Blending services and crises: a few questions and observations

Purpose – Proposes stimulating future thought and research among service scholars and practicing service marketers as to the relevance of crises and crisis management issues in the service sector. Design/methodology/approach – This article offers the author's perspective of the issues discussed. Eight crisis‐related questions are raised and discussed, with insights from various business leaders also woven into the discussion. Findings – Several themes are addressed, including: crisis‐related issues (including crisis management) should be of particular interest to service organizations; although crises may be linked to specific dates or events, their occurrence is not necessarily random and unpredictable; a proactive approach to crisis management is called for; some organizations (e.g. small and powerless firms) may be more crisis‐prone than others; the term “crisis” means different things to different people and is used in both negative and positive contexts; and when organizations are interconnected with partners or constituencies, it is not always clear who “owns” a crisis – the organization or those affected by it. Practical implications – To enhance service recovery efforts and ensure service continuity, the article promises to help practicing managers and service providers better understand the nature of crises and how crises might be effectively dealt with in their respective organizations. Originality/value – The article takes a fresh look at the issues, highlights their particular relevance in the service sector, and includes the perspectives of numerous well‐known business leaders from around the world.