigger gap
p than the average
a
Perrformance

It can be seen that

ortancegapo
of0.302.Itm
meansthatiineveryquaalityattribute
e,theaveragecustomerrperception
n
Impo
on In
ndokemikas performancce in servicce is lower than custom
mers expectation, altho
ough higherr
atten
ntionshouldbegiventotheupper14
4attributes.Table4showsthatallH
HardProcesssQualityand
d
OutputQualityatttributesofttheINDSERV
Vmodelaretthedominantdimensionsofattributeesthatweree
p.
placeedabovetheaveragegap

549

SubiantoandHamsal/TheIndonesianJournalofBusinessAdministration,Vol.2,No.5,2013:543553
Table4.IndokemikaPerformanceImportanceGap

Attribute/Description
Fulfillmentofspecial
request
Actuallydelivering
benefitforcustomer
Lookaftercustomer's
interests
Helpcustomerto
reachObjectives
Abilitytodeliverthe
orderontime
Handlingof
complaints
Contributesto
customer's
sales/image
Completenessand
accuracyof
documentation
Understands
customer'sneeds
Networkof
principals/partners
Canaccommodate
customer'sstrategy
Responsivenessto
queries
Leveloftechnical
servicesupport
Abilitytodeliverthe
orderinfull
Easeofobtaining
productpricing
Easeofobtaining
productinformation
Easeofcontact
Qualityofproduct
Enthusiasmofsales
staff
Professionalismand
courtesyofsalesstaff
Visitfrequencyof
salesstaff

Question

IMP

PERF

Gap

Q7

5.88

5.45

0.427

Q19

5.84

5.44

0.403

Q17

6.06

5.67

0.393

Q18

5.86

5.49

0.374

Q9

6.27

5.90

0.371

Q13

6.21

5.84

0.370

Q20

5.80

5.44

0.357

Q10

6.23

5.88

0.350

Q11

6.13

5.79

0.337

Q6

5.78

5.47

0.320

Q21

5.65

5.34

0.318

Q14

6.20

5.89

0.312

Q4

5.92

5.62

0.309

Q8

6.25

5.94

0.307

Q2

6.16

5.90

0.260

Q3
Q1
Q5

6.14
6.36
6.27

5.90
6.13
6.03

0.243
0.231
0.231

Q12

6.20

6.05

0.150

Q15

6.28

6.14

0.139

Q16
5.44 5.31 0.133

Average 6.044 5.743 0.302

=Potential
Quality
=HardProcess
Quality

=SoftProcess
Quality
=OutputQuality

550

SubiantoandHamsal/TheIndonesian
nJournalofBusinessAdministrration,Vol.2,No.5,2013:5435
553

Thism
meansthatccustomersp
perceptiono
onhowtheaactualwork ofservice,suchasontimedelivery,,
stockk availability, also the final benefit that they receive
r
from
m having business partn
nership with
h
Indokkemika was perceived as
a lower than they exp
pected. How
wever, havin
ng concluded
d that Hard
d
ProceessQualityaandOutputQ
Qualityattrib
butesshould
dbegivenm
moreattentio
on,thetargeetisstillnott
focussedenough.IPAMapisn
neededtoob
btainacleareerconclusion
n.

ormanceAna
alysis(IPA)M
Map
ImportancePerfo
eIPAmap.Th
heimportancescorewilll
Theimportanceaandperformancedatasccoresareinsertedtothe
hehorizontallaxis.Eachq
questionfrom
mthesurveyy
takevverticalaxis,,andtheperrformancesccoretakesth
that represents the
t varying quality attributes will fo
orm into coo
ordinates. To
T separate low or high
h
scoree,themean((average)ofimportancescoreandpeerformancescorewillbeeusedastheecentralaxiss
that divides the map into fo
our quadrantts. The Impo
ortancePerfformance An
nalysis Map is shown in
n
Figure4.

ndingisthatallofOutputQualityatttributes(Q18
8,Q19,Q20,andQ21)arrelocatedin
n
Aninterestingfin
hseemshigh
hlyimportantt,apparentlyyconsidered
d
theLowPriorityquadrant.TTheseattributes,though
ot so importtant in custo
omers view. This might be caused by customeer focusing more
m
on thee
as no
serviccedeliveredatpresent. Itisimportaanttoseebusinessina longrun,bu
utcustomerssmightcaree
moreeonwhatweecanoffernowratherth
hanwhatwecanofferlattertothem.

Figure4.Impo
ortancePerform
manceAnalysissMaponIndokemikasService
eQuality

Another noticeab
ble attributee is the Q16 (Visit frequency of sale
es staff). Loccated in the bottom leftt
corneerofIPAmap,meansthoughthisatttributeisno
otimportantttothecustomersbutIn
ndokemikass
perfo
ormanceisalsoverylow.Peoplemigghtarguethaatqualityof
f meetingmaattersoverq
quantity,butt
unforrtunately wiithout enouggh quantity,, the qualityy cant be delivered.
d
So
o, this attrib
bute can bee
consideredforfutureimproveement.

p, Q17 (Loo
ok after custtomers inteerest) is thee aspect thaat Indokemiika need to
o
On the IPA map
oft process quality atttribute, thee
conceentrate in improving. Since this Q17 attribute is a so
impro
ovementwillmostlydep
pendonsaleespersonseefforttotakeeagoodcare
eofthecusttomers.Thiss
can o
only be don
ne when thee company put
p more efffort to movve from tran
nsactional marketing
m
to
o
relatiionshipmarkketing.Grnroos(1994) statedthat inrelationsh
hipmarketing,customerstendtobee
lessssensitivetop
price,compaaredtotranssactionalmarketing.Asrelationshipm
marketingis alongterm
m
focuss,itwillneed
dtimetoapp
plyandefforrtsfromnotonlysalespeerson,butalsothewholeepartofthee
comp
panytomakeeithappen.

ork,theendgoal should
dbereachingcustomer loyalty.Thiss
Lookiingbackatttheconceptual framewo
custo
omerloyalty mostoften resultsfrom
mthecustom
mersassessm
mentofallexperiences, notjustonee
singleeencounter (Zeithaml,eetal.2006). Effortsaren
neededtoco
ontinuously improveserrvicequality,,
thatccustomersw
willhavepossitiveexperie
encetowardthecompan
ny.Tobuild suchexperieenceforthee

551

SubiantoandHamsal/TheIndonesian
nJournalofBusinessAdministrration,Vol.2,No.5,2013:5435
553

custo
omersthatin
ntheendwiillleadtocustomerloyalty,Indokem
mikamayneeedtofocuso
oncustomerr
intim
macy.

ue Disciplinees, suggests that compaanies should

d
Treaccy and Wierrsema modeel (1993) reggarding Valu
narro
owtheirfocu
usamongtheethreevalue
edisciplines::OperationalExcellence,CustomerIn
ntimacy,and
d
Produ
uctLeadersh
hip.WhileTrreacyandWiersemasuggestthatassuccessfulco
ompanyshou
uldfocuson
n
one V
Value Discip
pline and perrform minim
mum thresho
old for the others,
o
theree were occasions that a
a
leadin
ng companyy may perforrm best in tw
wo of the th
hree Value Disciplines,
D
f example Toyota thatt
for
masters the ope
erational exccellence as well
w as prod
duct leadersship (Treacyy and Wierseema, 1993)..
ony with thee improvem
ment of Softt
Building the bussiness through Customeer Intimacy is in harmo
ofINDSERVm
model.
ProceessQualityo

4. Co
onclusionaandImplem
mentationPllan

t
there is
i a gap exiisting betwe
een Indokem
mikas performance and
d
The rresearch ressult shows that
custo
omersperce
eivedimportaanceonseveeralqualityaattributes.In
ndokemikash
houldfocusiinimprovingg
the q
quality attrib
bute: Look after custom
mers interestt. This qualitty attribute belongs to Soft
S
Processs
QualiitydimensionoftheIND
DSERVmodel.Toimprovvethequalityyattribute, Indokemika needstobe
e
consistentindevvelopingCusttomerIntimacyasitsVaalueDisciplin
neandperfo
ormneeded actionplanss
on plans sho
ould be cond
ducted to faacilitate the improvemen
nt. And to keeep up with
h
accorrdingly. Actio
the m
minimum thrreshold of th
he industry in terms of operational excellence and productt leadership,,
somee ideas could
d also be im
mplemented.. The proposed implementation tim
me frame for the action
n
planssisshowedinTable5.

Table5.Implementation
nPlanTimeFrame

552

SubiantoandHamsal/TheIndonesianJournalofBusinessAdministration,Vol.2,No.5,2013:543553

References

Amerland, D., 2012. How to Increase the Market Share of Your Business.
http://helpmyseo.com/webtalk/653howtoincreasethemarketshareofyourbusiness.html
Ariola,M.M.,2006.PrinciplesandMethodsofResearch.Manila:RexBookStore.
Bhattacharjee,P.K.,2010.ANovelServiceQualityMeasurementMethodwithMinimumAttributes
(SERVQUALMA) of a Service Industry Involving Human Interactions. International Journal of
Innovation,ManagementandTechnology,Vol.1,No.1,April2010.
DataStar, 2008. What Every Researcher Should Know About Statistical Significance.
http://www.surveystar.com/news/oct2008.htm
Gounaris,S.,2005.Measuringservicequalityinb2bservices:anevaluationoftheSERVQUALscale
visvis,JournalofServicesMarketing,Vol.19Iss:6,pp.421435.
Helgesen, O. 2007. Drivers of customer satisfaction in businesstobusiness Relationships: A case
studyofNorwegianfishexportingcompaniesoperatingglobally.BritishFoodJournal.Vol.109
No.10,2007
Lee,G.J.,2010.Measuringbusinesstobusinesscustomerservice:Astructuralreexaminationofthe
INDSERVscale.AfricanJournalofBusinessManagement.Vol.5(8),pp.31793187.
Martilla, J. A., and James, J. C., 1977. ImportancePerformance Analysis. The Journal of Marketing,
Vol.41,No.1(Jan.,1977),pp.7779.
Parasuraman,A.,Zeithaml,V.A.,Berry,L.L.,1988.SERVQUAL:AMultipleItemScaleforMeasuring
ConsumerPerceptionsofServiceQuality.Cambridge:JournalofRetailing,Volume64,Number
1.
Sekaran,U.,2003.ResearchMethodsForBusiness,ASkillBuildingApproach.4thEdition,USA:John
Wiley&Sons.
Treacy,M.andWiersema,F.,1993.CustomerIntimacyandOtherValueDisciplines.HarvardBusiness
Review.
Zeithaml, V. A., Bitner, M. J., Gremler, D. D., 2006. Services Marketing Integrating Customer Focus
Across
the
Firm.
4th
Edition,
New
York:
McGrawHill.

553