The TechQA Dataset

We introduce TechQA, a domain-adaptation question answering dataset for the technical support domain. The TechQA corpus highlights two real-world issues from the automated customer support domain. First, it contains actual questions posed by users on a technical forum, rather than questions generated specifically for a competition or a task. Second, it has a real-world size -- 600 training, 310 dev, and 490 evaluation question/answer pairs -- thus reflecting the cost of creating large labeled datasets with actual data. Consequently, TechQA is meant to stimulate research in domain adaptation rather than being a resource to build QA systems from scratch. The dataset was obtained by crawling the IBM Developer and IBM DeveloperWorks forums for questions with accepted answers that appear in a published IBM Technote---a technical document that addresses a specific technical issue. We also release a collection of the 801,998 publicly available Technotes as of April 4, 2019 as a companion resource that might be used for pretraining, to learn representations of the IT domain language.Comment: Long version of conference paper to be submitte

Why good service isn't good enough : UCOL Library's pledge to provide excellence in customer service

Paper presented at Oceans of Opportunities: Library and Information Association of New Zealand Aotearoa 2003 Conference, 7 – 10 October 2003 Napier, New ZealandAs part of a staff-development initiative the Library staff decided to develop a customer services commitment.Jo Heslop from Impact Training facilitated a one-day workshop in January 1998, which all Library staff attended.Using a customer services document developed by a United States tertiary library, Manawatu Polytechnic Library staff (as we were then) wrote a customer services standards document, along with a service pledge. This commitment to customer service remains as our chief focus and is the foundation on which our work is based

Sustainable Value Proposition Design in a Product-Service System

Many companies have started to add services to their tangible products in order to defend themselves from increased competition from low-cost economies. Research regarding the transition towards product-service systems (PSS) and how the PSS providers' business models are affected exists, but there is a lack of research regarding how the suppliers to the PSS providers are affected by the transition towards PSS. Therefore, this thesis studies the situation for a supplier/partner to an OEM that has changed their business model to a PSS providing one. As the first step in a development of a new business model aims this thesis to provide guidelines for how to set up value propositions suitable for a supplier/partner in this new environment. When technologically complex products, such as aircraft engines, are provided through PSS offerings it is hard to translate customer needs into quality parameters, which makes it hard to sustain the value to customer over time. Therefore, how to keep the value offering sustainable over time is also investigated in this thesis. The aim of this study was to investigate how a sustainable value proposition can be designed for a product and technology supplier/partner to an OEM that offers PSS solutions. The research has been performed through studying relevant literature and collecting empirical data from a case company through semi-structured interviews and a workshop. The case company in this research is Volvo Aero Corporation (VAC). The empirical findings show that VAC wants to offer product-service bundled solution, which fit the whole spectra of PSS value propositions, to their partners/customers. To be able to deliver these different types of product-service bundled solutions different value propositions that suit the different kinds of PSS offerings are needed. Requirements that must be fulfilled to be able to offer and deliver the different types of value propositions exist in terms of securing sufficient information access, aligning the incentives of all actors involved and achieving an internal consensus of what is delivered

Customer Enquiry Management in a Global Competitive Context: A Comparative Multi-Case Study Analysis

Business-to-Business (B2B) relationships, such as between a manufacturer and a customer, are increasingly important during the Customer Enquiry Management (CEM) process, particularly so for non-Make-To-Stock (non-MTS) companies operating in industrial markets. Few empirical studies have explored the CEM practices adopted by firms in practice. A study of the Italian capital goods sector by Zorzini et al. (2007) is a recent exception. Moreover, most studies have approached CEM from a cross-department integrated perspective but in the digital economy, and with globalization, outsourcing and extended supply chains, CEM needs to be approached from a broader supply chain-oriented perspective, incorporating B2B exchanges. This paper builds on the study by Zorzini et al. (2007) by conducting multi-case study research with seven UK-based companies in the capital goods sector, including three sales and support companies with offshore manufacturing. By adopting a cross-national research perspective, it assesses whether the proposed theory applies to other capital goods firms outside Italy. By also adopting a supply chain perspective of CEM it investigates current industry practice in B2B markets and explores whether cross-functional coordination and formalization issues can be extended into a global context. Evidence from the UK generally supports prior theory, confirming links between high levels of coordination, formalization of the CEM process and improved performance. Some refinements are proposed, for example, in order to make the theory suitable for a global context. The characteristics of a supply chain are important factors that affect CEM. This research has managerial implications for improving the CEM process in non-Make-To-Stock (non-MTS) capital goods companies from both an intra and an inter-organisational (B2B) perspective. Coordination with partners along the supply chain is needed at the enquiry stage and constraints linked to global customers should be considered when structuring the

Improving organizational sustainability using a quality perspective

This article derives lessons from the quality approach for further developing the organizational sustainability approach. Taking a responsibility perspective on organizational sustainability, four issues emerge that need to be resolved, i.e. what is the responsibility?, what is the responsibility area?, who is involved in determining responsibilities and area?, and, in what way is the organization able to take care of these responsibilities?. The article explores in what way the quality approach has been dealing with these issues, which is the basis for some lessons for the sustainability approach. An important lesson is that the who is involved question should be leading. The stakeholder who is willing to pay for sustainability dominates answering the other three issues. With respect to the accounting practices, sustainability programmes could be inspired by the same need for protective and accountable behaviour as quality programmes, if the well-known negative aspects are minimized.