Journal of Marketing‚ Vol. 61‚ No. 3 (Jul.‚ 1997)‚ pp. 1-20 Published by: American Marketing Association Stable URL: http://www.jstor.org/stable/1251786 . Accessed: 12/03/2013 16:10 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service that helps scholars‚ researchers‚ and students discover‚ use‚ and build upon a wide range of content in a trusted digital
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in fact‚ create more goodwill than if things had gone smoothly in the first place. Consider how‚ Paris-based recovered from a service nightmare and won the loyalty of one group of vacationers the vacationers had nothing but trouble getting from to their A destination the flight took off six hours late made two unexpected stops‚ and circled thirty minutes before it could land. Because of all the delays and mishaps‚ the plane was en route for ten hours more than planned and ran out of food
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IT to establish a centralized customer service department to accept customer requests for maintenance during non-prime-time hours‚ for which Otis was earlier using a commercial answering service. Customers assessed the quality of the service offering based on Otis’ responsiveness to their calls‚ which also affected their perception of the Otis brand. The quality of the answering services was inconsistent and also they had no direct stake in responding to the customers’ requests as fast as possible
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Q 1. Anne leaves a rich legacy that is defined by her close connection to Xerox customers‚ her active engagement with Xerox people‚ and her steadfast commitment to the values of the company that are inherent in its culture and in her effective leadership‚? Said N.J. Nicholas‚ Jr.‚ lead independent director of Xerox’s board of directors. ?As important‚ she has worked closely with the board to ensure a seamless and well planned leadership succession. She has earned our tremendous respect and our
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studies. The specific problem addressed in this study is to examine the impact of job satisfaction on performance. It considered which theories determine job satisfaction of an employee. It also considered influence of experience‚ profession and classification of employees on level of job satisfaction and performance. And most important part of this report is‚ there any relation between this job satisfaction employee performance‚ if have than why and how it’s create. So for the support our argument
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Silo Busting: How to Execute on the Promise of Customer Focus by Lance A. Bettencourt and Anthony W. Ulwick In 2001‚ under price pressure from the government and managed health care organizations‚ GE Medical Systems (now GE Healthcare) created a unit‚ Performance Solutions‚ to sell consulting services packaged with imaging equipment as integrated solutions. These solutions‚ priced at a premium‚ were intended to enhance productivity by‚ for instance‚ reducing patient backlogs. At the time‚ lots
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why I stopped shopping there is because I was treated with disrespect now being greeted or being ignored‚ I can’t shop at a place where they ignored me and judged me because I am unable to meet their specific standard of the ideal customer. A clear example for me of this is was when I went in to Gucci and I was totally ignored and no one talked to me. I went in there with the total intention of purchasing a wallet and because I was not wearing heels and an expensive bag I was totally ignored. I will
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businesses such as banks‚ insurance companies‚ and other service providers realize the importance of Customer Relationship Management (CRM) and its potential to help them acquire new customers‚ retain existing ones and maximize their lifetime value. At this point‚ close relationship with customers will require a strong coordination between IT and marketing departments to provide a long-term retention of selected customers‚The role of Customer Relationship Management in banking sector is very
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brands mainly through the product‚ target markets (customer groups and countries)‚ store presentation and retail image. And in 2008‚ the percentage of the growth in sales compared to 2007 is 9%‚ it means that Zara has been successful by meeting the ‘risk of cannibalization’. Compare with the other competitors‚ Inditex has some advantages. For example‚ the first one is the repeat visits. An average high-street store in Spain expects customers to visit 3 times a year‚ but that figure will be up
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aimed at solving the transaction crisis and rediscovering the customers. However‚ none of these attempts to solve the transaction crisis have addressed the problem: the deep structure of the standard enterprise logic. To simplify‚ they are only focused on the problem’s symptom‚ but not their cause. According to the analysis that we mentioned on previous studies which lead us raised a question about “is the restructuring of companies from within possible to solve the transaction crisis?” Compare
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