Martin Hänsel

Purpose: This study aims to observe different purchasing and evaluation phases during the buying of business services, thus revealing the necessity for integration of different entities during the purchasing process Design/methodology/approach: On the basis of a systematic analysis, explorative case study methods involving five Swiss multinational companies are used. In addition, the study provides a structured literature review and uses the short-term perspective of the industrial marketing and purchasing (imp) approach as a conceptual approach Findings: In addition to specific and business service-related difficulties, the research observes different phases “levels of integration” within the evaluation process that takes place within a company: a preparation phase, an acquisition phase and an operational phase. Research limitations/implications: The study is limited to a qualitative research approach addressing five cases from Switzerland. However, assuming the results are generalizable, future research on service evaluation should always differentiate between the different phases of an evaluation. Practical implications: It is shown that for practitioners, social, financial, service and informational exchange (as per imp approach) is closely related to an adequate integration of all involved entities during the different phases of purchasing. Therefore, this research provides practical support for the purchasing process to ensure highly efficient business services. Originality/value: As there has been almost no research on business service evaluation, this paper is the first work known to extend the short-term perspective of the imp approach by addressing the different purchasing phases of an integrated service evaluation.

In recent years, the purchasing of business services has become increasingly relevant for companies' success. Goods purchasing is relatively well understood, but firms still struggle to achieve adequate acquisition of services. The focus of this research is to observe purchaser integration and its impact on collaboration with both internal customers and external service providers (suppliers) when buying services. This empirical study therefore examines in detail different service types occurring as a contingent factor. It employs partial least squares (PLS) analysis - a technique based on structural equation modelling to analyse questionnaires from Switzerland, Germany and Austria. In addition to identifying service type-specific differences, the findings provide a better understanding of purchaser integration and collaboration during the service purchasing process. Several implications are explored that could be used to improve managerial support for purchasing professionals.

The focus of this research is to observe the purchaser integration within business service procurement and its impact on the collaboration with both internal customers and external service providers (suppliers). Therefore, different service types were examined in more detail occurring as a contingent factor. Based on structural equation modelling, partial least square analysis (PLS) is applied for this empirical study analyzing questionnaires from Switzerland, Germany, and Austria. In addition to service type specific differences, this research provides a better understanding of the purchaser integration and collaboration during the service procurement process. Furthermore, several implications were deduced to allow managerial support for purchasing professionals.

Due to increasing market competition, the purchasing performance as well as the quality measurement of goods and services can be considered as an essential task within a company. Whereas goods purchasing is a well-known process, the acquisition and evaluation of business services is still underachieved. Although the importance of service quality aspects seems obvious, existing approaches mainly consider monetary evaluation criteria. The following work provides a systematic approach to increase the understanding of business service evaluation, using case study research from five Swiss multinational companies. In addition, a literature review provides insights into existing evaluation procedure. A contingency approach is conducted as a theoretical basis to address differences in the evaluation procedure regarding the service type and the point of a service consumption. Research results provide insights into existing evaluation methods revealing different requirements as well as varying accuracy depending on service type and on evaluation responsible. Conclusively, results as well as limitations are discussed concerning their managerial and theoretical contribution.

Purpose This research aims to observe different evaluation procedures for business services that are applied by buying companies; revealing the necessity of an integrative evaluation approach. Design/methodology/approach Based on a systematic analysis, explorative case study research – regarding five Swiss multinational companies – is used. In addition, the research also provides a structured literature overview of existing evaluation procedures. Findings Next to specific and business service related difficulties, the research observes different phases – named “levels of integration” – in which the evaluation process takes place within a company: (1) preparation, (2) acquisition as well as (3) an operational phase. Research limitations/implications The paper is limited to a qualitative research approach addressing only five case selections from Switzerland. However, assuming the results are generalizable, future research on service evaluation should always distinguish between the different phases of evaluation. Practical implications For practitioners, it is shown that a company’s ability to consider information and experiences from all levels of integration is highly related to its capability to ensure a successful service purchasing performance. Therefore, the research provides practical support for the purchasing process to ensure highly efficient business services. Original/value As research on business service evaluation barely exists, this paper is the first known work that addresses the different phases of an integrated service evaluation.