14 3. CRM initiatives at SBI 16 CRM and SBI Life 16 4. CRM initiatives at HDFC Bank 19 About HDFC bank 19 Challenges 20 CRM solutions 20 Results 21 VbV facility for HDFC customers 21 Offers 21 RAP computer telephony integration 22 5. Research Methodology 23 Objective 23 Methodology 23 Demographics of sample 23 Data Analysis 24 Qualitative Analysis
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situations trust or do not trust each other? 2. Besides trust, are there any other aspects of the business relationship between the buyer and the seller that make their relationship stronger or weaker? 3. What common themes can be identified in all four situations as reasons for either the existence or absence of trust between the parties? 4. Does trust exist in a customer-supplier relationship? 5. What do you think Riyaz should do about the UAE ink supplier? JC Decaux 1. Identify and discuss
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CUSTOMERS The One Number You Need to Grow by Frederick F. Reichheld FROM THE DECEMBER 2003 ISSUE T he CEOs in the room knew all about the power of loyalty. They had already transformed their companies into industry leaders, largely by building intensely loyal relationships with customers and employees. Now the chief executives—from Vanguard, Chick-fil-A, State Farm, and a half-dozen other leading companies—had gathered at a daylong forum to swap insights that would help them further enhance their
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outlasting the company’s products and facilities. Brands are powerful assets that must be carefully developed and managed. Here are some key strategies for building and managing brands. Brand Equity: Brand equity is the differential effect that knowing the brand name has on customer response to the product and its marketing. It’s a measure of the brand’s ability to capture consumer preference and loyalty. A brand has positive brand equity when consumers react more favorably to it than to
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Lecture 8: Managing people for service advantage Review questions 1 What are the factors that make frontline work stressful and difficult? Explain some ways a business could manage these difficulties for their employees to achieve better customer service and satisfaction. Boundary spanning Sources of conflict (i.e. person–role conflict; Organisation–client conflict; Inter-client conflict Emotional labour 2 What are the key barriers for firms to break the cycle of failure
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Inc. Synopsis In June 1997, Jim Piraino, VP of marketing for WESCO Distribution, Inc., is preparing for a yearly review meeting with WESCO CEO Roy Haley. Haley wants the firm to reach annual growth goals of 6% to 8% in revenues and 12% to 16% in profitability over the next five years. The centerpiece of this growth strategy is the National Accounts program, which WESCO has developed to serve its major industrial customers in response to recent changes they have made to their business
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nonfinancial measures alone insufficient for managing relationships with customers? Although nonfinancial measures like customer satisfaction and loyalty scores are highly valuable, the organization must take in consideration the financial measures to improve customer performance. An excessive attention on the nonfinancial measures can lead to deteriorating financial performance. A company is considered successful when is able to create value product for customers, achieve competitive advantage, and earn
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-------------------------------------------------------------------------- Abstract: Customer expectations play a crucial role in shaping satisfaction evaluation. The expectations are formed through past experiences, brand image, word of mouth, advertising or promotions. Customer expectations need to be thoroughly explored by the management for several reasons, it gives them accurate picture of the customer wants, and how the expectations are formed, how the company can influence or manage the
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Measuring Customer Satisfaction at Liberty Mutual Introduction All High Performance organizations know the importance of managing customer relationships. There are many tools and techniques used to anticipate customer needs and expectations. Since in the end there is no profitable business without a satisfied customer. The following report will discuss the Baldrige National Quality Program (BNQP) criteria category 3. This category of BNQP specifically examines the organizations customer
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Introduction P.3 II. Background and Business nature of the company P.3 III. Brand and marketing mix strategies P.4 IV. Marketing initiatives in establishing, growing and retaining the client relationship P.8 V. Recommendations to enhance brand loyalty and repeated purchases from existing clients P.11 VI. References P.14 I. Introduction Recently, many organizations are improving marketing strategies to meet customers’ expectation in the keen competitive business environment. They are not only
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