Applications 37 (2010) 5259–5264 Contents lists available at ScienceDirect Expert Systems with Applications journal homepage: www.elsevier.com/locate/eswa Cluster analysis using data mining approach to develop CRM methodology to assess the customer loyalty Seyed Mohammad Seyed Hosseini *‚ Anahita Maleki‚ Mohammad Reza Gholamian Industrial Engineering Department‚ Iran University of Science and Technology‚ Tehran‚ Iran a r t i c l e i n f o a b s t r a c t Data mining (DM) methodology
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Qatar Rapid Growth 1 Running head: QATAR RAPID GROWTH: GOOD OR BAD? Qatar Rapid Growth: Good or Bad? Jawaher Alsayed Essay Writing II Qatar University Qatar Rapid Growth 2 Qatar Rapid Growth: Good or Bad? Who would have believed a tiny country like Qatar would develop and grow captivatingly in such quick and short period of time? During the past 10 years‚ Qatar has been working hard on making its’ way to the world. It planned on being international and going global in a very short
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Canada-Qatar Relations * Fact Sheet: HTML Version | PDF Version * (102 kb) In Qatar‚ Canada is represented by the Embassy of Canada in Kuwait. However‚ in the fall of 2011‚ Canada will be officially opening an Embassy in Doha‚ the capital of Qatar. Qatar is represented in Canada by an Embassy in Washington‚ D.C.‚ U.S.A. However‚ this situation will be changing in March 2011 since the first resident Ambassador of Qatar will be accredited to Canada. Bilateral relations: Canada is pleased to
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topic: “Operation Management is the ‘heart’ of any business and we are all operations manager. How can managers actually understand how logistics network design and operations influence customer satisfaction?”This assignment’s rationale has been towards aiming a dialectical approach to the understanding of operations and logistics management in today’s business settings. Thus‚ I have tried to extensively cover in my report all the relevant aspects of Operations and Logistics management. I have also explained
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Customer Relationship Management: IN B2C MARKETS‚ OFTEN LESS IS MORE Grahame Dowling ustomer Relationship Management (CRM) is premised on the belief that developing a relationship with customers is the best way to get them to become loyal and that loyal customers are more profitable than non-loyal customers.1 Frederick Reichheld has argued that a company can achieve significant increases in profits from only small improvements in customer retention rates. The strategy is to engineer increased
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Customer Relationship Management Healthy Pets has decided that we are in need of Customer Relationship Management (CRM) software for our growing company. Since our customer base is growing and it is hard to remember all of our customers. Healthy Pets knows that with a decent CRM product‚ we can keep all of our customer’s information in one place letting our computer handle the tasks of remembering information about our clients. CRM allows Healthy Pets to use the benefit of technology to build our
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2012 Customer Relationship Mangement Chapter 3 The Marketing Marketing Environment N.Karami 1 Learning Objectives Understand environmental actors and forces Learn how demographic and economic factors affect marketing Identify trends in the firm’s natural and technological environments Explore key changes in political and cultural environments Realize how companies react to the marketing environment 2 1 N.Karami ‚Marketing 2012 September 29‚ 2012 Customer Relationship
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Mobile customer relationship management (CRM) can make a huge difference in almost in company. Reeves has always told his sales teams that less is always more‚ so he wanted to follow his own words when he guided his entire mobile deployment (O’Brien & Marakas‚ 2011). When there are dozens of input lines that must be filled out and a plethora of extra work‚ you are asking for a major disaster. Reeves knew he needed to simplify the process and eliminate lines they did not necessarily need. They are
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INTRODUCTION British Airways is one of the fastest growing airlines in the world. It has grown by its own leadership qualities and unique culture. Bob Ayling‚ Chief Executive implemented changes in the organization without getting support from its employees. He thought a change is necessary‚ even when BA was making record profit‚ because in the long run some decision has to be made. On one side he tried to raise staff morale by reinventing training programmes and by building a hotel at Heathrow
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MANAGING CULTURAL CHANGE Talent Management British Airways (BA) was formed in 1974 by the merger of the British Overseas Airways Corp (BOAC) and the British European Airways (BEA). BA’s integration did not come without problems. By the early 1980’s BA generated debs in excess of £500m‚ staff discontent and customer dissatisfaction were common denominators across the operational equation and in 1980 the airline topped a list of airlines to be avoided
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