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"MP81-5M-68" ; "Published December, 1967, University of Missouri, Columbia"--Page 10. ; At head of title: Extension Home Economics. ; Title on page 3: Focus on the family. ; "Extension Home Economics is an integral part of the Cooperative Extension Service, sponsored through a three-way partnership of the U.S. Department of Agriculture, the State landgrant universities, and local governments. Specially trained extension home economists work with families in familiar neighborhood surroundings, helping them understand and cope with family and community concerns. This publication was prepared by the Home Economics Sub-Committee and ECOP (Extension Committee on Organization and Policy), National Association of State Universities and LandGrant Colleges. It outlines areas of concern to our nation and tells how Extension home economists can help families and communities deal with them."--Page 2.

Significant efforts in identification and management of transportation assets ranging from the infrastructure to the effect of transportation on society are under way to improve quality service delivery. The challenge for Highway Transportation Asset Management (HTAM) is to identify which areas of transportation the public would like to receive prompt investment and attention. This article studies a recently improved two-lane highway corridor in rural Illinois to determine how well highway transportation asset management (HTAM) are meeting stakeholder needs. Only by knowing what the customers consider an asset and what influences the performance measure of that asset can HTAM actually be customer focused. Customer focus (CF) has historically not been the goal, particularly for highways that already exist. The results of this preparatory study provide recommendations to help transportation agencies develop programs and service delivery to improve the effectiveness in meeting the needs and goals of customers.

"Strong customer-focused companies have a clear, relevant promise which they obsessively deliver day-in, day-out. At the same time, they relentlessly drive the market by evolving the offer in the face of market developments and opportunities. Because they meet customer needs better than the competition, again and again, they are able to generate sustainable, profitable, market-leading organic growth. The problem the book addresses is how to achieve this. The authors identify five key steps using their framework for success: Offer a clear, relevant customer promise Build customer trust by reliably delivering that promise Continuously improve the promise, while still reliably delivering it Drive the market by innovating beyond the familiar Support all this with an open organization that promotes frank discussion based on clear facts and market feedback. Above all the book runs counter to the fashionable claim that the starting-point for business success should be to find a 'blue-sky', 'out-of-the-box' breakthrough innovation. Barwise and Meehan use many compelling cases to illustrate how managers can find ways within their existing network and organization to achieve long term growth."--

The 1990s has been a boom period of enterprise systems (ES). Many organizations have experienced the technical, integration and business process re-engineering benefits of implementing ES. As of today, a number of ES have been developed, namely customer relationship management systems (CRM) and enterprise resource planning (ERP) systems. In particular, CRM systems have gained significant interest, both in the industry as well as in the academic area, in the recent years. The understanding of the customer's perspective would help to define the CRM systems to better cater to the customers' needs in achieving their loyalty and satisfaction. With a better understanding from the point of the customers, management would be able to plot their directions in their CRM endeavour. Therefore, this research intends to look at CRM systems from the perspective of the customer through the conduct of focus group discussion.

AbstractPrevious studies have found relationships between variables that predict happiness and engagement. While this suggests that engagement is a basis for generating customer happiness, the literature does not provide sufficient confirmatory evidence. Thus, the effects of different engagement intensities remain unclear. Focusing on conditions related to the Starbucks brand, this study analyzed how (1) passive and active engagement impacted customer happiness and (2) happiness impacted word of mouth (WOM) and purchase intention. Data were collected through an online survey among 802 Peruvian customers, all of whom were recruited via non‐probabilistic sampling. Because two exogenous variables were considered formative (i.e., customer engagement and customer happiness), a partial least‐squares structural equation model (PLS‐SEM) was used for the analysis. In sum, engagement (both passive and active) significantly and positively impacted customer happiness, which then positively impacted WOM and purchase intention. Given that engagement is associated with variables that are broadly related to happiness, this study makes new contributions by (i) clarifying how customer engagement can generate customer happiness, (ii) identifying differences between active and passive engagement, and (iii) adding evidence for use in the debate on the purpose of marketing and traditional practices such as engagement. As discussed in the paper, these findings have theoretical and practical implications for brand managers.