3.1. CUSTOMER EXPERIENCES
The guiding principle here is to build a continual feedback loop to get customers' opin- ions on everything from products and service to marketing and media. "We want to know how the shopping experience went for them, how the marketing experience went for them; if they bought a gift, how that went. How important things like packaging are and timeliness of delivery, and some of those other things that we can offer some control over and adapt to and change to, if that's where we see our customers directing us," says Dorman. It's all a part of building the business by improving the customer experience, a practice that Jack Stack Barbecue comes by naturally. [1]
"We've always been sensitive to that balance between having a relaxing dining experience and feeling like somebody is always trying to sell you something as you're involved in that process, so that's probably why we've been slow to develop a program in-house," says Dormán. As such, Jack Stack is proceeding cautiously with the development of a contact management program for its retail customers. Currently, the company tracks store visits through its customer service team in its shipping division, flagging callers by catalog, online or retail source. Another way the company leverages in-person interaction is via an insert that comes with the customers' bills in the check presenter. Jack Stack Barbecue Vice President Travis Carpenter says this insert promotes the shipping business with information on the program as well as a 10 percent discount offer. Called Jack's Bucks, this in-restaurant promotion helps acquaint customers with the store, Web site and catalog. [1]
Firms that achieve sustainable competitive advantage capitalize on other weapons in the strategy arsenal including strategic synergy between marketing and other functional area and organizational strategies as shown in Figure 6. There are strategy-structure-management/operations synergies inherent in the integration of the processes of their formulation and implementation. In the following section we trace the sources, elaborate on the terms and conditions, and enumerate the outcomes of capitalizing on these synergies. Earlier in this paper we indicated that the literature cast marketing strategy in the context of either marketing process models or corporate/business strategic planning models. Our contention was that while the focus of the strategic planning model variety is on achieving corporate financial objectives through designing and implementing product, pricing, promotion, and place (distribution) programs, the focus of the marketing process model variety is on the formulation of segmentation, targeting, differentiation, and positioning strategies designed to create, communicate, and deliver value to the customer to ensure their satisfaction and gain their loyalty, i.e. achieve marketing objectives. Since, neither of the models standing alone captures the multidimensionality of marketing strategy formulation and implementation from a customer, company, and competitor vantage, we decided to present both types of models accenting the view of the 3Cs of market places/space. In this section of the paper we start with the marketing process model of creating a positive customer experience. [2]
If it tells you where the issues are and how to fix them, that's analytics." It's also about identifying why customers leave an IVR. One of the main reasons is that "more often than not, you're asking them to do something they do not want to do," Fluss says. "Or the system could be slow, or you could be asking them for information they don't have. "There's a lot of information available, but you need actionable information like this to make a difference." As a side benefit all this can result in a reduction in agent call volume, Fluss says. Another analytics solution growing in parallel with CEA is desktop analytics, an internally focused technology that measures departmental performance and the agent's interaction with desktop servicing applications to cut call handling times. The two solution types, though still very nascent, are already making positive contributions to contact centers and their customers, the report states. Among the contributions, the report identifies helping contact center and enterprise managers address important goals, such as generating revenue, reducing customer attrition, increasing the use of self-service applications, improving agent satisfaction, and reducing agent attrition and turnover. "These applications are delivering cost savings of 5 percent to 10 percent to organizations," Fluss maintains. "When implemented properly, they help managers achieve their cost- savings goals while improving the customer and agent experience. [3] The company might be delivering high quality service where customer need is low. This paints a picture of customers' apathy and a situation where slow growth would be expected. Another example may be of a situation where the company experiences low performance in a high need area. This depicts an inferior growth outlook because customers are minimally satisfied. [4]
New technologies making their way into the call center analytics space are expected to make a giant splash in the next three years, according to new research by DMG Consulting. Principal among them is customer experience analytics (CEA), a new concept in speech analytics that dissects the entire customer interaction through every touch point - Web and interactive voice response (IVR) selfservice, agent interactions, and the fulfillment process - to improve customer service and automation rates. In its report titled "Contact Center Analytics: Emerging Customer Experience and Desktop Analytics Solutions," DMG predicts the number of CEA implementations will approach 1,000 by the end of 2011. DMG conservatively predicts CEA growth rates will hit 90 percent this year, 60 percent in 2010, and 50 percent in 2011. [3]
Thirty-five years later, the Jack Stack Barbecue business has grown to include four Kansas City area restaurants with retail stores; a multimillion-dollar catering division and private dining service; and a thriving mail order business for barbecue meats, sauces and rubs, and logo apparel. The secret recipe behind the brand's success brings together a focus on the product and customer service to deliver a top-notch barbecue dining experience, whether the customer is in one of the restaurants or in the comfort of his own home. [1]
A high quality reputation often is necessary to ensure continuity of business in many industries. Customers experiencing poor product quality might tell ten of their friends but, in contrast, a good quality experience will often only be told to two or three people. This news spreads rapidly in today's international product markets through networks of potential customers. [5]
Just about every company measures customer satisfaction. Do the results lead to real service improvements for their customers? Forward-looking businesses are right to measure customers' opinion of their service. How else can they react to the ever-increasing pressure to improve the quality of the customer experience? Yet few managers believe the information they collect has any real impact on the way their business operates. Customer satisfaction surveys are now so popular with organizations that both professional researchers and customers complain of "questionnaire fatigue" and an increasing "nuisance factor". [6]
Especially for long-distance travelers, the stores are the perfect environment in which to alert customers to Jack Stack's mail order business. "We have a number of collateral pieces inside the store that make it clear to our guests that we have those services available to them," says Case Dormán, Jack Stack's president and CEO (and son-in-law of the company founder). "We'll have marketing pieces spread throughout the store in tactful places," he explains, emphasizing the importance of not detracting from the dining experience with a hardsell offer on these services. [1] Positive customer experience, value, value-adding chain, and integrated marketing communication mix constitute the marketing mix for relationship marketers. Transactions and relationships are both typologies of exchange and marketing outcomes that mediate positive customer experiences into business and market share outcomes. [2] The framework captures strategy-structure-management synergies presented earlier as antecedents to value creation. It casts value creation in terms of the broader process of creating a positive customer experience, and specifies marketing outcomes required to generate desirable financial results. [2] Providing customer value is the corner stone of the marketing process of creating a positive customer experience. [2]
You could do nothing, hold your breath, sit back, wait and see, act fearfully. Or you could take risks, make waves, be bold, think about inspiring your customer and adding value to your customer experience. Innovators will see these topsy-turvy times as chances to gain ground, launch new products, create their own opportunities and draw customers closer to their brands. Fortune magazine recently revealed its list of most admired companies in their industries in the category of innovation. [7]
By focusing on discrete improvements that enhance the customer experience, merchants can provide measurable proof that e-commerce remains a winner - not only for 2009, but for the long term. Relios Jewelry provides its customers with all the necessary information they need to complete their purchases, including certification logos, shipping rates and customer service information. [8] "The reference architecture is the base you need to have," says Sjoman. "It has the tools for a multi-service environment. It means you can use more generic solutions for different services without splitting them into stovepipes." Operational efficiency and customer experience are both closely linked to revenue and margin, says Sjoman. "That is why you need to have a holistic view and have a clear view of the relationships between those elements. [9]
The job title tells us that easyJet has fallen victim to the malaise common throughout British industry called marketspeak. This is a barbarous form of English designed to dress the mundane in a kind of linguistic finery and to impress the outsider. It fails in both attempts. It either sows confusion and bafflement, as in Mr Glynn's case, or it simply infuriates through its child-like attempt to bamboozle. We do not know what purpose the lady describing herself as a customer experience champion serves, but it seems likely that she is a kind of customer liaison functionary, employed by easyJet either to handle complaints or deal with less contentious enquiries. The use of the word "champion" is plainly intended to convey from the outset that whatever the nature of your enquiry, be it downright hostile or mildly querulous, she is on your side. In making this assumption, I rule out as implausible the possibility that her title is the happy outcome of some kind of internal competition within easyJet; that there are teams of customer experience executives sent on outward bound courses where they paintball each other to trees and play team charades in the hotel bar, from which trials Mr Glynn's correspondent emerged triumphant. At any rate, the implication that someone employed by a company to deal with customers is their apologist is plain silly. [10] Memorial Hermann uses the "Big Dot" strategy backed by the Institute for Healthcare Improvement. Its four key initiatives are quality and safety, customer experience, operational excellence and growth. [11]
3.2. POSITIVE CUSTOMER EXPERIENCE
Surveys and questionnaires must be designed with a business question in mind: "What will we be able to do with the answers?" Of course the aim should be to improve the quality and consistency of the customer experience. [6] Ocado, which operates from a dedicated warehouse, has a different business model to Tesco and has yet to make an annual pre-tax profit. As Tesco's experience shows, being first in this market is no guarantee of customer affection. [12] With that in mind, we have developed the iPower Website Program to give Kia customers a highly engaging internet shopping experience," says Ryan Wein, Kia Motors America's Internet Lead Marketing Manager. "We chose Cobalt because they understand customer's needs and they offer a comprehensive solution that will greatly benefit Kia dealers. [13]
SP Shukla, the chief executive of Reliance Communications' mobile division, chuckles when asked about complaints from rivals about his aggressive marketing campaigns to win new subscribers. In the first quarter of this year, India's second-largest mobile operator launched a special offer that it called the "customer experience programme". This gave new subscribers a virtually free Sim card, Rs10 (20 cents) a day of free minutes for 90 days, and free calls late at night on Reliance's recently launched network based on the global system for mobile communications (GSM) standard. [14]
Hubs of ATMs, mini-branches and full-scale premiumbranches litter the city, jostling for space among shops, malls, railway stations and the metro. One such branch can be found at the Taiwan headquarters of Standard Chartered Bank Taiwan, which first entered the Taiwan market in 1985.Downstairs, in the bank's luxurious 'priority banking' branch, a gleaming mini-grand Yamaha piano sits amid thedecorative water feature and coffee bar. In this impressive space, the bank's wealthy priority customers may work, book flights, socialise with friends, andeven throw a small party, says Vivian Shyy, managing director of customer experience management, consumer banking,Standard Chartered Bank Taiwan. "We are not trying to position ourselves as traditional banking, we are trying toposition ourselves as the six-star hotel: we focus on loyalty, not only pricing," she explains, adding: "Prioritybanking is about lifestyle." [15] The ability to synthesize information into insights will be an increasingly important part of creating a valuable client experience - not only banks connecting to customers - but of customers connecting to each other for insight. [16] The need to integrate payments in the broader customer experience will involve mobile technology in some form and the analysis of information to provide insight. [16]
"Our philosophy's to be one step ahead in the service perspective," says Craig Adams, who leads Akamai's customer experience team. MTV Online Networks, a New York-based division of Viacom, experienced this firsthand. [17]
We know how it is possible to transform a situation to achieve benchmark values." These in-depth experiences, understanding and knowledge are gained because Ericsson manages network operations for telecoms service providers serving more than 100 million end-users worldwide, says Sjoman. "Our customers are both wireless and wireline operators, and we are operating their multi-vendor network environments". The company has its own network operations centres in Australia, India, Brazil, the U.S. and in Europe. "It is from those NOCs we operate and manage our customers networks, like the 3 networks in UK, Italy and Australia, Bharti in India as some examples," he says. [9]
Every company has a customer culture that is formed over time by the integration of the aggregate experiences between the customers and the providing organization. [18] A process is defined as a procedure, progression, mean, or course of action to administer or manage. Providing positive customer experience is a core process in the course of setting marketing strategy and developing its implementation plan. Therefore: P9. [2] The financial outcomes of positive customer experience, shown in Figure 11, are effects or results of marketing strategy formulation and implementation processes. It is a truism that healthy financial results are the upshot of sound marketing strategy formulation and implementation. [2] The framework highlights the mediating role of positive customer experience in achieving strategic plan financial goals. In this paper we present taxonomy and integrative frameworks for marketing strategy formulation and implementation. [2] Customer experience, or more properly consumer satisfaction, is something that should inform a company's operations from top to bottom. [10]
In 2003, Thunderhead redefined the document generation market with the introduction of its Thunderhead NOW enterprise communications platform. Thunderhead's open, standards-based technology puts business users, not IT professionals, in control of creating and maintaining customer communications and anticipating customer demand for electronic channels, including email, SMS and even even industry-standard XML formats such as DTCC Deriv/SERV and ACORD XML. With the introduction of its correspondent solution, Thunderhead again transformed how document generation technologies were used, moving these solutions from niche, back-office implementations to large-scale, enterprise deployments across thousands of front-office desktops at the core of the customer experience. [19]
Extensis has years of experience working with its clients to optimize the cost effectiveness of their HR expenses and providing valuable guidance in this fast-changing economic and legislative climate. Extensis enables their clients to cost-effectively outsource the management of human resources, employee benefits and payroll. These client companies can focus on their core competencies and growing their business. "Small Businesses are taking a deep look at their operations and are actively seeking alternative methods of doing business by which they can cut costs," said Dan Sheridan, Chief Marketing Officer of Extensis. "They are really having to look at how much they are spending and what they are spending on." "Along with that, companies have to be aware of new protections recently passed by Congress to help the newly unemployed keep their health insurance," said Don Mallo, Vice President of Human Resources for Extensis. [20]
Providing goods and services that people want to pay for and are satisfied with is the reason companies exist. These are not things that can be tacked on as an appendage or an afterthought. No organisation should need to have on its staff someone whose designated task is to provide customer satisfaction. That should be the job of every single employee in the organisation. That Sir Stelios Haji-Ioannou, founder of easyJet, feels the need to employ a customer experience champion is worrying. He should himself be that champion. He is, after all, the knight. It is as though Don Quixote had sent Sancho Panza in to do battle on his behalf. [10] With customer experience initiatives in banking being a top priority, it makes sense that we link all the different banking programmes together." [21] Value creation, a necessary but not sufficient variable, is the triggering mechanism in creating a positive customer experience. [2]
For the "Improving the Customer Experience in Banking" white paper: http://www.egyii.com/news.html. [21] With an understanding of the site experience your customers expect, you'll gain a clear vision of the priorities for 2009. [8] As described in the diagram the KPI definitions required to'make things happen' have to be represented in all three areas, operational efficency, customer experience and revenue margins." [9] The basic fact that a claim has been filed implies that the customer has had an unpleasant or even a horrible experience. [22]
Research also suggests that attractive models can affect consumers' price expectations about products. Tsao, Pitt, and Caruana (2005) report that when consumers lack direct experience with the product, they rely on advertising to form inferential price-quality beliefs. [23] "The most important thing an e-commerce Website can do is to get the basics right," says Brad Wolansky, Orvis's vice president, global e-commerce. The merchant this year is focusing on improving the user experience - and conversion - "by filling in some of the holes here and there with better functionality, better experience and better product communication," Wolansky says. [7]
We speculate that our observed trial effects (i.e., diagnostic trial experience allowing for calibration of product evaluations and enhancement of self-perceived attractiveness and self-confidence) would generalize to highly industrialized countries. [23] The critical analysis proved an invaluable experience in furthering knowledge of the provision of project management services. The key issues and challenges encountered covered a broad range of the services that project managers provide for their clients. [24]
For example Ericsson is "one of the dominant players" in delivery of full service broadband solutions to operators and service providers: Ericsson has delivered and deployed major broadband networks covering IP backbone networks, wireline broadband access, HSPA mobile access and IMS on top of the different access technologies. "We have gained lots of experience in these projects from a telecom management view." He continues by giving another example: "As a systems integrator we are using our telecoms management experiences when we for example are defining and integrating service delivery platforms," says Sjoman. [9]
"We re-use our experiences from our own NOCs operations when we deliver Systems Integration projects to our customers." He continues by giving some examples: "General you can say that as a systems integrator of telecom management solutions we ar e focusing on opex savings on first-line operations and we reduce the integration cost through the use of best practice experience build up and defined by delivery of all our integration projects over the years." Ericsson has also built up the deep understanding of the possibilities of tools and opex savings through its own NOC consolidation programmes. [9] Ericsson is a sizeable systems integrator, so it has plenty of experience of best practice in a diverse range of operations across the world. "This experience means we can use the KPIs for operational efficiency as well as for total cost of ownership," says Sjoman. [9]
Our results indicate no difference in post-trial purchase intention across ad conditions, supporting H3c. It is interesting to note that the paired (post-ad exposure versus post-trial) t-tests indicate that trial experience generated significantly greater intention among participants in both the highly attractive, M^sub trial^ 5.45; M^sub ad^ 4.78; t(68) 3.37, p <.001, and averagelooking, M^sub trial^ 5.67; M^sub ad^ 4.26; /(56) 7.71, p <.001, model conditions. [23] "Kia and Cobalt agree that the best strategy for success is to maximize Kia dealer investments in online marketing and advertising through improved coordination by leveraging the Kia brand site features and content at the dealer level, which improves the consumer experience and increases visitor-to-lead conversion." [13] Due to the company's USP of providing a premium barbecue dining experience, recency and frequency are not key factors in marketing on the restaurant side. [1]
What do you think? We want to know. This question also seeks any suggestions you might have as to how universities and colleges can better prepare graduates to meet your needs. The second part of the survey deals with MBA degree holders. This, too, concerns your impressions about what is most important--and least important--when deciding to hire a freshly minted MBA. The third section deals more directly with the importance of previous work experience as compared to a focused educational background in specific skill sets, such as engineering, computer science and mathematics. [25] Like almost all leading schools, the Indiana University MBA program has required previous work experience as a condition for admission. (Current graduates are, on average, 27-years old with four years of prior work experience.) Faculty and placement office personnel are sensing that, in certain cases, employers are less concerned about previous experience than they are with specific undergraduate backgrounds in specialized areas. [25] Fraser, C. and Restrepo-Highway, S. (1998), "Focus group discussions in development work: it adds field experiences and lessons learned", The Journal of Development Communication, Vol. 9 No. 1, pp. 68-84. [26]
P3. A positive customer experience is assured only when creating the value leads to customer satisfaction and their loyalty is engendered. [2] With CashPro, the innovation process becomes part of the client experience, thereby increasing customer satisfaction. [16]
When advertising is followed by a negative trial, however, favorable pretrial information can lead to a more positive evaluation of the unsatisfactory experience than trial alone (Smith 1993). [23] We attempt to use the restaurant experience to motivate people to purchase from the catalog. [1] Returning to the banking example, a typical mistake occurs when a large bank with primarily city experience acquires a smaller bank serving a suburban area. [18]
RANKED RECOMMENDED SOURCES
(26 source documents numbered in order of appearance in text)
2. Marketing strategy: taxonomy and frameworks
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16. Case Study: Product Innovation at Bank of America
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10. EasyJet's ' customer experience champion' is the height of hot air
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3. Emerging Analytics Tools Could Cut Costs by 10 Percent
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21. Egyii; Egyii Announces Launch into Consumer/Retail Banking Space with a New ' Customer Experience ' Perspective
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13. Cobalt; Kia Motors America Partners With Cobalt for New Dealer Website Program
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6. Viewpoint: Why customer satisfaction research doesn't get results
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25. A business school seeks customer opinions
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8. Boost Customer Experience
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18. What good customers are worth to a shrewd buyer
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7. Which road are you on?
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5. Comparative perceptions of product quality management
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/34.html
20. Extensis Group Llc; Extensis Group Featured in ENTERPRISE Magazine
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11. Empowered to improve
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24. A Critical Analysis of Asbestos Removal Project Cost Implications
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4. Understand your customer before preparing forecasts
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14. India's mobile operators slug it out for new subscribers
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17. I WANT (AND GET) MY MTV!
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26. Using the focus group approach for evaluating customers ' opinions : the experience of a Brazilian academic library
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12. It is competition that delivers the goods
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15. Saturation point
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19. Thunderhead; Thunderhead Introduces Analytics and Collaboration Tools with New Release of Customer Communications Management Solution
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22. Mishandling claims will sink insurers
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2. Marketing strategy: taxonomy and frameworks
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23. HOW PRODUCT TRIAL ALTERS THE EFFECTS OF MODEL ATTRACTIVENESS: An Adapted Etic Approach in Romania
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/9.html
16. Case Study: Product Innovation at Bank of America
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10. EasyJet's ' customer experience champion' is the height of hot air
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3. Emerging Analytics Tools Could Cut Costs by 10 Percent
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21. Egyii; Egyii Announces Launch into Consumer/Retail Banking Space with a New ' Customer Experience ' Perspective
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13. Cobalt; Kia Motors America Partners With Cobalt for New Dealer Website Program
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6. Viewpoint: Why customer satisfaction research doesn't get results
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/12.html
25. A business school seeks customer opinions
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/26.html
8. Boost Customer Experience
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18. What good customers are worth to a shrewd buyer
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7. Which road are you on?
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5. Comparative perceptions of product quality management
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20. Extensis Group Llc; Extensis Group Featured in ENTERPRISE Magazine
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/2.html
11. Empowered to improve
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24. A Critical Analysis of Asbestos Removal Project Cost Implications
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4. Understand your customer before preparing forecasts
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14. India's mobile operators slug it out for new subscribers
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17. I WANT (AND GET) MY MTV!
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26. Using the focus group approach for evaluating customers ' opinions : the experience of a Brazilian academic library
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12. It is competition that delivers the goods
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15. Saturation point
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19. Thunderhead; Thunderhead Introduces Analytics and Collaboration Tools with New Release of Customer Communications Management Solution
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22. Mishandling claims will sink insurers
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The merger, whether in banking or many other industries in which scores of deals have been undermined by customer erosion, may progress using only an assumed defection and its associated revenue loss as a financial measure in the projections of the combined company. This omission, or rough estimate, raises some very important questions. How can the financial impact of combining two organizations be defined if the extant customer base is not considered as a fundamental element in that assessment? How can a realistic financial evaluation of a company be determined if the customers' opinions of that company, its products, services, and support are not objectively considered? The fact is that the metrics of customer value should be a major input in defining financial value. Customer value is the quantitative and qualitative analysis of a company, its management, its representatives, and its products or services as defined by its customers. This can be expressed in absolute financial terms in quantitative value measurements and in relative market strength (in comparison with competitors). [1] Financial value, strategic value, market value, product and service assessments, and key management evaluations are common elements in the analysis of mergers and acquisitions. The value of the customer, however, usually the fundamental driver of business success, is either ignored or given only cursory attention by acquirers and their banking advisers because a detailed assessment of customers often is regarded as a "soft" process and seemingly not quantifiable. [1]
The Citrix Ready initiative provides partner management, joint solution testing, joint marketing, and go-to-market tools and support so that partners can embrace and extend Citrix application delivery infrastructure solutions to leverage the dominant market strength of Citrix, global presence, brand recognition and worldwide go-to-market channels. With a global customer base exceeding 215,000 organizations, Citrix provides Citrix Ready Partners with a huge opportunity to leverage the Citrix brand to extend their market reach and expand revenues with new enterprise opportunities. About visionapp visionapp is a leading provider of solutions, such as visionapp Server Management and visionapp Workspace Management, that make it easy for IT groups to create, customize, and maintain their infrastructure, as well as the information and services they deliver to users. For more than a decade, visionapp has specialized in scalable products and shared services platforms--enhancing delivery systems and service-oriented infrastructures while maximizing their investments in a strategic, competitively focused IT organization. [2] A selection of production, selling, marketing, financial, legal, or any other functional silo of the firm. A selection of decision support system orientation such as business intelligence, management information systems, marketing information systems, or a learning organization with data warehousing, data mining, and knowledge management systems. A selection of a base for organizational structure design such as functional, geographic, product, brand, market, channel, and customer. [3]
The British spend almost twice as much per head on online supermarket orders as the Dutch, the world's second most enthusiastic internet shoppers, and almost four times as much as Americans, according to Datamonitor, the business analysis company. Unlike the U.S. start-ups, Tesco did not build expensive, dedicated warehouses to service its internet customers. It took orders online and sent pickers around its stores to fill customers' baskets. Not only did it cost Tesco far less to establish its online business than the U.S. start-ups, its well-known name and huge customer base also meant it did not need to market itself from scratch. Some of the web-only companies mocked Tesco in the early days for its relatively low-tech approach, but its online service outlasted them all. In the U.S., supermarket companies such as Safeway and Ahold are now more closely following the Tesco model in their online sales. It must be galling for Tesco to have come bottom in a recent customer survey of five online UK supermarkets. [4] Why doesn't the valuable information gathered through customer service satisfaction surveys result in improved service? Because the real challenge for organizations is not in collecting customer feedback but in using it effectively. Nearly all organizations ask customers about their performance - easier to ask for data than to act on it. [5]
"There is a lot of uncertainty surrounding the impact the 2002 emissions-compliant engines will have on our industry. The online survey is a way for Peterbilt to gauge how its customers perceive the various issues and their expectations on how those issues should be resolved," says Nick Panza, Peterbilt general manager and PAC-- CAR vice-president. "As Peterbilt continues to work closely with its engine suppliers, the information we learn from the survey results will be useful in helping ensure our customers continue to get maximum overall value from their investment in a Peterbilt vehicle." The survey includes twelve questions and explores topics such as if the new engines will accelerate or delay the decision to purchase a new vehicle, how the pre-owned market will be affected, and how the engines will affect vehicle weight, durability and cost. [6]
In one case, account representatives being held accountable for survey scores visited the customer's office and asked the survey questions directly, filling in the customer's answers on the survey form. When someone in the company finally questioned this approach, a parallel telephone survey conducted b an independent firm uncovered dramatically lower results. In another example, a hotel chain had its employees slip a survey under the doors of guest rooms. Employees quickly figured out that they were only hurting themselves by giving surveys to guests who had problems at the hotel. 2. Re-contact customers who have been sued and encourage them to alter their previous answers. One of the more insidious forms of cheating, this approach involves looking through customers' answers, contacting those who gave a less-than-desirable rating, and gently badgering them into giving a revised evaluation. During the course of follow-up conversations, customers are encouraged to state that they were "satisfied" after all. Exclude potentially unhappy customers from the list of those to be surveyed. If it is known beforehand that some customers will give low survey scores, a reasonable explanation can sometimes be constructed for excluding them from the survey. The technique was used to its fullest extent in a program where detailed listings of customer answers were relayed to company managers in the field each month. For the following week, these managers--the same ones held accountable for customer scores--were allowed to specify exclusions of individual customers from the database before the results were ever tabulated. [7]
Mystery shopping is another too to obtain valuable information regarding the success of your training program. Are your employees effectively determining the needs of the customer? Do your employees have appropriate product knowledge and offer options suited to the customer's needs? Do your employees reflect genuine concern for your customer A mystery shopper can obtain answers to all of these concerns while your employee simply executes his or her regular routine. Another tool is the closed account survey or "autopsy report," information gathered from those customers you've lost. Today's consumers are usually receptive to any forum which allows them to vent the reasons why they chose to abandon one financial organization for another. Finding out exactly why a customer has decided to move their accounts elsewhere may help you retain more of your existing customers. [8]
Fairytale Brownies, a mail-order company based in Chandler, Ariz., understands the value of seeking customer opinion through surveys. The company initially set up the survey for quality control purposes, but soon learned the responses, particularly to the open-ended question, provided it with useful information such as new product ideas. [9] The information can be used to create a reasonable future forecast of sales. The critical role of the customer in defining the value of a company, his or her expectations from the company as a service or product supplier, and the synergistic culture that exists between the customers and the company is critical for the success of most mergers. [1]
The focus of the strategic planning model variety is on achieving corporate financial objectives through designing and implementing product, pricing, promotion, and place (distribution) programs. The focus of the marketing process model variety is on the formulation of segmentation, targeting, differentiation, and positioning strategies designed to create, communicate, and deliver value to the customer to ensure their satisfaction and gain their loyalty, i.e. achieve marketing objectives. [3] Many different elements are associated with a service or product, e.g., quality, features, price, etc., that a customer unconsciously integrates to form a level of overall satisfaction. The knowledge of these details is important if the current customer base is to be thoroughly understood. [1] Customer opinion surveys, focus groups and lobby intercepts are all excellent sources of information to help determine whether your organization's training and communications programs are producing the quality of service expected. [8]
Many companies generated customer loyalty by improving electronic service quality (e-service quality) but the effects needed to be further examined," scientists in Tainan, Taiwan report. "The first purpose of the study is to integrate relevant literature and develop a comprehensive research model of electronic commerce to identify its antecedent and consequential research variables. This study tests the interrelationships among the perception of e-service quality, customer satisfaction and customer loyalty. The second purpose of this study is to examine the moderating effect of customer perceived value on the relationship between customer satisfaction and loyalty. Through a questionnaire survey, the results of this study indicated that e-service quality has influence on customer satisfaction and then generates customer loyalty, which is consistent with Bagozzi's appraisalemotional responsebehaviour framework. Another key finding is the relationship between customer satisfaction and loyalty, which is stronger for customers with high perceived value than low perceived value," wrote H.H. Chang and colleagues, National Cheng-Kung University. [10] Companies can talk about getting the "voice of the customer" into the organization, but that voice can be barely audible over other calls on management time - cost, quality, time and productivity - to name but a few. Another reason for inaction is that issues about service reported on customer satisfaction surveys are often not actionable at an operational level. User friendliness of systems, access to helplines, or number of staff available, can be outside their direct control. [5]
Public perceptions of product quality were included in a lifestyle survey of over 3,000 households in 1989. This survey included a wealth of data about how New Zealanders live, their circumstances, opinions and values. One part of the study indicated what the principal person in each household buying goods thought about the quality of New Zealand products and whether this has improved in the past few years. These public perceptions were analysed and then compared with New Zealand manufacturing companies' operations managers' perceptions about their product quality by analysing responses from 117 companies. This quality management study was developed from pilot study interviews in 15 companies, followed by postal questionnaires sent to 347 New Zealand manufacturing firms. [11]
Companies who supply the automotive industry, like MTD, have used FMEAs with much success. Federal Express has achieved success by giving their Service Quality Indicators (service characteristics) a weighted score value based on the relative importance of each characteristic to the customer. [12] Today's consumers are savvy purchasers. Average consumers may not know very much, if anything, about CRA or present value analysis, but they know when they are receiving quality service. They have great expectations when it comes to customer service. [8]
Techniques are available to objectively define customer priorities. There are methods of quantitatively defining the financial impact of changes in the customer perceptions pertaining to price, quality, delivery, support, service, etc. Given these capabilities, customer value can be objectively defined and utilized in characterizing the value of a potential acquisition. [1]
Performance feedback, audit results, customer opinion surveys and product or process changes have always been networked through the supervisor to the operator on the line. The role of both the supervisor and line operator will not exist as we know them today in world - class manufacturing operations of the future. [13]
How satisfied customers are with the firm's sales personnel, the features of the product, or product pricing, to cite a few elements. As with the Revenue Index, both an absolute number and a relative ranking with respect to the database of surveys can define the results of each survey question. Figure 2 illustrates the percentile ranking for the question, "How satisfied are you with response to your questions about the product?" For example, if 45% were Totally Satisfied, this would place the response to that question in the 55th percentile. A very interesting and tempting query to the customer is if he or she intends to repurchase your service or product in the future. [1]
According to the survey, customers believe that only one attribute, product quality (b), is high in performance. [14]
Again, a simple scale of high, medium and low is used. The survey procedure is sensitive to customer opinion in two ways: (1) It allows customers a chance to voice their opinion concerning company performance. (2) It categorizes the performance ratings relative to customer needs. Chart 2 provides an example of survey data from one customer. (Chart 2 omitted.) [14] The N-P mapping requires customer surveys. A random sample from a customer data base is chosen, and customers are asked to rate their needs for each attribute. [14]
Tesco hit back, saying the Which? survey did not reflect "the reality we experience with customer feedback from some of our 1m regular online shoppers". They, said the retailer, "love our unrivalled delivery area, our cheaper alternative suggestions, bagless deliveries, convenient delivery times and efficient service". [4]
Successful innovation is customer driven. It gets as close as possible to the customer's current process. A deep understanding of how customers operate today - and why they do what they do - gives insight into how to improve the process; how to create a step forward for the customer. By directly engaging customers in the innovation process, they become deeply committed to, and invested in, a solu- tion's evolutionary path. This makes innovation a primary differentiator, an- other way of creating value for customers by enriching their experience and rein- forcing loyalty over time. [15] Customer value, satisfaction and loyalty are necessary variables to generated desired marketing outcomes including market share and business share. The antecedents, processes, and outcomes of creating customer value are presented in detail in the remainder of this section. In the process of this presentation we advance propositions and frameworks that link marketing strategy formulation and implementation to performance marketing and financial performance outcomes. [3]
Profitability is a metric of the efficiency of marketing strategy. The above discussion clearly demonstrate that the focus of the marketing process model variety is on the customer, i.e. formulation of segmentation, targeting, differentiation, and positioning strategies designed to create, communicate, and deliver value to the customer to ensure their satisfaction and gain their loyalty, i.e. achieve marketing objectives. Therefore, we capitalize on the above discussion of financial metrics to transition to the last section of this paper focusing on the strategic planning model variety for marketing strategy formulation and implementation. [3]
E-business strategy contributes to enhancing firm efficiency through reduction in transaction cost (e-commerce), enhancing business intelligence, improving supply chain and customer relationship management and enterprise resource planning. These contributions are shown in Figure 5. The significance of these strategy links lie in the performance synergy between effectiveness and efficiency that lead to productivity gains necessary to create customer value. [3] E-business strategy is mediated to all other strategies of the firm through corporate strategy. While other strategies, such as marketing, may be designed to improve effectiveness of the firm, e-business strategy defined as the total sum of e-commerce, business intelligence, supply chain management, customer relationship management, and enterprise resource planning is designed to enhance firm efficiency. [3]
The ability to personalize offers and better understand customers is a key factor in successful direct marketing. And, the best way to find out what is in customers' heads, is to ask them. JASON VERLEN is vice president, survey applications business center at SPSS Inc. He can be reached at jverlen@spss.com. [9]
In a way, that seemed to imply the viability of the focus group approach to the reality of the Brazilian libraries. Having in mind this hypothesis, the authors tried to follow the orientations provided by the bibliography in spite of having to adapt them to the limitations and objectives of the specific study they were carrying out. The focus group approach has its origin in the social sciences and in the marketing research of the 1940s. It was used for the first time in the information environment in the 1980s, to research an automated subject retrieval system used by library users (Drabenstott, 1992). The technique can be defined as an effective method to identify feelings and convictions about situations, products and services, as well as how these motivations build people's behaviour. [16]
The company also does site-traffic analysis. Site improvements are first tested by customer groups, he adds." We observe how they do it, where they get stuck. We do rounds of that until we get to a point where we know that it's intuitive and customers can find it and use it properly." Staples.com added enhanced user tools, including "Feature Finder," a context-sensitive sales and search assistant; a "Favorite Items" shopping-list function; and revamped small-business services such as payroll and Web hosting. [17] Staples.com ramped up customer involvement to the point where the customers, in effect, became codevelopers, Ragunas says. Feedback is collected through internal customer service, e-mails, usability studies, focus groups, and from BizRate, a partner company that garners users' opinions on topics such as site performance and usability. [17]
In general, the customer value analysis provides the quantitative and qualitative information that allows an assessment of the value of the existing customer base to the business. It also provides an external assessment of many of the functions of the company that directly and indirectly interface with those customers. [1] Customer value can be important in determining valuation and can provide the management of the merging organizations with the equivalent of a management consulting service. This information has the potential to offer a significant value and to be an influence in postmerger tactical and strategic actions. [1]
Companies find it hard to act on customer feedback because there are a number of common corporate misconceptions acting as barriers to service improvement. It is widely acknowledged that managers have to deal with too much information. [5] Make the feedback relevant, personal and timely. If customer service measurement is approached in the right way, managers will stop talking about how they measure service and start talking about how they improve the quality of customer service. [5] Many hospitals are searching for ways to change the delivery of patient care through total quality management (TQM). The measurement of quality is becoming the driving force behind efforts in TQM. A widely accepted TQM principle is to know the customers and to meet or exceed their expectations (Tennor and DeToro, 1992). [18]
If you dig deeply enough into any research survey project, you will eventually find some nuance of the program that can be called into question. This is almost inevitable, since any researcher will tell you that, alongside the statistical marvels and mathematical wizardry they perform, much of what researchers do is highly subjective and based on personal opinion. How can cheating on customer satisfaction surveys be allowed to happen? The answers are many, but most often they involve some form of organizational politics. Whoever has the management muscle to get his or her way in the company can usually construct reasonable sounding justifications for changes in the survey program. In any case, if your company has or is considering implementing a customer satisfaction measurement program, the previous examples should give you some idea of how these programs can be manipulated. [7] The design and analysis of customer satisfaction surveys rarely involve front-line service providers. This excludes the very people who will be directly affected by improvement actions that should follow from the data gathering exercise. They should be involved; they are the people who can make the changes happen. [5]
A key principle of customer service measurement must be to make sure survey results cry out for action. [5]
After the Revenue Index is calculated, the next question is whether the measure is good, bad, or indifferent. That answer can be obtained through a comparative summary, which is graphically displayed in Figure 1. This statistical result is based on more than 50,000 individual customer surveys conducted for more than 100 different clients. [1] While the vast majority of customer survey programs are honest by design, there will always be a few individuals who will go to extraordinary lengths to attain higher survey results. In the never-ending corporate struggle for truth, justice, and higher customer scores, this temptation to cheat is sometimes overwhelming. [7]
Directory enquiries was never going to be a market to set the nation a-quiver with excitement, but the fact that so much has been spent to make an impression on so few should be a warning to marketers everywhere. With just ten days to go before the old 192 number is switched over to 118 take-your-pick-of-operators, BT has issued the results of its continuous Customer Opinion Survey that finds 70 % of the public still believe 192 is the correct number to call for directory assistance. [19]
The front line of the assembly operation is typically the furthest distance between the product and the customer. Manufacturing performance feedback mechanisms must now be focused on customer requirements and be user - friendly, such that people responsible for building the product understand and conform to these requirements. [13]
Writing in a forthcoming issue of the International Journal of Business Intelligence and Data Mining, Takahiro Hayashi of Niigata University, and colleagues, explain that their approach extracts subjective expressions from web pages. The system then scores them by degree of subjectivity and provides the reader with an indication of whether the website content expresses personal opinions or marketing speak about a product or service. The team has evaluated the performance of their system using 1200 web pages collected from four categories: product, tourist spot, restaurant, and movie. They found that their method is much more effective in finding personal opinion pages than a general search engine, in all categories. Part of the reason for this is that search engines, such as Google, tend not to rank personal pages highly. [20]
"Everyone offers the same products and everyone is so concerned with market share and trying to gainvolume that pricing becomes no issue: you just price your products away." This leaves services as one of few growth areas. In recent years, many banks such as Standard Chartered have pushedaggressively into the wealth management space, but the fees from this business line are also in decline. Tom Ko, CEO of wealth management at Jih Sun Financial Holding, says that the severe downward pressure on costs has become "anindustry-wide problem" while profits, he says matter-of-factly, grow "less and less" each year. The global economic downturn has exacerbated these systemic problems. A heavily export-dependent economy, Taiwanreported a record decline in gross domestic product of 8% for its fourth quarter 2008, prompting the central bank toslash the base rate by 25 basis points in February. The move has dramatically eroded the sector's net interest margin,one of its only remaining revenue streams. "We have been losing a chunk of that income so we're struggling - all banksare struggling - to make money," says Mr Hock U. With a return on equity (ROE) of just 2.47% for 2008, Taiwan's consumerbanking sector is already the least profitable in Asia, while its non-performing loan ratio is on the rise. [21] E-strategy enables efficiency of transactions and relationships through e-commerce, business intelligence, customer service management, relationship management, supply chain management, and enterprise resource planning. [3] Opinion varies about the status wholesale providers should give to VAS. "There is no proof that wholesale customers will buy or want VAS. The main reason service providers are pursuing VAS is the pressure on the base business," argues Gail Smith, VP of global business for Level 3, which wholesales IP services. "It is not necessarily the right long-term strategy - just a reaction to current market conditions." [22]
In most acquisitions of established companies, the customer base represents the business value of an organization. [1] The inclusion of customer value adds a critical element to support the evaluation. In most cases, this element will supplement the traditional process and it will take some time to become familiar with and gain comfort from its impact. [1]
3.3. EMPOWERS BUSINESS USERS
Quality improvement activities which have quality measurement criteria based on the voice of the customer are critical to the continued success of any organization. Continuous quality improvement means meeting the needs and expectations of both the internal and the external customers. We must remember at all times that customers' expectations are like moving targets and we must learn to aim ahead or we will miss them. [12]
A successful Pre launch could bolster Sprint's reputation. "It will help accentuate the positive trends that I can see within the fundamentals with Sprint," Mr. Entner says. "Sprint's problems are so deep, it doesn't take much to turn it around," says Michael Nelson, Soleil/Nelson Alpha Research Inc. With the losses so bad, a slight improvement may trigger the stock to move even higher, he says. Mr. Nelson estimates that in the second half, Sprint will lose 1.5 million post-paid subscribers, the name for those potential high-margin users that pay monthly bills, such as owners of smartphones. It's a marked improvement compared with the roughly 2.3 million contract customers he believes will leave the service in the first half. [23] Recognize that customer feedback is a means to achieving improvements in customer service performance, not an end in itself. [5]
The company counts many of the world's leading private and public sector organizations as customers, including Bank of America, RBS Insurance, UBS, Prudential, Unitrin and the Australian Department of Immigration and Citizenship. Thunderhead services its global customer base from offices located in North America, Europe and Asia Pacific. [24] Part of the reason would appear to be that customer expectations on service have grown enormously in the past 10 years. Service companies-hotels, airlines, banks and mutual funds-have all gone out of their way to be intensely customer-focused. [25]
Customers are getting used to being pampered and expect prompt, solicitous and attentive service. This change in expectations is probably the reason why the causes of dissatisfaction with claims handling have changed radically in the past 10 years. [25]
For our customers, there are two defining moments in their relationship with us: when they pay their premium and when they have a claim. A survey this year conducted by the New York-based Insurance Information Institute looked at the latter, sampling customer opinion on their satisfaction with claims. [25] The characterization of the customer culture may be obtained by including survey topics that address the higher-level questions that deal with satisfaction of the three major components. This is illustrated in Figure 5. [1] The Post Office (PO) has this week launched its biggest ever customer opinion survey in an attempt to improve its poor reputation for service. [26] The good news is customer service is something you can monitor and have control over. It is up to you to make your customer's great expectations about great customer service a reality. [8]
Flexibility enables us to prioritize the most important features and integrate feedback and new insights from customers. It helps us to make smart choices with our investment dollars as products take more tangible form. [15] With our consumer base of 59 million households, social networking can be a powerful tool for engaging customers firsthand in product development. [15]
The quality management survey of operations managers in manufacturing firms included further questions about product quality systems and quality techniques used. The analysis of this information was published separately. [11] There have been several newspaper and magazine articles and radio discussions about the improved quality of New Zealand goods. The survey has shown that the majority of operations managers have an optimistic impression of customers' opinions about the quality of their products. If managers accept these more accurate impressions of customers' opinions then they should be more highly motivated to improve quality further. [11]
Finding genuine personal opinions surveys is much harder than finding commercially biased sites, the researchers explain. Their system relies on the fact that marketing copywriters and advertisers tend not to report negative comments about a product or service. The personal opinions of users of the product or service will be littered with both positive and negative comments depending on their standpoint. In Japanese, subjective expressions in written language might be described as: expressions with a negative meaning, sentence-nal particles, interjections, and specific symbols such as face marks (Kanji), which are equivalent to smilies in the West. [20]
Work conditions were not adequate earlier. It caused the researchers a certain amazement to know that the group does not have either great needs or expectations regarding the services at this moment. Despite the difficulties found for the organization of the group and the limitations the work can eventually present, the experience was of great value both to the library and to the participants of the group. It provided a better knowledge of issues important for the improvement of the services. [16]
Like the journals and eBooks available on SpringerLink, the reference works also include a list of references at the end of each article that feature hyperlinks to the abstract of the cited article using CrossRef, PubMed, or other abstracting services. The main goal is to enable users to find answers to their questions regardless of their specific research needs. "The users have different motivation when they research a Web tool," said Mager. "Primary, secondary, and tertiary literature caters to different research needs, and we want to cater to them simultaneously. For instance, when a user enters "hemoglobin" into a search query, we have no idea which mode they are now operating. [27]
The result: in a decade of intense competition Motorola has maintained a position of leadership in the electronics industry. Federal Express--Federal Express, the first service industry to win the Malcolm Baldrige National Quality Award in 1990, established Service Quality Indicators (SQI) to measure and tell them where they are at any given time toward reaching their goal of 100 percent customer satisfaction. The SQI contains 12 components weighted to reflect those categories which have the greatest impact on their customers' needs and expectations. The number of average daily failure points for each of the 12 components is calculated by multiplying the number of daily occurrences for that component by its assigned importance weight. [12]
We can get some sense of the significance of the 20 percent dissatisfaction level with claims by looking at experience in other countries. A survey just published by British Insurance Quality Service found that only 9 percent of auto insurance claimants were dissatisfied with the way their claim was handled-less than half the rate in the United States. Since the U.K. and United States auto insurance systems are roughly similar, it is not easy to explain why the U.K. claimants have a better experience than their counterparts here. [25] Normally 10% to 20% of the customer base constitutes the major source of revenue and operational success. This does not imply that the remaining 80% to 90% are uninteresting and cannot contribute key data. It suggests that the survey emphasis should be on the most critical customers. [1] Working with a client recently, we were able to compare the effects on morale and motivation between gathering customer feedback involving front-line employees with data collection and the use of complaints data, compiled centrally and presented in league tables. [5] In each dimension scoring was based on a scale of 0 (worst) to 6 (best). Melissa Data shared joint top marks in their customer feedback score in the research. [28] The data is translated and standardized once and applied to all customers. This amortizes the cost, complexity and ongoing management of collecting and translating data across an entire community of users," Kefer said. [29]
Thunderhead's innovative platform, Thunderhead NOW, empowers business users to own the end-to-end process of creating and maintaining customer communications and delivers significant efficiencies and cost savings. [24]
"Today, with Contribute NOW, we are again changing the face of the industry, distributing the power to create and continually update customer communications throughout the enterprise. By enabling any business user, regardless of their role, to quickly and easily contribute new content, we give our clients the power to make each and every customer communication, regardless of the delivery channel, both highly personal and compliant." Recognizing the strategic importance of customer communications, Thunderhead has also introduced Analyze NOW, a comprehensive set of analytical tools designed to give management professionals unprecedented insight into their customer communications. [24]
Thunderhead NOW 5.0 empowers business users to contribute content to critical customer communications more easily than ever before. [24] Using a survey to gather opinions for calculating customer value requires a minimalist approach. [1] Standard categories can be used to characterize customer value. As the goal of a survey in this context is informational and not action-oriented, the questions tend to be framed at a higher level. [1]
3.4. CREATING CUSTOMER VALUE, CUSTOMER BASE
A recent industry-wide banking survey disclosed that more that half of the customers of banks that merged had an unfavorable opinion of the consolidations. Approximately 20% of these individuals switched to another bank after that merger; most did so within six months. Since 1980 there have been more than 8,000 bank mergers, yet high customer turnover triggered by those events continues unabated. [1] Comparing a survey with other surveys without the disciplined use of standards would be like comparing financial measurements using two different methods of derivation. It just doesn't work. Understanding customers must begin with a standardized methodology of surveying them to obtain a true and unbiased opinion. [1]
Avoid asking questions that might make you look bad. If you know that customer answers to certain questions will put you in a bad light, you can probably dream up a few reasons why those questions should not be included in the survey. In one example of this form of cheating, a senior manager lobbied for excluding a question that asked if customers thought the firm was "a well-run company." This question clearly reflected directly on his own performance, which was not sterling. [7] The temptation to manipulate and influence study results has never been greater. Because human opinions are of such a delicate and indistinct nature, even a few creative adjustments here and there can have a strong impact on the final results of a customer opinion survey. [7] The survey also serves as a vehicle for building customer relationships. Respondents are asked if they would like a representative from Fairytale Brownies to call them, and if they say "yes," someone does. [9] "We're considering customer surveys. potentially doing some polling, say, after an e-mail cam- paign," Dormán explains. [30] The fundamentals of obtaining customer opinions must begin with the survey and how it is created, implemented, and analyzed. [1]
The N-P mapping provides a qualitative forecast. With this, one can at least determine the general direction of a forecast. It is not in anyway a substitute for model based quantitative forecasts. It provides a basis to judge whether or not the quantitative forecast is appropriate. Here the forecasting approach is based upon sampling opinion how effectively the company is meeting the expectations of its customers. [14] The first and most direct element of customer value is the impact of the satisfaction of the customers on revenue. [1] The characterization of customer culture. These elements can be combined to provide both quantitative and qualitative analyses based on an absolute and relative scale and then associated with revenue potential to characterize the value of the customer base. [1] Inadequate sales skills are often noted as a problem. Customers are treated with an attitude of indifference, as if they were just account numbers. If employees understood the real value of a satisfied long-term customer and knew how to develop customer loyalty, their attitudes and actions toward customers would be different. [8]
If the customer base made a target worth acquiring, don't settle for just guessing at its value. [1] The seller wishes to obtain the highest value while the buyer looks for the bargain. Characterizing the customer value can offer opportunities for leveraging those negotiations. This is particularly true for the seller if the customer value is quite high. [1] At first, we cast the design and implementation of a marketing-oriented, customer-focused marketing strategy into a framework that incorporate the strategic, structural, and management/operations antecedents to creating customer value. [3]
Customer value cannot be derived by an internal assessment or even externally by an abstract analysis. [1] The following propositions set the terms and conditions for creating customer value: P1. [3] Once created, the value must be communicated and delivered to move the customer along the continuum from transactions to relationships. [3]
The cultural reaction to dissatisfaction is stronger, as it costs 310% times the revenue derived from a totally satisfied customer. This occurs through lost customers and associated negative PR. The impact of dissatisfied customers is rarely understood and taken into account. This aggravated class of customers offers poor leverage for the cost structure in the postmerger environment, and occasionally may be the root cause of a merger that did not live up to expectations. [1] Hren observes that companies seeking assistance in satisfaction research are not just looking for general research skills. They require the expertise that can collect and analyze data as well as "recommend how to use the information to drive change with the organization." This expertise only comes with time and experience in the field of customer satisfaction. [31]
"As an educational trade association, it is our responsibility to help provide information and best-of-breed solutions to small and medium-sized merchants," said Brandon Dupsky, Managing Director, eCommerce Merchants. "We chose CREDITZ as a partner because they have deployed a creative marketing and reward engine built to address the primary CRM needs of online ecommerce businesses. CREDITZ Digital Currency is a new form of payment and a loyalty network system all-in-one package that is designed to be a win-win proposition for eCommerce businesses and their customers. CREDITZ are paid to customers for purchasing from online merchants who appreciate their business. Customers are then able to return and spend those CREDITZ back where they earned them or with any other merchant in the CREDITZ Network. It's simple and easy to implement, providing instant customer satisfaction while allowing eCommerce Merchants to directly benefit with increased sales and profits. "We believe this partnership provides members of the eCommerce Merchants with a unique resource to set them apart in a highly competitive online marketplace," says Roy Hayes, EVP of CEO America, Inc. "We are committed to helping eCommerce businesses grow by giving each of their online customers a free CREDITZ account and adding up to 200 CREDITZ (2 value) to each account to help them start building their CREDITZ balance. We are partnering with eCommerce businesses to help them show appreciation to their customers and finding ways to increase loyalty to their brands." This article was prepared by Marketing Weekly News editors from staff and other reports. [32] The researchers concluded: "Conclusions indicate that website owners should not only improve e-service quality, but also emphasise customer perceived value." Chang and colleagues published their study in Total Quality Management & Business Excellence (The impact of e-service quality, customer satisfaction and loyalty on e-marketing: Moderating effect of perceived value. [10]
Much has been written--and spoken--about the quality of students being educated by American business schools. This issue of HR Focus hopes to gain even more opinions and insights on the topic by including a survey designed jointly by the newsletter editors and staff members at the Indiana University School of Business. The results of this survey will be used to gauge the reactions of HR executives and recruiters toward students who graduate from both undergraduate business and MBA programs. [33] As a result consumers' expectations of quality and reliability of many common products have increased at an unprecedented rate. [11]
Our experimental findings indicate that after a diagnostic product trial, there was no difference across model conditions in participants' product evaluations. It is interesting to note that participants exposed to the attractive model lowered their product evaluations after trial, whereas participants in the average-model condition increased their evaluations after trial. We suggest that although attractive models created high post- ad exposure expectations, these product quality expectations (and hence price judgments) were not met during trial, leading to lower post-trial evaluations. [34] "The newly merged company management decided that the major reference works are an attractive product line to the end user and came up with a plan of expanding the product line, building the product according to a unified and customoriented editorial strategy as well as an aggressive expansion plan. This is what happened," said Mager. [27] Weary, Elbin, and Hill (1987) document that feedback indicating similarity with the comparison target affects people's feelings about themselves more than feedback indicating dissimilarity. Future work might consider examining how product use affects people's belief about similarity or other characteristics such as friendliness or attractiveness with the comparison target, as well as how this feedback affects their feelings, and subsequent product evaluations and self-judgments. [34] McCracken's meaning transfer model (1989) suggests that beautiful models promoting cosmetic products will produce an "attractiveness enhancer" meaning for the endorsed product and the product user. In the context of beauty-enhancing products, McCracken's model suggests that an attractive model in advertising would lead consumers to believe that, through product use, they will be more attractive and will more closely approach that ideal image in the advertisement. [34]
With a vast consumer population and burgeoning corporate base, united by a common language and culture, the cross-straitmarket, in particular the provinces of Fujian and Zhejian and, of course, Hong Kong, are perceived as the key targets.As the lowest Chinese base rate in recent memory is still twice that of Taiwan, at 5.31%, it is also a much moreappealing market, from a pricing point of view, in which to establish a lending subsidiary. For this reason, Taiwan'sbanks, although over-saturated, have historically been regarded by analysts as attractive investments for sophisticated international foreign players wishing to enter China. Until the first quarter of last year, however, Taiwanese restrictions on cross-strait financial services investments had largely frustrated this ambition. [21]
The first section addressed all the important services the group offered--applications development, help desk, installation support team, etc. The next part of the survey focused on services the IS department didn't offer, including ad hoc programming and report writing, training on database tools, selection of new software, centralized PC and LAN support, and more. In this section, users were asked to rate the services and to indicate how much they'd be willing to pay for them if they could get them. [35]
The comments by Eckhard Cordes, head of the Mercedes Car Group, are notable because officials of the company have in the past declared an intention to be No. 1 in the annual J.D. Power & Associates survey of initial quality by 2006. Mercedes, a unit of DaimlerChrysler AG, has seen its profit evaporate recently amid quality problems that forced it to announce the world-wide recall of 1.3 million cars in March, the largest recall in the company's history. Last month, Mercedes reported its first quarterly loss in more than a decade. [36] Further reproduction or distribution is prohibited without permission. The head of luxury-car maker Mercedes-Benz said his company is debating whether it is "advisable" to strive for the top rank in a widely followed survey of car customers' opinions about quality, saying that the study often penalizes brands based on "American taste." [36] As the survey was distributed to company users, several members of the IS staff, and a team of outside consultants followed up with a telemarketing effort. They asked users to take a few moments to fill out the survey and to be brutally honest in their responses to the survey. They also encouraged users to return the survey responses within a week so that results could be compiled quickly. [35]
The results obtained by applying the SSQS methodology have successfully reduced the waiting of clinic patients and, hence, have achieved the original timeliness standard goal. It is believed that achieving this goal will increase patient satisfaction. With the proposed solution implemented at the Harry S. Truman Memorial Veterans' Hospital a study is under way to gauge if this belief is, in fact, true. This research is unique in that it uses a TQM approach to assess overall user preferences, applies designed simulation-based experimentation to analyse the underlying system, and develops a decision selection procedure which combines these preferences and analyses to recommend solutions to achieve the objectives. [18]
Over the past six quarters, Sprint has lost more than six million customers as users have shifted to rival carriers, lured by the iPhone, Research In Motion Ltd.' s BlackBerry and other devices. [23]
Gathering and using customer feedback requires an organized effort. [37] "A negative connotation is sometimes given to feedback because you feel like people are going to say really bad things, but if customers come forward and tell you things about your Web site that aren't working, that's a great opportunity," Loeber says." They've given you a second chance to make things better, and if they see those changes being implemented, that does a lot for customer loyalty." Such is the lesson learned by Staples.com. [17]
Internal measurement systems must be accessible and user friendly to the operator on the line. Assemblers must understand the data and it must put them in touch with the customer requirements. Decisions to forge forward in this direction will be fruitless unless measurement strategies within organizations can accomplish these two fundamentals. [13] We all must learn to aim ahead and exceed customer expectations if we are to achieve continued or improved marketshare. [12] Who is surveyed is as important as the questions that are asked. Any organization that understands its customers can easily divide the base into three classes - large revenue producers, strategic customers, and the broad remainder. Strategic customers are those with the potential to become key in the future. [1]
The report measures each vendor in three dimensions: market strength, technology, and customer base. [28] Then prioritize category display order by revenue or popularity, and finish by heeding customer expectations. [38] A monthly drawing can provide lunch for the winner, as well as a customer base. [37]
The assessor, who may be a nurse manager, nursing officer, quality assurance officer or manager (with nursing background) conducts the audit with the sister or nurse in charge of a ward. Nurses in charge of wards should be made aware of all the quality standards against which their wards are being measured. only if they know what is wanted can they try to meet those expectations. The assessor and nurse in charge can refer to the standards required on every item looked at during the audit, as they are part of the document. This enables proper discussion to take place and, if need be, to find ways of meeting the requirements. Both the assessor and the nurse in charge are then working towards the same objectives. There is less likelihood of ward sisters or nurses in charge perceiving the assessor to be an adversary against whom they must try to score points, without being too sure of the rules of the game. Receiving positive feedback and encouragement motivates staff and maintains their willingness to keep quality issues to the fore in their work. [39]
Shabot arrived in January 2007, initially as chief quality officer. He had run the surgical intensive-care unit at Los Angeles' CedarsSinai Medical Center, and had become active in quality issues, presenting papers at patientsafety meetings and Institute for Healthcare Improvement events. Though he was a Houston native, and returning home had a certain appeal, what really sold him on the job was Wolterman's conviction that Memorial Hermann was poised for greatness. "He said, 'It's my goal that we become among the top few best systems in the country,' " Shabot says. "And he meant it. It wasn't something he said before a big crowd. It was just him and me over lunch." Wolterman is not the only quality advocate at the top. "If you were to sit at a board quality meeting, you'd have a hard time telling the doctors from the nondoctors, because they can carry on a very intelligent medical conversation," Shabot says. Shabot served as quality officer for less than a year, moving up to the CMO position when his predecessor was elected to the state Legislature. He brought his experience with quality indicators and a tendency to measure everything that can be measured. [40]
Orders went into the system and invoices came out. He had 99.95 percent up time, moderate CPU utilization, and less than 5-second response time for most important business transactions. He kept auditors happy--leaving documentation and procedures in place for everyone. He had instituted a formal application development methodology and his backlog averaged only two years. He even wrote regular status reports. What was he doing wrong? Why did his users rate him so low? Do users really think my friend is a kin of Darth Vader? Tune in next week. Cheryl Currid is president of Houston-based Currid & Co. Her CompuServe address is 75300,2660. [35]
Higher degrees of focus and differentiation will be key to maintaining the kind of leadership that the best business schools need to serve American companies. The first set of survey questions deals with those graduates who possess a bachelor's degree in business. Since this is the largest population from which to recruit, it's important to gather your reactions concerning what skills you look for, the importance of a broad education, and what you like most--and least--about graduates you recently hired. [33]
Then, says Sjoman, in order to achieve it "you need to leverage your own expertise in transformation programmes". That's where Ericsson offers its experience and knowledge: "We can leverage our skills -- we are a big player in the managed service business," he says. [41] In our Yankee Group Telecommunications Planning Service Report, Business Multimedia Update: User Concerns and the Impact of the Internet, we expected the efforts of multimedia vendors to be focused increasingly on the Internet as the primary platform for communications and collaboration. [42]
When marketers from MGM called in 2002, asking for a demographic breakdown of people who'd bought tickets to war movies, Art Levitt, CEO of online ticket seller Fandango, was surprised. "Back then I didn't think we'd be getting into market research," he says. With a database containing the age, location, and purchase habits of each user who registers to buy advance movie tickets, Fandango was able to help MGM hone its marketing campaign for the movie Windtalkers. Similar requests gave Levitt a revelation: Rather than simply selling tickets, Fandango might get more value from the 1.7 million of its registered users who have opted to receive e-mail by turning them into the ultimate focus group for movie marketers. [43] As discussed earlier, value creation, communication, and delivery are accomplished by developing a marketing mix and integrating it into a marketing management implementation program (Figure 2 ). [3]
The new regulations took effect on May 21, 2004. In order to meet statutory requirements regarding the compilation of asbestos information and records for all its buildings, as well as identify any asbestos that could pose a risk to buildings users, the London Borough of Hillingdon initiated a four-year asbestos survey program in 1999, to update its records. This involved the identification, management, and removal of asbestos from the property stock. [44] The possible explanation is that type 1 presents the greatest probability of finding asbestos, therefore the highest risk to exposure and/or potential litigation. Table 6 summarizes the cost implications of asbestos survey types and their corresponding information levels as deduced from this critical analysis. [44] The possible explanation is that the probability of finding concealed asbestos is greatest with a type 1 survey basis because of limited information and decreasing toward a type 3, therefore a relatively higher cost for a type 1, in comparison. [44]
For instance, the asbestos survey costs were largely determined by the property size and the prevailing survey hourly rates. For instance, at the time it costs about £200 (408.00) per ton to legally dispose of hazardous waste, such as asbestos. [44]
The Health and Safety Executive (HSE) recommends that for all major refurbishment and/or predemolition projects, a type 3 asbestos survey be carried out. In view of this, HSE's survey type recommendation for major projects, this meant that the LBH's type 2 asbestos register basis presented a challenge each time when major projects were considered. In such a case the LBH was faced with a choice of either upgrading the initial type 2 asbestos survey to a type 3, or proceeding with the project, but only after having made the necessary arrangements for on-site surveys, air monitoring, testing and asbestos removals by firms of asbestos surveyors and HSE licensed asbestos removal contractors. [44] It was assumed that the observed positive cost variances had occurred mainly because of limited information; work scheduled outside normal working hours charged for at relatively higher rates; project delays partly because of HSE notification; mitigatory design alterations; extension of time delays; and commissions for surveys and removals work were done on an ad hoc basis and introduced higher set-up costs. [44]
The reference collection contains encyclopedias, handbooks, dictionaries, bibliographies, data collections, and atlases. The eReferences are available in both PDF and HTML formats. The PDF version is more printer-friendly for users who want a hard copy of the documents, while the HTML is geared toward those who just want to read the content onscreen. The HTML format also more easily enables Springer to add hyperlinks between reference works and allows for a quicker download time than PDF. The hyperlinks enable users to quickly find the additional information they seek. As a bonus, eReferences also have more robust content than their print counterparts. [27]
The pop-up reminders link to mini lessons explaining why a given indicator or action is important in treating a patient with a chronic condition. Residents leave the program with high expectations for EHRs in their future hospitals and medical practices. Memorial Hermann reports systemwide quality data on its public Web site, as well as on CMS' Hospital Compare site. Not only does the public Web site include the quality indicators, but also it puts them into context by explaining the significance of each measure and providing national average performance data. [40]
We hope that in the process of developing the taxonomy and frameworks, we improved the range of concepts and quality of frameworks; thus rendering more sound bases for the conduct of academic research. In this section we present taxonomy and integrative frameworks setting the foundation for marketing strategy formulation and implementation in the context of other strategies of the firm. [3] The focus of the marketing strategy process model is on the formulation of segmentation, targeting, differentiation, and positioning strategies to create, communicate, and deliver the value to the customer resulting in gaining customer satisfaction and loyalty; i.e. marketing objectives. [3] The logistic and multiple regression models were developed on the customer satisfaction data provided in the surveys. [45] To determine whether logistic regression could perform as well as or better than multiple regression in predicting satisfied customers, logistic regression models were compared to multiple regression models developed for customer satisfaction data for several companies in differing industries. [45]
PHOTO ILLUSTRATION: ALAMY PHOTO: PHOTOFEST DATA SWEEP Fandango surveyed users to research the effectiveness of product placement in Bewitched. [43] "A value-added product is something you get on top of the base product to leverage extra revenue." Tom Wright, senior consultant at Tarifica, PBI Media, continues, "A VAS would be something like security or firewall protection with a service such as web hosting." [22] NRG and others also perform surveys of product placement recall. Those companies rely on subjects to verify that they saw a particular movie. [43] Then the number of answers that fall into each category is determined. If survey participants were asked, "What features of a product most satisfy you?" their answers probably can be represented on a continuum of response options. [9]
The agent remembers, it was an uphill battle. Today, as many manufacturers look for new and different markets for their products, many of them turn to a marketing path in which their independent agents sell to distributors, rather than to end users, or to retailers. [46] The company does not meet the customer's expectations in delivering product features that are important. [14] "The mass production of identical products is being replaced by the flexible production of individualized products. Getting into the head of consumers, really understanding their motivations and behavior patterns rather than just their expressed desires, is the great challenge of consumer-product development for the next decade," Millett said. Human interfaces-as intermediaries between humans and machines, interfaces, such as software menus, need to go the step beyond "user friendly." [47] We then discuss our ad-trial field experiment in which we assessed post-ad exposure and post-trial evaluations. The post- ad exposure judgments help determine whether extant Western-based post-ad exposure findings related to attractive models (versus average-looking models and no model) are replicable in this emerging market. They also served as a base of comparison with post-trial product evaluations to enable assessment of the two-week product trial. [34] Vakratsas and Ambler (1999) argue that in the context of unambiguous trial, post-ad exposure product beliefs are updated after trial. This resolves uncertainty, and confirms or disconfirms the pretrial expectations about product performance. "Since the validity of one's own senses is rarely questioned, these beliefs are, at least initially, held with maximal certainty" (Fishbein and Ajzen 1975, p. 132). [34] While a 2006 Jupiter Research study found that browsers abandon sites that fail to load within four seconds, a November 2008 survey from Aberdeen Group found that a delay of even one second caused a drop of 7 percent in conversion. The upshot: Merchants continually must assess site availability and performance, understand the impact of new features and functionality, and consider distributed asset hosting with vendors, such as Akamai, if performance dips. [38] Robert Brass is President of Development II, a market research and survey company based in Woodbury, Conn. [1] A good friend of mine, an IS manager at a large Fortune 500 company, recently sponsored a survey to get users to "tell it like it is." [35]
The approach was uncomplicated. All he wanted to know was what corporate users thought of IS service. His project team carefully created a survey form--making it quick and easy to fill out. [35] Most of the survey addressed specific services, with the description on the left side of the page, and a rating scale of one to five across the top. So, users needed only to mark the rating scale. [35] Direct marketers conducting surveys include open-ended questions to gather prospects' or customers' opinions on offers; acquire names; assure quality control; or, sometimes break the ice. [9]
The systemwide patient-safety training program, Breakthroughs in Patient Safety, encourages employees to think critically, communicate openly and consider alternatives. It gives employees a license to question, double-check, and communicate with their peers. A recent patient-safety climate survey showed that 85% of die system's employees agreed with the statement: "Colleagues encourage me to report safety concerns," Only 13% thought it was difficult to speak up if they saw a problem with patient care. [40] Let the employees who are being evaluated collect the survey results. This is a sure way to dramatically influence the results. [7]
The next step was to analyze the responses. The team placed survey results in a database rather than a spreadsheet so they could cut the analysis in different ways. [35] The scale of preference is based on the results from the simulation models and suggestions made from patient interviews and surveys. [18] Patient expectations and desires were defined through national surveys conducted by the Department of Veterans' Affairs and through interviews conducted at the Harry S. Truman Memorial Veterans' Hospital. Given these priorities the developed model was simulated and experiments were run. [18] Since model "fit" statistics for multiple regression and logistic regression are not similar, the two techniques were compared to determine the percentage of survey participants correctly classified as either satisfied or not satisfied. [45]
A cost comparison for asbestos removals projects concurrent with refurbishment and/or demolition was carried out and the results are shown in table 3. It was observed that type 2 survey-based projects had relatively higher cost variances than those based on type 3 surveys. [44] Many of the technologies needed to Web-enable the call centre are already in place, however, and call centre users are seeing tangible results from opening up to users of the new electronic channel. That said, there are some things to keep in mind as one moves forward. The immediate attraction of any new technology is its ability to reduce costs through reduction of agent time on calls. [42] Outsourcing results in cost reductions that render value and pricing synergy between productions/operations and marketing strategy. [3] In the example described above, with a Revenue Index of 67% and with reference to Figure 1, the result shows that the company is in the 65th percentile of companies - not bad but with room for improvement that can add value. [1] The marketer's Website states: "Who we are is a reflection of our work and the way we do it, our history and our values, and the ethics of innovation and design that gets into your bones around here." An excerpt from Herman Miller's corporate mission notes that "Such innovation is a result, not a goal. [48] Are you from the evil empire? Well, if you work in a corporate IS department, your corporate citizens might think you are. Often, there's a big perception problem about the value of corporate IS folks and the services they provide. [35] The sites will contain listings and opinions about a wide range of services in a community, from auto-repair shops and beauty salons to restaurants and roofers. "It is essentially a substitute for other online yellow pages," Rick Levine, a co-creator of Word of Mouth, said recently. "'I`he value to consumers is that other people's opinions may be closer to their own than a yellowpage description a merchant is paying for." [49]
The key aim of telecommunications management is to support the network transformation, says Sjoman -- the transformation to new-generation networks and the new set of services that NGNs will permit. "It's vital to have the knowledge and experience of how that is carried out," he says. [41] The group was determined so as to include only the masters degree students that used to go to the library before the reconstruction and who continued to use it after that period. This option was based both on the expectation of a larger use of the library by graduate students and on the largest level of demand by this group regarding library services. [16] Rose, P.M., Stoklosa, K. and Gray, S.A. (1998), "The focus group approach to assessing technostress the reference desk", Reference & User Services Quarterly, Vol. 37 No. 4, pp. 311-17. [16] Joseph E. Toole is director, client services with Walker: Customer Satisfaction Measurements, Indianapolis, Indiana. The editor of this column is Sarah Kennedy, president, the Canadian Productivity Network, Mississauga, Ontario. [7]
Furse, D.H., Burcham, M.R., Rose, R.L. and Oliver, R.W. (1994, "Leveraging the value of customer satisfaction information", Journal of Health Care Marketing, Autumn, Vol. 14 No. 3, pp. 16-20. [18]
In essence, the value is created by conceiving the product/service offer, brand naming it, and pricing it ; the value is communicated by promoting the offer; the value is delivered via marketing channels. Because of its significance as a necessary condition for effective strategy implementation, the theme of value creation, communication, and delivery will be pursued further in detail later in the second section of the paper. The definitions presented in the first and second parts of this section set apart strategy formulation from its implementation. [3]
You have to know where you're going and what business value you can gain by increasing efficiency and reducing TCO. You need to benchmark the values -- the KPI values -- so that you know what it is possible to achieve." [41] To be effective, the measurement system should be easy to use, provide real time feedback and be integrated into other business activities. [5] Bank of America worked with Microsoft to develop CashPro Accelerate. This tool accepts information feeds across all of a client's bank accounts and automates the cash-positioning process. It also builds a historical database that clients can use for forecasting. [15] The information required for substantive decisions needs to be accumulated through surveys conducted in a carefully structured statistical mode. [1] A customized survey can provide you with benchmark information to direct and monitor training as well as recognize performance. [8] Performance measures may be used to guide improvements towards specific goals or standards and to identify shortfalls. Such performance measures should be carefully defined for better utilization at the desired level of application. Therefore, reforms aimed at improving existing health care require measurable feedback information. Some of these reforms have already started in the United States Federal Government. [18] Valuable information, no! A recent repurchase represents loyalty and provides a very good statistical base for evaluation. [1] Our research also confirmed that many clients have difficulty building a historical database of information for trend analysis to support forecasting. [15]
Mr Li, who also chairs the American Chamber of Commerce in Taipei Banking Committee, believes that themajority of local banks - whose growth has been stunted by the overcrowded market - are not capable of operating on agreater China platform. Despite having some operations in Hong Kong and Vietnam, local banks are not properlyinternationalised and most do not have the skills required to run a sustainable cost base across the greater Chinaregion, he says. In order to compete against immense and well-entrenched domestic Chinese banks, and world-class foreignbanks, Taiwan's banking sector would have to invest more than 500m in their existing operations, according to research by Taiwan-based law firm Tsar and Tsai - funds the sector does not have. [21] Studios are paying for custom research and regular reports about Fandango's user base. [43] Marketing management is defined for our purposes as the marketing strategy implementation processes of creating the value (product/price), communicating the value (promotion), and delivering the value (channels). [3] Although Fairytale Brownies learned the value of open-ended survey responses, many surveyors choose to ignore open-ended questions because, unlike multiple-choice questions, open-ended answers are difficult to analyze. [9] There are, however, cases when the coding can start before the survey ends. This can be done manually or by using one of a number of software programs that can assist in accelerating the coding process. [9]
Even with technology, analyzing open-ended survey responses still is a labor-intensive and complex process. Human speech, by its nature, is unstructured. [9] To help learn its customers' opinions and expectations regarding the EPA mandated 2002 engine emissions standards and their potential impact on trucking, Peterbilt Motors Co. has added an online survey to its website, www.peterbilt.com, the company recently announced. [6] The necessary arrangement was made for on-site surveys, air monitoring, testing and certification by a firm of asbestos surveyors. A similar arrangement was made for major refurbishment and/or demolition projects based on type 2 instead of the recommended type 3 asbestos surveys, and in these cases an HSE licensed asbestos removals contractor was involved. [44] Table 1 shows the levels of asbestos related activities for the last five financial years to 2004/2005. As the number of properties with asbestos registers in place began to increase, this resulted in a gradual decline in both surveys and removal projects over the years. [44]
While cognizant of the following three asbestos survey types: (presumptive, semiintrusive, and intrusive), and as a matter of policy, the asbestos survey type 2 was chosen by the LBH as the minimum for establishing asbestos registers. [44] All asbestos surveys were entered into the new asbestos database, which will link into the new property database. [44] For a typical Type 2 (non-invasive) survey undertaken in an average building, the detection level would typically be approximately 90 percent of the total asbestos materials present or better. [44] In all but the simplest of building types, an asbestos survey is unlikely to find the location of all asbestos materials. [44] Type 3 (invasive) survey, in an empty building, prior to refurbishment or demolition, should give a much better opportunity for locating asbestos materials, as access within walls, floors, ceilings, risers etc. is more likely to reveal inconsistencies and greater details relating to the materials that may be present. [44]
Consistency is critical if the results of a survey are to be used as a base for analysis, particularly if a relative comparison against a historical database is to be considered. [1] The survey results will be analyzed and published in a later issue of HR Focus. [33] Without these characteristics it is virtually impossible to translate survey results into direct action. [5] Since the survey results were published in New Zealand recently the media have picked up the news enthusiastically. [11]
survey appear to have said: we will be the judges of that, thank you. [4] MBA programs are considering admitting a small number of high-quality, specialized undergraduate students with engineering, computer science and mathematics backgrounds. We want to know if this kind of trend fits with your thoughts about what kind of people will be needed by your corporation in the future. We appreciate you taking a few minutes to complete this survey. [33] A recent survey conducted by Claims magazine suggests that not all is well in the world of adjusters. Claims professionals report that they are demoralized and do not feel they get the respect they deserve from their employers. They attribute their problems to downsizing and expense reduction programs. [25] The process, mix, and program designed to create, communicate, and deliver the value are shown in Figure 2. [3] Streamlining, downsizing and rightsizing are all popular buzzwords characterizing the process of purging non - value - added functions from the manufacturing machine. [13] Strategy-structure-management synergies are necessary conditions that must pre-exist to realize productivity gains necessary to fund the process of value creation. [3]
For the second year, Jack Stack participated in a coupon mailing that offers recipients a free entrée of equal or lesser value with the purchase of a second entrée. [30] Domino's outscored past category leader Papa John's by two points (75) and rival Pizza Hut by three points (74). Domino's Pizza improved 2.7% versus the previous year and is the overall "most improved" since the survey began, improving its first year score by 14.9%. [50] Chiswell says the survey will cover 5000 of the PO's 20,000 branches over the next two years. [26]
Patient expectations are based on analysis of in-person and telephone interviews and survey questionnaires. [18] There is gold in open-ended survey responses. As opposed to close-ended questions where a respondent is given a finite selection of answers (e.g. very satisfied, satisfied), open-ended survey questions have no specific answers, and respondents are free to share their thoughts. [9] Access to all parts of a building is rarely achieved for various reasons, and variations in materials used during construction can lead to inconsistencies that may not be noticed at the time of the survey. [44]
Unfortunately, survey data are often unwieldy and more difficult to interpret. [14] Collecting customer satisfaction data that are not directly relevant to an organization's unique circumstances or part of its unique processes will not drive improvements. [5] Thunderhead NOW also enhances customer engagement, improving customer satisfaction, loyalty and revenue outcomes. Due to its unique combination of business user control, open standards-based architecture and broad enterprise capabilities, Thunderhead has quickly established itself as a clear market leader and is one of the fastest-growing software companies in the world. [24] Contribute NOW, a powerful, but easy-to-use Web-based solution, enables non-technical users across the enterprise to quickly and easily develop new content and business rules for Thunderhead communications. Staff from departments such as marketing, legal and compliance can now effortlessly contribute and update content in any communication without specialist skills or training. [24]
A selection of marketing management, market management, or relationship management focus. [3]
Guillebon is responsible for the Open Transit range of wholesale solutions. The base products within this range are Open Transit Mobile, Open Transit Internet, Open Transit Bandwidth and Open Transit Voice. [22] The technique's main points are to be focused on a topic established in advance and to have a moderator. It is important to bear in mind that this interview does not produce results for statistical projections, and it can be used both in isolation or in conjunction with other methods. The objective of the work was to analyze how the user was perceiving the library after its restoration. [16]
By weighting each category in the satisfaction scale by the percentage of customers choosing the various satisfaction levels and totaling the result, a Revenue Index can be derived. This index defines the percentage of the potential revenue that is being contributed from the customer base. If the Revenue Index is 67%, this means that approximately another 33% of revenue could be obtained through an increase in customer satisfaction. This also means that a 1% increase in the Revenue Index will result in a 1 % increase in revenue, as illustrated in Table 1. [1] Initially, we statistically derived the relationship by tracking quarterly revenue and customer satisfaction measurements of 800 international and domestic company accounts over a four-year period. The conclusions of this statistical analysis were in some ways surprising. It demonstrated that a somewhat satisfied customer would generate 38% of the revenue of a totally satisfied customer. [1] Vickie Henry is owner and president of Feedback Plus Inc., a customer satisfaction and consulting company in the United States and Canada. [8] Provision of customer value is a necessary but not sufficient condition to gain customer satisfaction. [3] Multiple regression assumes that the ratings are normally distributed on a bell-shaped curve. It is well-documented, however, that customer satisfaction ratings obtained on ratings scales are not normally distributed, but are skewed toward higher scale values. [45]
Sound strategy, structure, and management/operations in tandem enable productivity and subsequently value creation. [3]
Supplementing super service with a request for feedback puts you one step ahead of the competition. [37] Web Callthrough. This also involves a button on a Web site, but instead of setting up communications with an agent asynchronously and speaking with an agent using the telephone, call through methods establish contact with an agent in real time using Intemet telephony technologies, either by means of a gateway that converts IP calls into circuit-switched calls, or through a straight Internet telephony call from user PC to agent PC. [42] A few days later, Moore returned the list with certain titles highlighted. Fandango then sent the trailer for one of Revolution's family-oriented movies to users who had seen those films. Movie research--a business worth an estimated 200 million a year--has been dominated by companies like Nielsen Entertainment NRG, which specializes in offline activities such as exit polling. [43]
Peterbilt is offering a free keychain to all North American survey respondents. [6] Technologies, like linguistics-based analytic software, are making it easier for direct marketers and researchers to pan for the gold in open-ended survey responses. [9] The standard method of analyzing open-ended survey responses is to assign codes (usually numbers) to the different responses. [9] Within two weeks more than half of the surveys were back--an amazingly good turnout. [35]
Our experimental participants in the no-model condition reported a similar expectation of attractive models (6.34 on a seven-point scale) if a model was included in the ad. The power of attractive models is evident in both our qualitative and experimental work. [34] Research can investigate the effects of attractiveness in advertising and trial on women's evaluations related to social comparison feedback. [34]
RANKED RECOMMENDED SOURCES
(50 source documents numbered in order of appearance in text)
1. What good customers are worth to a shrewd buyer
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/11.html
3. Marketing strategy: taxonomy and frameworks
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesC/18.html
44. A Critical Analysis of Asbestos Removal Project Cost Implications
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesC/6.html
5. Viewpoint: Why customer satisfaction research doesn't get results
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/12.html
9. Untapped Gold
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/8.html
35. IS Departments Haven't Dispelled Their Image as Villains
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/35.html
8. Great service expectations: Avoiding "bad hair" days
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/28.html
34. HOW PRODUCT TRIAL ALTERS THE EFFECTS OF MODEL ATTRACTIVENESS: An Adapted Etic Approach in Romania
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/9.html
18. Achieving hospital operating objectives in the light of patient preferences
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/23.html
7. How to cheat your way to higher customer survey scores
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/31.html
14. Understand your customer before preparing forecasts
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/27.html
24. Thunderhead; Thunderhead Introduces Analytics and Collaboration Tools with New Release of Customer Communications Management Solution
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/13.html
43. Puppet's Got a Brand-New Bag Online ticket seller Fandango is finding that its customers ' opinions are more valuable than their money.
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/1.html
15. Case Study: Product Innovation at Bank of America
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/2.html
11. Comparative perceptions of product quality management
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/34.html
16. Using the focus group approach for evaluating customers ' opinions : the experience of a Brazilian academic library
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/17.html
25. Mishandling claims will sink insurers
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/19.html
45. Use logistic regression with customer satisfaction data
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/22.html
12. The quality measure is customer opinion
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/30.html
33. A business school seeks customer opinions
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/26.html
13. Chrysler and minivans: Are we there yet?
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/29.html
27. Case Study: Springer Raises Profile of Reference Works
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesC/15.html
41. The third cornerstone: how to make it happen
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesC/16.html
22. Where's the value in wholesale?
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/13.html
21. Saturation point
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/17.html
17. Infoworld e-business 100: Staples.com
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/15.html
37. Feedback Helps Boost Repeat Business
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/36.html
40. Empowered to improve
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/10.html
42. Call centres slowly evolving to merge with Internet
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/20.html
6. 2002 Engine Survey on www.peterbilt.com
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/10.html
4. It is competition that delivers the goods
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/16.html
36. Autos Brief -- DaimlerChrysler AG: Mercedes's Chief Questions Attaining J.D. Power Ranking
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/7.html
38. Boost Customer Experience
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/15.html
30. Multichannel Hospitality
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/7.html
23. Hopes Are High for Sprint, Pre
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/6.html
28. Melissa Data; Melissa Data Ranks Highest in Customer Satisfaction in Data Quality Landscape Report
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/3.html
10. Life Sciences; Studies from National Cheng-Kung University in the area of life sciences described
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/8.html
20. Inderscience Publishers; Personal discrimination on the Web
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/0.html
26. PO in pre sell-off customer survey
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/32.html
29. Untangling the supply chain
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesC/13.html
2. visionapp; visionapp Named Finalist for 2009 Citrix Ready Solution of the Year
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/18.html
32. CEO America Inc.; CREDITZ Digital Currency Announces Strategic Partnership With eCommerce Merchants Trade Association
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/1.html
39. Quality Assurance Ward Audit
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/37.html
47. Customer opinion critical in the next 10 years
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/21.html
48. Which road are you on?
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/4.html
46. A guide for agents selling to distributors
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/25.html
31. Using customer satisfaction research to get closer to the customers
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/33.html
49. Worst oil change ever: Now online
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/16.html
19. Consumers never knew they wanted more than just 192
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/9.html
50. Domino's Pizza; Domino's Pizza Tops in Customer Satisfaction !
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/5.html
1. What good customers are worth to a shrewd buyer
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/11.html
3. Marketing strategy: taxonomy and frameworks
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesC/18.html
44. A Critical Analysis of Asbestos Removal Project Cost Implications
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesC/6.html
5. Viewpoint: Why customer satisfaction research doesn't get results
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/12.html
9. Untapped Gold
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/8.html
35. IS Departments Haven't Dispelled Their Image as Villains
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/35.html
8. Great service expectations: Avoiding "bad hair" days
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/28.html
34. HOW PRODUCT TRIAL ALTERS THE EFFECTS OF MODEL ATTRACTIVENESS: An Adapted Etic Approach in Romania
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/9.html
18. Achieving hospital operating objectives in the light of patient preferences
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/23.html
7. How to cheat your way to higher customer survey scores
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/31.html
14. Understand your customer before preparing forecasts
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/27.html
24. Thunderhead; Thunderhead Introduces Analytics and Collaboration Tools with New Release of Customer Communications Management Solution
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/13.html
43. Puppet's Got a Brand-New Bag Online ticket seller Fandango is finding that its customers ' opinions are more valuable than their money.
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/1.html
15. Case Study: Product Innovation at Bank of America
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/2.html
11. Comparative perceptions of product quality management
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/34.html
16. Using the focus group approach for evaluating customers ' opinions : the experience of a Brazilian academic library
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/17.html
25. Mishandling claims will sink insurers
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/19.html
45. Use logistic regression with customer satisfaction data
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/22.html
12. The quality measure is customer opinion
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/30.html
33. A business school seeks customer opinions
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/26.html
13. Chrysler and minivans: Are we there yet?
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/29.html
27. Case Study: Springer Raises Profile of Reference Works
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesC/15.html
41. The third cornerstone: how to make it happen
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesC/16.html
22. Where's the value in wholesale?
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/13.html
21. Saturation point
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/17.html
17. Infoworld e-business 100: Staples.com
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/15.html
37. Feedback Helps Boost Repeat Business
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/36.html
40. Empowered to improve
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/10.html
42. Call centres slowly evolving to merge with Internet
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/20.html
6. 2002 Engine Survey on www.peterbilt.com
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/10.html
4. It is competition that delivers the goods
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/16.html
36. Autos Brief -- DaimlerChrysler AG: Mercedes's Chief Questions Attaining J.D. Power Ranking
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/7.html
38. Boost Customer Experience
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/15.html
30. Multichannel Hospitality
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/7.html
23. Hopes Are High for Sprint, Pre
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/6.html
28. Melissa Data; Melissa Data Ranks Highest in Customer Satisfaction in Data Quality Landscape Report
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/3.html
10. Life Sciences; Studies from National Cheng-Kung University in the area of life sciences described
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/8.html
20. Inderscience Publishers; Personal discrimination on the Web
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/0.html
26. PO in pre sell-off customer survey
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/32.html
29. Untangling the supply chain
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesC/13.html
2. visionapp; visionapp Named Finalist for 2009 Citrix Ready Solution of the Year
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/18.html
32. CEO America Inc.; CREDITZ Digital Currency Announces Strategic Partnership With eCommerce Merchants Trade Association
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/1.html
39. Quality Assurance Ward Audit
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/37.html
47. Customer opinion critical in the next 10 years
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/21.html
48. Which road are you on?
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesB/4.html
46. A guide for agents selling to distributors
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/25.html
31. Using customer satisfaction research to get closer to the customers
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/33.html
49. Worst oil change ever: Now online
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/16.html
19. Consumers never knew they wanted more than just 192
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/9.html
50. Domino's Pizza; Domino's Pizza Tops in Customer Satisfaction !
http://iresearch-reporter.com/themes/trim_demo/14/Sources2/SourcesA/5.html