Suchergebnisse

Testimony issued by the General Accounting Office with an abstract that begins "GAO reviewed the Customs Service's acquisition and deployment of radiation detection equipment and assistance provided by the United States to foreign countries to combat nuclear smuggling. GAO found that observations concerning the acquisition of radiation detection equipment have not changed. The Customs Service's primary radiation detection equipment--radiation pagers--have certain limitations and may be inappropriate for the task. Further, there is still no comprehensive plan in place for installing and using radiation detection equipment at all U.S. border crossings and ports of entry. Regarding U.S. efforts to help other countries combat smuggling, a number of U.S. agencies, including Customs, have provided assistance to foreign countries--mostly in the former Soviet Union and Central and Eastern Europe. The agencies have provided a range of assistance including radiation detection equipment and training as well as other equipment and training to generally improve countries' ability to interdict nuclear smuggling."

This research analyzes the strategic use of targeted promotions for customer retention and acquisition in a dynamic and competitive environment. The normative analysis shows that a firm's optimal targeting strategies, both offensive and defensive, depend on its actual market share, the relevant redemption rate of its targeted promotions, customer profitability, and the effectiveness of its targeted promotions. These strategies have the attractive feature of being an adaptive control rule. A firm can operationalize these strategies by adjusting its planned promotional incentives on the basis of the observed differences between actual and planned market shares and between actual and planned redemption rates. In the long run, a focus on customer retention is not an optimal strategy for all firms.

Since 2000, customer management (CM) research has evolved and has had a significant impact on the marketing discipline. In an increasingly networked society where customers can interact easily with other customers and firms through social networks and other new media, the authors propose that customer engagement is an important new development in CM. Customer engagement is considered as a behavioral manifestation toward the brand or firm that goes beyond transactions. The authors propose a conceptual model of the antecedents, impediments, and firm consequences of customer engagement and relate this model to seven articles appearing in the special issue on customer engagement.