If service quality relates to retention of customers at the aggregate level, as other research has indicated, then evidence of its impact on customers’ behavioral responses should be detectable. Th...

The behavioral consequences of service quality

Recommender systems apply knowledge discovery techniques to the problem of making personalized recommendations for information, products or services during a live interaction. These systems, especially the k-nearest neighbor collaborative ltering based ones, are achieving widespread success on the Web. The tremendous growth in the amount of available information and the number of visitors to Web sites in recent years poses some key challenges for recommender systems. These are: producing high quality recommendations, performing many recommendations per second for millions of users and items and achieving high coverage in the face of data sparsity. In traditional collaborative ltering systems the amount of work increases with the number of participants in the system. New recommender system technologies are needed that can quickly produce high quality recommendations, even for very large-scale problems. To address these issues we have explored item-based collaborative ltering techniques. Item-based techniques rst analyze the user-item matrix to identify relationships between di erent items, and then use these relationships to indirectly compute recommendations for users. In this paper we analyze di erent item-based recommendation generation algorithms. We look into di erent techniques for computing item-item similarities (e.g., item-item correlation vs. cosine similarities between item vectors) and di erent techniques for obtaining recommendations from them (e.g., weighted sum vs. regression model). Finally, we experimentally evaluate our results and compare them to the basic k-nearest neighbor approach. Our experiments suggest that item-based algorithms provide dramatically better performance than user-based algorithms, while at the same time providing better quality than the best available userbased algorithms.

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Item-based collaborative filtering recommendation algorithms

Both practitioners and academics understand that consumer loyalty and satisfaction are linked inextricably. They also understand that this relation is asymmetric. Although loyal consumers are most ...

https://www.jstor.org/stable/pdf/1252099.pdf

Whence Consumer Loyalty

Are there economic benefits to improving customer satisfaction? Many firms that are frustrated in their efforts to improve quality and customer satisfaction are beginning to question the link betwe...

Customer satisfaction, market share, and profitability: Findings from Sweden.

Many individual companies and some industries monitor customer satisfaction on a continual basis, but Sweden is the first country to do so on a national level. The annual Customer Satisfaction Baro...

A National Customer Satisfaction Barometer: The Swedish Experience:

Companies that want to improve their service quality should take a cue from manufacturing and focus on their own kind of scrap heap: customers who won't come back. Because that scrap heap can be every bit as costly as broken parts and misfit components, service company managers should strive to reduce it. They should aim for "zero defections"--keeping every customer they can profitably serve. As companies reduce customer defection rates, amazing things happen to their financials. Although the magnitude of the change varies by company and industry, the pattern holds: profits rise sharply. Reducing the defection rate just 5% generates 85% more profits in one bank's branch system, 50% more in an insurance brokerage, and 30% more in an auto-service chain. And when MBNA America, a Delaware-based credit card company, cut its 10% defection rate in half, profits rose a whopping 125%. But defection rates are not just a measure of service quality; they are also a guide for achieving it. By listening to the reasons why customers defect, managers learn exactly where the company is falling short and where to direct their resources. Staples, the stationery supplies retailer, uses feedback from customers to pinpoint products that are priced too high. That way, the company avoids expensive broad-brush promotions that pitch everything to everyone. Like any important change, managing for zero defections requires training and reinforcement. Great-West Life Assurance Company pays a 50% premium to group health-insurance brokers that hit customer-retention targets, and MBNA America gives bonuses to departments that hit theirs.

Frederick F. Reichheld

Papers

Zero defections: quality comes to services.