Showing papers on "Customer relationship management published in 1993"
01 Dec 1993
TL;DR: The management guidelines provided in this paper aid in directing the simulation process, controlling model development and analysis, and improving customer relations.
Abstract: Project success comes with improving system performance. Sound project management methods help to guarantee this success. The management guidelines provided in this paper aid in directing the simulation process, controlling model development and analysis, and improving customer relations.
60 citations
TL;DR: In this article, a survey of industrial buyers, corporate sales personnel, and independent distributors was conducted to measure their satisfaction with the product and service characteristics of two competing suppliers, and the results point out current positives and negatives of the corporation's product and serve as a baseline for future tracking studies.
46 citations
TL;DR: In this paper, the authors discuss the development of customer relations services and recognition of customer concerns; the major change in outlook among managers to complaints; and the root causes of customer dissatisfaction.
Abstract: Looks at the recent growth of customer complaint handling or customer recovery programmes in UK organisations. Discusses the development of customer relations services and recognition of customerconcerns; the major change in outlook among managers to complaints. Outlines why it pays to addresscustomer dissatisfaction and prioritising quality standards. Stresses the need to integrate information based on complaints into established and trusted sources of intelligence within the company. Finally details the root causes of customer dissatisfaction.
31 citations
TL;DR: In this article, the authors discuss the changes which have affected the personal selling function in industrial markets in recent years, and discuss the implications for sales force management and sales training, concluding that industrial marketing must focus upon key account relationship management, rather than the manipulation of the four Ps in order to create competitive advantage.
Abstract: This article is concerned with the changes which have affected the personal selling function in industrial markets in recent years. It reviews research findings from the UK, Europe and America, and discusses the implications for sales force management and sales training. It concludes that industrial marketing must focus upon key account relationship management, rather than the manipulation of the four Ps in order to create competitive advantage, and that radical new approaches are needed in sales training which reflect the changing nature of the sales person's role, and which may be demonstrated to have a positive affect on selling effectiveness.
22 citations
Book•
19 Sep 1993
TL;DR: In this article, Ritter offers workable solutions which can be put to immediate use inside relationship banking and find the components of a successful program, including: financial products and services: by identifying how product line relates to customer needs, its appeal can skyrocket This comprehensive analysis includes everything from savings accounts to mutual funds Lead Product Selling: By identifying those products which customers automatically expect and linking them to related products, you create natural opportunities for effective and productive cross-selling Lead Product Sales helps bankers meet the needs and raise the awareness of their customersImproving communications: Good communications are essential to
Abstract: Banking's greatest opportunities are often overlooked and underdeveloped In fact, a veritable gold mine is already in your bank - the customer! Have you made the most of your customers' potential? You have a full line of quality financial products and services to offer, but chances are even your best customers do business with the competition This isn't necessarily because of pricing or product or trustworthiness It's often due to a simple lack of effort We all know that it is easier and more cost-effective to retain and cultivate an existing customer than it is to attract new ones Yet, many customers are never exposed to the full range of products and services available to them In most cases, all you have to do is ask! Relationship Banking is the key to realizing the potential of your bank's existing resources: your staff, your customers and your product line By cross-selling products to your customers, you gain an advantage in market share, retention rates, fee income and, ultimately, profitability Author Dwight Ritter offers workable solutions which can be put to immediate use Inside Relationship Banking, you will find the components of a successful program, including: Financial products and services: By identifying how your product line relates to customer needs, its appeal can skyrocket This comprehensive analysis includes everything from savings accounts to mutual funds Lead Product Selling: By identifying those products which customers automatically expect and linking them to related products, you create natural opportunities for effective and productive cross-selling Lead Product Selling helps bankers meet the needs and raise the awareness of their customersImproving communications: Good communications are essential to build, nurture and expand any customer relationship By asking the right questions, opportunities quickly become apparent By learning how to listen, needs can be fulfilled and relationships can be cemented Measu
13 citations
TL;DR: In this article, the authors describe the steps the Nationwide Building Society has taken to improve the management of customer relations, arguing that to gain an edge on its competitors, the most important aspect of the qualityprogramme looked into how to be different from the rest.
Abstract: Explains the steps the Nationwide Building Society has taken to improve the management of customer relations. Argues that to gain an edge on its competitors, the most important aspect of the qualityprogramme looked into how to be different from the rest. Lays out the quality programme in stages.
8 citations
25 Oct 1993
5 citations
TL;DR: In this paper, the authors argue that the difficulties arise primarily from lack of effective internal organization and provide a framework which is intended to help decision makers in organizations to analyse and evaluate their overall customer strategies, and determine whether or not such strategies truly reflect a culture of customer orientation.
Abstract: It can be all too easy for senior managers, especially those in large organisations to become cut off from their customers and hold comfortable illusions about how well products and services are being received. This underscores the difficulties companies face in sustaining a systematic programme of customer orientation.
This paper argues that the difficulties arise primarily from lack of effective internal organisation. It provides a framework which is intended to help decision makers in organisations to analyse and evaluate their overall customer strategies, and determine whether or not such strategies truly reflect a culture of customer orientation. The method offered here is requisite for strategic customer management, which is called for in today's turbulent business environment.
4 citations
05 Jan 1993
TL;DR: In this paper, a study of numerous companies, in diverse industries, leads to the following classification of opportunities to use IT to tailor customer offerings: segmentation of customers and identification of the common needs of each segment; differentiation, and the development of offerings for each segment, based on their different needs; and value-based pricing.
Abstract: It is noted that progress in information technology (IT) makes it possible to capture detailed customer data and analyze individual customer purchases, even in support of marketing inexpensive, routinely purchased goods and services. The goal of this research is to suggest some potentially valuable uses of this information and to examine their strategic implications. A study of numerous companies, in diverse industries, leads to the following classification of opportunities to use IT to tailor customer offerings: segmentation of customers and identification of the common needs of each segment; differentiation, and the development of offerings for each segment, based on their different needs; and value-based pricing. Four cases, selected from a larger set studied by the authors, are presented in some detail. >
3 citations
Patent•
13 Aug 1993
TL;DR: In this paper, an inhibiting flag stored and managed in each separate customer discrimination code by a customer management file is in a reset state before the last order time set in advance elapses.
Abstract: PURPOSE:To surely manage the last order, and to reduce a burden of a person in charge of customer service by registering single order data with respect to one customer, after the last order time set in advance elapses. CONSTITUTION:An inhibiting flag stored and managed in each separate customer discrimination code by a customer management file is in a reset state before the last order time set in advance elapses. Thereafter, when the last order time elapses, and information of a commodity ordered by a customer and a customer discrimination code are inputted from a data input part 1a, an inhibiting flag corresponding to the customer discrimination code is set. On the other hand, whenever the customer discrimination code is inputted from the data input part 1a, a state of the inhibiting flag is investigated. When the inhibiting flag is in a set state, an input of order commodity information is inhibited. That is, after the last order time elapses, when an order is received once from one customer, the inhibiting flag corresponding to its customer is set, and thereafter, an information input of an order commodity of the customer concerned is inhibited.
2 citations
Patent•
08 Jan 1993
TL;DR: In this article, the correction and deletion of personal information comprising family constitutional information by making it possible to change the family information only by depressing a change key at the time of detecting that the contents registered as family constitution information is different from practical family constitution in customer management work.
Abstract: PURPOSE:To extremely quickly execute the correction and deletion of personal information comprising family constitutional information by making it possible to change the family constitutional information only by depressing a change key at the time of detecting that contents registered as family constitutional information is different from practical family constitution in customer management work. CONSTITUTION:A customer information managing device having an input means 1 for inputting a name, a display means 9 and a family information file 12 and constituted so as to display the name inputted from the input means 1 on the display means 9 to manage family information is also provided with a selecting means for temporarily storing registered family information and selecting specific personal information out of plural ones and a changing means for changing the information selected by the selecting means, and when the family information is deleted by the changing means, manages information to be deleted as another family information and refers the managed family information as a candidate for additional information in the case of adding other family information.
Journal Article•
TL;DR: In this article, the authors report on the effect of the manager-customer relationship in decision-making by managers in a food service setting, focusing on the relationship between managers and customers.
Abstract: Documented reports of day-to-day decision-making in food service tend to emphasize technical aspects. However, this view does not represent completely the decision-making process managers go through. The author reports on the effect of the manager-customer relationship in decision-making by managers.
Journal Article•
TL;DR: This work within the ADVANCE European collaborative project shows that MBM produces a powerful means of structuring and understanding the problems and solutions for building large and complex systems by enabling the designer of such systems to understand the problem through a model which closely represents information and knowledge of the actual telecommunications systems domain.
Abstract: In the development of telecommunications support systems of the near future, a model based management (MBM) approach is seen to benefit the experimental development of network, service and customer administration systems. The MBM embodies the common information model which is a single logical entity containing the shared management information and functionality of the system, and uses OBSIL which is a high-level object manipulation language. This work within the ADVANCE European collaborative project shows that MBM produces a powerful means of structuring and understanding the problems and solutions for building large and complex systems by enabling the designer of such systems to understand the problem through a model which closely represents information and knowledge of the actual telecommunications systems domain
Patent•
16 Apr 1993
TL;DR: In this article, the authors propose to operate the management of a customer to which a customer's number is not applied by managing the customer while allotting a temporary customer's numbers to the inputted data of the customer, when the corresponding customer'snumber's number was not applied to the data.
Abstract: PURPOSE:To operate the management of a customer to which a customer's number is not applied by managing the customer while allotting a temporary customer's number to the inputted data of the customer, when the corresponding customer's number is not applied to the data CONSTITUTION:When the data are inputted from a data inputting means 21, a customer judging means 22 judges whether or not the customer's number is applied to the data, and a temporary customer's number adding means 23 allots the temporary customer's number to the data when the customer's number is not applied to the data And also, temporary customer master information is prepared by using the allotted temporary customer's number, and stored in a customer master file 25 by a storage means 24 as a temporary customer file Thus, the data to which the customer's number is not applied can be processed in the same way as the data to which the customer's number is applied by allotting the temporary customer's number to the data, and the data of the customer can be displayed at a display 27, and printed by a printer 28
Patent•
13 Jul 1993
TL;DR: In this article, a customer management equipment for each affiliate shop consists of a card 2 to be delivered to a customer which stores a separate identification number, a customer information storage device 9 provided at a shopping district headquater office H which stores the information including a reading means of the separate number stored in the card 2 by reading with a magnetic reader 10 and name and address of the customer, and a magnetic recording medium 11 storing the customer information.
Abstract: PURPOSE:To easily and securely perfrom the sales management and customer management of each affiliate. shop without leaking the customer's purchasement result to the other shops and while preventing the shops and customers from suffering inconvenience. CONSTITUTION:A customer management equipment 1 for each affiliate shop 1 consists of a card 2 to be delivered to a customer which stores a separate identification number, a customer information management equipment 4 provided at affiliate shops A and B, a magnetic reader/writer 8 with stamp printing function composed of an input means 6 inputting the separate number and purchase result point in the card 2 and a storage means 4 via a central processing unit 5 and a stamping means 7 printing the purchase result point on the card 2, a customer information storage device 9 provided at a shopping district headquater office H which stores the information including a reading means of the separate number stored in the card 2 by reading with a magnetic reader 10 and name and address of the customer, and a magnetic recording medium 11 storing the customer information.