Suchergebnisse

This comment is part of a symposium on Ekkehart Schlicht, On Custom in the Economy (1998)

Durch die Zunahme an zur Verfügung stehenden Kanälen und Arten, um diese in Anspruch zu nehmen, haben Kunden heute eine beispiellose Zahl an Interaktionsmöglichkeiten, wenn sie sich über Produkte und Dienstleistungen informieren, diese kaufen und nutzen. Indem Kunden die Diversität der Interaktionsmöglichkeiten nutzen, entstehen hochgradig individuelle Customer Journeys, was eine Reihe von theoretischen und praktischen Herausforderungen bedingt; gerade wenn man bedenkt, dass Interaktionen für die Schaffung von Wert sowohl für Kunden wie für Firmen von zentraler Bedeutung sind. Vorliegende Dissertation trägt durch vier Beiträge zu einem besseren Verständnis von Customer Journeys bei, sodass gesamthaft die Basis für die Entwicklung überlegener Kundenstrategien gelegt wird, die die Kundenerfahrungen und die Resultate für Firmen verbessern können. Nach der Einleitung, die das Customer-Journey-Konzept theoretisch fasst, dessen Relevanz darlegt und einen Überblick über die eng verwobenen Ziele der vier Artikel gibt, untersucht der erste Artikel explorativ die detaillierten Gründe für die Interaktionswahl von Kunden entlang ihrer Journeys, destilliert Determinanten für die jeweilige Entscheidung und leitet Stossrichtungen für zukünftige Forschung ab. Eine dieser Stossrichtungen ist die quantitative Analyse eines theoretisch und empirisch fundierten Segmentierungsansatzes, der sich im Rahmen des zweiten Artikels als effektiv erweist, um mit der Komplexität heutiger Customer Journeys umzugehen. Aufbauend auf den Ergebnissen der ersten beiden Artikel, werden im dritten Artikel die Determinanten für die Interaktionswahl quantitativ untersucht und mit der Kundenzufriedenheit sowie -loyalität verknüpft, um Implikationen für die Entwicklung von Kundenstrategien abzuleiten. Der vierte Artikel untersucht schliesslich, welche Relevanz die Wahlmöglichkeit zwischen Interaktionsoptionen für Kunden hat und wie viel Zahl

 I find it hard to believe I have not dedicated a post here to whining about shitty customer service, but I couldn't find such a post.  Yea! A chance to write something new!I subscribed to the web version Toronto Star to get access to their coverage of the various Canadian military controversies.  But I found that I was not reading much over there anymore.  So, I tried to cancel my subscription.  Funny how they make it easy to subscribe but very difficult to unsubscribe:there is nothing on the website to change one's account settings.  The page for managing one's account is mis-titled since I could not manage my account.  No hint of how to unsubscribe.No phone number for managing one's subscriptions on the webpage.  The only phone number is the general one.What happens when you call the general number?  I kept getting disconnected.I emailed a while back to the electronic support to ask to be cancelled and they gave me a phone number that is only staffed in the mornings.  Oh, and it is not an 800 number.  Luckily it was staffed today.So, the guy (from far, far away) on the phone first couldn't find my info as I assumed he could spell Steve... my bad.  Then he kept wanting to know how he could fix the situation other than unsubscribing.  I was losing my temper... so nope, no fix.  You make it hard to unsubscribe, that just hardens my need to unsubscribe.Then he wanted to know why I wanted to unsubscribe to fill in the boxes on his form: your paper sucks.  Sure, the coverage can be ok, but I have let this bad experience with customer disservice color my view.In between, I tried to get my credit card company to stop the automatic payment, and they refused.  They said the only option they had was to cancel the card, which is pretty damned inconvenient.  Why can't they just enter into their computers not to accept charges from a specific company?  They can enter autopayments so why can't they stop specific autopayments?  It should not be this hard. So, that is my rant du jour.  That the move to online has made things easier to sign up but not to sign out, that they resist, hoping that you give up, and that credit card companies sure make it hard to change who I am paying.Fuck. 

Intention to switch from one service provider to another, leads to switching behaviour, which results in the decrease of profits of the company. Switching behaviour helps in creating relationship between consumer and producer. In this research we study and investigate the effect of switching behaviour, customer satisfaction, habit, and utilitarian values on customer loyalty. The customer satisfaction, habit and utilitarian value were determined to be input variables, switching behaviour were determined to be intervening variables; and customer loyalty was determined to be the output variable. The model was designed to explain the factors affecting the customer loyalty. Our study based on a self-administered survey that was conducted in Bahawalpur setting. Data were collected from the randomly selected 150 Pepsi product consumers. Our study results provide a better understanding about the role played by each factor in the development customer loyalty and highlights the key role played by affective factors.

Practical and informal, this manual clearly defines Master Data Management (MDM), a set of processes and tools that consistently define and manage the nontransactional data entities of an organization. Demonstrating how to implement MDM and how to make it complement other IT solutions, this handbook proves that MDM is a fascinating and up-and-coming approach that allows organizations to run customer-centric business operations. With chapters on data governance, MDM data domains, and customer-data case studies, this reference will appeal to programmers, chief information officers, and informati