A number of studies show widespread support for the standard. Kanji 38 found that 85 percent of registered companies had experienced external and internal benefits. The literature also indicates that the key benefits of having ISO 9000 are: improved marketing and customer satisfaction, higher perceived quality, and increased operational effectiveness 30. A survey conducted by Lloyd’s Register Quality Assurance (LRQA), in which more than 400 quality managers and senior managers from different types of industries were interviewed revealed that the certification of ISO 9001 can enable these organizations to improve business and increase and maintain market shares. It also revealed that installation of a quality management system on the basis of ISO 9000 standards could benefit these organizations through the improvement of management control, efficiency, productivity, customer services, staff retention and other factors. Other studies have similarly found that the ISO 9000 quality management system produces benefits 32. Research also revealed that ISO 9000 certification can provide the building blocks for successful implementation of TQM 39.
Aarts et al. 10 point out that studies show differences between anticipated and actual benefits of implementing ISO 9000, with actual benefits being improvements in documentation, standards and quality awareness. Anticipated benefits are improvements in documentation, standards, quality awareness, market share, customer satisfaction and competitive advantage.
Skrabec et al 40 argue that the major cost areas in implementing ISO 9000:1994 are training and surveillance.
The implementation of ISO 9000 has been found to improve customer satisfaction, gain competitive advantages, increase profitability, and improve product and service quality. Research also revealed that ISO 9000 certification can provide the building blocks for successful implementation of TQM 39.
Terziovski et al 24 assert that the benefits attributable to ISO 9000:1994 certification were mainly for procedural efficiency and error rates, and less likely to be for market share, staff motivation costs.
Sarah et al. 37 found that companies which went for registration for external reasons such as customers demanding it or to gain market share, were less successful than those which were seeking a much broader-based improvement in performance. The former report less improvement, less value for money and, understandably, are less enthusiastic about the standard.