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Purpose The purpose of the paper is to overcome the limitations of the current models available in the literature in terms of relation and consistency between business strategy, service chain configuration and performance measurement systems, and on the alignment between strategic, tactical and operational levels of after‐sales decision‐making processes. Design/methodology/approach The paper draws on a literature review of after‐sales performance measurement systems and provides a first validation of the proposed integrated model through industrial case studies related to the provision of durable consumer goods in a business to consumer scenario. Findings The paper aims to contribute to a better understanding of the factors which influence the performance of after‐sales, in order to allow enterprises to consistently design their corporate after‐sales service strategic performances with those required at operational levels within a service chain. Research limitations/implications Further development must be carried out in order to: enlarge the sample of companies and cases where the model can be applied, with a specific extension on a business‐to‐business industry; extend the model to the whole supply and service chain; enrich the framework in order to consider other aspects, as empathy; and develop a full integration with the SCOR model, including the definition of best practices. Originality/value The integration of the strategic and operational views subsumed by the framework would allow enterprises in relating more consistently their corporate After‐sales strategic and operational performance within a service chain and to assess the cause and effect relationship between operational drivers and financial and competitive results.
Cavalieri et al. (Tue,) studied this question.