Showing papers on "Customer relationship management published in 1995"
TL;DR: In this article, the authors evaluate the range and intensity of networking among high-growth and low-growth entrepreneurial ventures in the People's Republic of China and find that the relationship between networking activities and growth transcended the stage of firm development.
470 citations
TL;DR: In this article, the authors examined relationships among levels of involvement between customers and suppliers, customers' evaluations of core and peripheral factors in their transactions, and customers' overall satisfaction with their transactions.
Abstract: Relationships among levels of involvement between customers and suppliers, customers' evaluations of core and peripheral factors in their transactions, and customers' overall satisfaction were exam...
200 citations
[...]
TL;DR: In this article, the authors present a review of the literature of hospitality and propose a model of hospitality for health care organizations, and some implications for delivering hospitality in a customer service organization are discussed.
183 citations
Book•
06 Feb 1995
TL;DR: The rapidly changing retail scene the impact of the discount mass merchandisers on local merchants and small chains improve your merchandising revive your marketing practices capitalize on outstanding service your great competitive advantage customer relations.
Abstract: The rapidly changing retail scene the impact of the discount mass merchandisers on local merchants and small chains improve your merchandising revive your marketing practices capitalize on outstanding service your great competitive advantage customer relations the future of retailing
90 citations
Patent•
05 Sep 1995
TL;DR: In this article, a system and process for providing financial services via video in real time to a customer at one of a plurality of remote locations from one of the plurality of personal bankers at a central location via a video self-service device is presented.
Abstract: A system and process for providing financial services via video in real time to a customer at one of a plurality of remote locations from one of a plurality of personal bankers at a central location via a video self-service device.
88 citations
TL;DR: In this paper, the authors examine the increasingly important, yet relatively neglected, area of marketing in the group-on-group mode of interfirm interaction in business markets, and delineate important relational framing, structure, and process characteristics of group on group, interfirm interactions.
Abstract: Within the context of collaborative relationships between supplier firms and customer firms, this paper examines the increasingly important, yet relatively neglected, area of marketing in the group-on-group mode of interfirm interaction in business markets. Central to this work is the delineation of important relational framing, structure, and process characteristics of group-on-group, interfirm interactions. In particular, five relational processes, called recurrent relationship management tasks are examined. Based upon the works of Dwyer, Schurr, and Oh (1987), Frazier, Spekman, and O'Neal (1988), and Anderson and Narus (1991) on relationship development, Kahneman and Tversky's (1979) seminal research on prospect theory, the efforts of Ruekert, Walker, and Roering (1985) on organizational structure, and recent studies in managerial decision- making, a series of propositions and a framework that link team structure and framing to relationship management task performance are presented. Along the way, thos...
60 citations
TL;DR: In this paper, the importance of relationships in the marketing of services is highlighted and relationships constructs such as Trust, Affective Commitment, and Continuance Commitment are operationalized in a marketing context and used as dependent variables in an empirical study of differences in how males and females approach relationships with three types of service providers (primary care physicians, automobile mechanics and hairstylists).
Abstract: This study highlights the importance of relationships in the marketing of services. Relationships constructs such as Trust, Affective Commitment, and Continuance Commitment are operationalized in a marketing context and used as dependent variables in an empirical study of differences in how males and females approach relationships with three types of service providers (primary care physicians, automobile mechanics, and hairstylists). The data shows that females seek more trust and commitment within the service provider/customer relationship than males. Also, consumers in general place more trust in and are more committed to their doctor and their hairstylist than to their mechanic.
41 citations
TL;DR: A qualitative internal customer management model was developed based on the Peters and Waterman 7s framework to describe the factors influencing internal customer relationship which exist between branches and other departments within a bank as discussed by the authors.
Abstract: Since the late 1980, the UK Clearing Banks have faced growing criticism over the quality of their finanical services. Advantages may exist in using internal marketing to ensure closer integration of multiple functions across all departments. Although adoption of an internal marketing philosophy may improve the quality of services delivered to both internal and external customers, it appears that there are few paradigms available which can be used by bankers seeking to introduce the concept into their organisation. By applying a quasi-ethnographic approach, a qualitative internal customer management model was developed based on the Peters and Waterman 7s framework to describe the factors influencing internal customer relationship which exist between branches and other departments within a bank. To determine if the model could be used to evaluate branch-level perceptions of internal customer management practices, a survey was undertaken using a modifed version of the Parasuraman SERVQUAL model. The response...
16 citations
01 Jan 1995
TL;DR: McDermott and Gray as discussed by the authors argued that buying established brands was perceived as offering the quickest and lowest risk route to a position of global leadership and was also regarded as the key to profitability because brands commanded a premium price and customer loyalty.
Abstract: During the 1980s hundred of billions of dollars changed hands as companies restructured themselves, largely through acquisitions and divestments as they sought to become global leaders in their selected line(s) of business. Buying established brands was perceived as offering the quickest and lowest risk route to a position of global leadership. It was also regarded as the key to profitability because brands commanded a premium price and customer loyalty (McDermott and Gray, 1990).
6 citations
TL;DR: In this paper, a product definition process for the Queensferry Telecom Operation within HP is described, where the development partners directly influence a new product definition with supporting information drawn from the other customers and the market competition, and other customers' needs are addressed after product launch as part of a follow-on programme of incremental development.
Abstract: Outlines a product definition process which has proved to be successful with the Queensferry Telecom Operation within Hewlett Packard. The process involves two levels of customer relationship – one classed as “development partners” – and the rest as “other” customers. The development partners directly influence a new product definition with supporting information drawn from the other customers and the market competition. The other customers′ needs are addressed after product launch as part of a follow‐on programme of incremental development.
5 citations
TL;DR: In this paper, the authors evaluate internal customer management practices within UK local government and find that the majority of the practices fall into three categories: customer management, internal management, and customer service.
Abstract: (1995). Evaluating internal customer management practices within UK local government. Local Government Studies: Vol. 21, No. 3, pp. 418-431.
01 Jan 1995
Book•
01 Jan 1995
TL;DR: In this article, the authors provide practical guidance on the best usage of human resource management for quality initiatives, customer relations, cost reductions, competitive strategies, re-engineering programmes and much more.
Abstract: Drawing on a range of case studies to illustrate best practice, this work provides practical guidance on the best usage of human resource management for quality initiatives, customer relations, cost reductions, competitive strategies, re-engineering programmes and much more.
AT&T1
TL;DR: In this paper, four factors correlate to productivity in the development of real-time, safety-critical systems: programmer skill, the difficulty of the problem being solved, the customer relationship, and the use of the best tools and technology.
Abstract: Four factors correlate to productivity in the development of real-time, safety-critical systems: programmer skill, the difficulty of the problem being solved, the customer relationship, and the use of the best tools and technology. These factors produce economies in the proportion of 10:5:1:50 on the cost of a project, which suggests an investment strategy. Recommendations are made for managing software engineers to optimize these factors. Large-scale reuse is the technology of the future. The major lesson is that reuse is most economical when modules are not modified.
TL;DR: Challenges in the area of customer relations include setting realistic expectations, maintaining a sense of collaboration (and not merely service), educating investigators as to how to deal with the huge amount of data generated and seeking feedback.
Abstract: It is well recognized within the pharmaceutical industry that high throughput screening is a valuable and rapid tool to identify novel chemical compounds that may lead to tomorrow's drugs. High throughput screening involves testing as many chemical compounds as quickly as possible against a defined molecular or cellular ‘target’ (for example an enzyme) in the hope that interacting compounds may provide significant therapeutic benefits.
At Wyeth-Ayerst Research, a Robotics and Automation Research Core Group has been established which serves as the in-house resource for high throughput screening. The robotics group has three missions: (1) develop and perform high throughput screens for customers in all therapeutic departments in the company; (2) educate customers in issues related to screen design; and (3) help customers to bring automated workstations into their laboratories. The mission, therefore, requires the effective use of automation, as well as building a strong collaboration with customers.
The challenges that have been faced fall into two categories: technology limiting and customer relations. Technological challenges arise because it is necessary to develop and implement assays with very different formats and biochemical endpoints within extremely shortened time frames. The primary means to meet these challenges is with flexible robotics and flexible people. Challenges in the area of customer relations include setting realistic expectations, maintaining a sense of collaboration (and not merely service), educating investigators as to how to deal with the huge amount of data generated and seeking feedback. Effective and frequent communication, and an awareness of each individual's perspective, are essential to provide the most appropriate service.
Patent•
26 Sep 1995
TL;DR: In this article, customer data in a customer data file are totalized at plural customer management points set optionally on the map image, and the degrees of integration of the customer data by the management points are displayed in the form of a variable circle.
Abstract: PURPOSE:To easily judge how much profit value connects with which point on a map by optionally setting a customer management point on a map image and generating a management code for each customer management group on the basis of management evaluation value. CONSTITUTION:A control unit 1 is equipped with a customer data storage device 4, a storage device 5 for map editing and calculation, a data storage device 6 for map editing, a customer data editing control part 7, a map editing process control part 8, an input control part 9, and a display control part 10. Then customer data in a customer data file are totalized at plural customer management points set optionally on the map image, and the degrees of integration of the customer data by the customer management points are displayed in the form of a variable circle. Consequently, the customer management codes are generated from the variable circle based upon the totalized values of the customer data by the customer management groups and customer management cost values obtained by paying attention to the distances between a base point and the coordinates of the centers of gravity of the customer management groups.
Book•
22 Mar 1995
TL;DR: In this article, the authors provide guidance on examination preparation, debriefing, and curriculum information for exam preparation, as well as tools for team building and maintaining and developing teams.
Abstract: Preface Management Communication Culture and management Improving management performance Tools for forming the team Techniques and tools for team building Tools for maintaining and developing teams Customer relations Managing change Making the most of your time Appendices - Guidance on examination preparation Answers and debriefings Curriculum information.
Book•
10 May 1995
TL;DR: In this paper, the authors show how to improve customer relations skills inside of an organization and the resulting impact this will have on quality service for a customer or client or a client.
Abstract: This book shows how to improve customer relations skills inside of your organization and the resulting impact this will have on quality service for your customer or clients. Realistic case studies will help reader build motivation, handle irate customers, avoid complaints, streamline systems, prevent burnout, and build better communications. customer satisfaction is must reading for any organization wishing to improve its customer relations.
01 Jan 1995
TL;DR: In this article, the authors define mutual benefit as "the ability of any two or more parties to develop a relationship if there is a mutual benefit between them." Mutual benefit is not conftned only to custom er relations and is equally applicable in social relations (like marriages) and friendly relations or intellectual relations.
Abstract: Relation betw een any t-vo or more parties w ill develop only if there is mutual benefit. It is not conftned only to custom er relations. It is equally applicable in social relations (like marriages) and friendly relations or intellectual relations (like exchange of knowledge and ideas). O nly differentiating factor could be that in som e relations benefit could be in monetary terms and in some others the benefit could be in non-m onetary lerms.
01 Jan 1995
TL;DR: For example, a pharmaceutical giant might find that what works best is to have one type of structure for its brand PR and another for corporate affairs as discussed by the authors, and the difference is often just the sheer size of the organisation.
Abstract: If there was a best way to organise public relations, everybody would be doing it, but they aren’t, because there isn’t. What determines the difference is often just the sheer size of the organisation. An international pharmaceutical giant might find that what works best is to have one type of structure for its brand PR and another for corporate affairs. For the brands, public relations would simply be a sub-function of brand marketing, with the specific tasks of marketing support and customer relations.
Posted Content•
TL;DR: In this paper, the authors examine how firms use the Internet and the emerging "global infrastructures" to improve key processes and competitive capabilities, and propose that widespread diffusion of the emerging infostructure willdramatically reduce transaction costs, leading to growth in electroniccommerce and productivity while reducing the profit opportunities of inefficient firms.
Abstract: This paper examines how firms use the Internet and the emerging "globalinfostructure" to improve key processes and competitive capabilities. Itproposes the widespread diffusion of the emerging "infostructure" willdramatically reduce transaction costs, leading to growth in electroniccommerce and productivity while reducing the profit opportunities ofinefficient firms. In this wired world characterized by low transaction costsand noisy environments, firms will have to re-focus their strategies toachieve market leadership and capture mind share for competitiveadvantage. To achieve market leadership firms must seek advantage fromeconomies of scale, scope, or externalities. Alternatively they mustdifferentiate themselves through unique merchandise and innovation ordevelop specialized customer relations. To capture mind share firms mustdevelop integrated cross media marketing programs. These programs willpush products through various online or related promotions or developstrong brand identities for products. Thus this paper identifies competitiveissues in a wired world and outlines various foci for strategic responses to theabove challenges.