Building a Customer Service Strategy Hector Castellanos Busn-258-19281 Michial Schickedanz 1. If you were an owner or leader in this business, what could you do to help employees understand the value of excellent customer service? The organization needs to deliver a clear message from top management to bottom as to the importance of customer service. Company’s culture that sets organizational values, how business is to be done. HR training programs developed to deal with customer service
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| |Customer Relationship Management | CRM_01 Nature of Customer Relationship Management LECTURE OBJECTIVES ■ Understand relationship marketing. ■ Understand the differences between relationship marketing and transaction marketing. ■ Understand customer relationship management ■ Identify the essential concepts on customer relations
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Report Cover Page ACERA Project 2006 Round 1, Project 09 Title Stakeholder mapping for effective risk assessment and communication Author(s) / Address (es) Jane Gilmour and Ruth Beilin, University of Melbourne Material Type and Status (Internal draft, Final Technical or Project report, Manuscript, Manual, Software) Project final report Summary The aim of the report was to review and evaluate methods for stakeholder mapping. The report intended to explore applications in biosecurity risk
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how and where to market and to help the company continue building its brand image. With the right strategy, an organization can grow and gain the competitive advantage to maximize the value of the company and its brand. Ms. Helmrich discussed in her article an effective marketing strategy designed to sustain the consumer’s interest, generate qualified leads and convert an inquiry into a new sale—while making the most of the marketing strategy. The ending result enables the company to determine the
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market position and financial performance (Duncan and Mulhern 2004; Reid 2005). Given the competitive challenges facing most firms, it is vital that brand managers and their agencies identify and react to competition and growth opportunities rapidly by building and sustaining marketing capabilities strategically and linking these directly to organizational objectives (O’Cass and Weerawardena 2009). Despite much conceptual work around defining IMC and theoretical posturing about the value of IMC for brands
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helping customers reach their strategic goals by using the products, services, and expertise of the sales organization. . * Trust-based relationship selling process * Seeks to initiate, develop, and enhance long-term customer relationships by earning customer trust, focusing on customer needs, and having the salesperson play a key role in building the value received by the
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quality policy of samsol has contributed to the creation of well-organized image in the national market as reliable products. Q#1: Give 10 reasons why in your opinion Brand 1 has an effective Marketing Management Strategy and 10 reasons why in your opinion Brand 2 has an ineffective Marketing Management Strategy. Each reason should be based on a different marketing concept. (A) Pantene as a good brand. 1. Integrated marketing (4Ps) * Product. Features: Pantene has wide range
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their task efficiently and effectively. It includes ensuring availability of raw materials, determination of wages and salaries, formulation of rules & regulations etc. Therefore, we can say that good management includes both being effective and efficient. Being effective means doing the appropriate task i.e, fitting the square pegs in square holes and round pegs in round holes. Being
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results of the attack, first individually and then together, in order to determine the relationship among points attributable to bodily communication and the final score. The authors set up a situation where they took a lot of data. The information collected is helpful, but not necessarily required for my topic. Although volleyball isn’t my main focus for this research, any information on coach-athlete relationship is helpful
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Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach
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