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Journal articles on the topic 'Customer-oriented management'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Asadli, Nijat I. "ECOSYSTEM DEVELOPMENT OF CUSTOMER-ORIENTED MANAGEMENT." Scientific Review. Series 1. Economics and Law, no. 4 (2020): 59–68. http://dx.doi.org/10.26653/2076-4650-2020-4-05.

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The digital age is beginning to transform itself and offer new ways of organizing value creation. For an ordinary consumer, these processes were characterized by closer attention and already indisputable inclusion of the consumer in many enterprise management processes, including, among other things, strategic decisions. As a result, new consumer-driven value creation processes lead from value chains to digital ecosystems. Industrial giants are giving way to a new type of enterprise, such as Apple and Alibaba, that rely on the power of their digital ecosystems to achieve market dominance. Without understanding what digital ecosystems are and how they function, it is impossible to create modern customer-centric management. Many new smaller companies emerging in current markets are interested in how organizations other than these giants can play with the ecosystem paradigm. The motivation for creating the framework presented in this article, and the research behind it, is to foster a better understanding of the concept of digital ecosystems.

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2

Vanderhorst-Silverio, J. A. "A Dominican strategy: customer-oriented risk management." IEEE Power and Energy Magazine 4, no. 3 (May 2006): 16–20. http://dx.doi.org/10.1109/mpae.2006.1632446.

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Anne Skaates, Maria, and Veikko Seppänen. "Market‐oriented resource management in customer relationships." Qualitative Market Research: An International Journal 8, no. 1 (March 2005): 77–96. http://dx.doi.org/10.1108/13522750510575453.

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4

Zedtwitz, Maximilian von, and Oliver Gassmann. "Managing customer oriented research." International Journal of Technology Management 24, no. 2/3 (2002): 165. http://dx.doi.org/10.1504/ijtm.2002.003050.

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Wu, Cheng-Ru, Hui-Yin Tsai, Chia-Chun Liao, and Chiu-Chin Chen. "Developing a Customer-Oriented Model for Medical Tourism Alliance Management of Taiwanese Hospitals." Journal of Advances in Computer Networks 2, no. 2 (2014): 155–58. http://dx.doi.org/10.7763/jacn.2014.v2.102.

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Huber, Frank, Andreas Herrmann, and Robert E. Morgan. "Gaining competitive advantage through customer value oriented management." Journal of Consumer Marketing 18, no. 1 (February 2001): 41–53. http://dx.doi.org/10.1108/07363760110365796.

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Morariu, Cristina, Octavian Morariu, and Theodor Borangiu. "Customer Order Management in Service Oriented Holonic Manufacturing." IFAC Proceedings Volumes 45, no. 6 (May 2012): 697–703. http://dx.doi.org/10.3182/20120523-3-ro-2023.00267.

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Brunner, Marcu, Giorgio Nunzi, Thomas Dietz, and Isoyama Kazuhiko. "Customer-oriented GMPLS service management and resilience differentiation." IEEE Transactions on Network and Service Management 1, no. 2 (December 2004): 92–102. http://dx.doi.org/10.1109/tnsm.2004.4798294.

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Hertz, Susanne, Johny K. Johansson, and Flip de Jager. "Customer‐oriented cost cutting: process management at Volvo." Supply Chain Management: An International Journal 6, no. 3 (August 2001): 128–42. http://dx.doi.org/10.1108/13598540110399174.

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Morariu, Cristina, Octavian Morariu, and Theodor Borangiu. "Customer order management in service oriented holonic manufacturing." Computers in Industry 64, no. 8 (October 2013): 1061–72. http://dx.doi.org/10.1016/j.compind.2013.07.007.

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Wang, Mei-Ling. "Learning climate and customer-oriented behaviors: the mediation of customer knowledge." Journal of Managerial Psychology 30, no. 8 (November 9, 2015): 955–69. http://dx.doi.org/10.1108/jmp-09-2013-0310.

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Purpose – The purpose of this paper is to evaluate the effect of learning climate on customer-oriented behaviors by incorporating salespeople’s customer knowledge in the banks. It also explores the mediating role of customer knowledge between learning climate and customer-oriented behaviors. Design/methodology/approach – A conceptual two-level model that links learning climate to customer-oriented behaviors was developed and tested using data collected from salespeople and customers in banks in Taiwan. Data from 444 customers involving 92 salespeople was collected via a questionnaire and analyzed using hierarchical linear modeling. Findings – The results show that learning climate encourages salespeople to develop customer knowledge and customer-oriented behaviors, and that salespeople’s customer knowledge positively influences customer-oriented behaviors. This study also provides empirical support for the hypotheses that learning climate helps salespeople increase customer-oriented behaviors through improving salespeople’s customer knowledge. Research limitations/implications – The findings highlight the importance of enhancing learning climate and customer knowledge to enable banks to improve salespeople’s customer-oriented behaviors. This research also points to customer knowledge as mediating mechanisms that can explain the association between learning climate and customer-oriented behaviors in the sales context. Originality/value – By integrating knowledge management with organizational learning research, this study evaluates the effect of learning climate on salespeople’s customer-oriented behaviors by incorporating their customer knowledge. In addition, the present study points to salespeople’s customer knowledge as one of several mediating mechanisms that explains the association between learning climate and customer-oriented behaviors.

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Hartline, Michael D., James G. Maxham, and Daryl O. McKee. "Corridors of Influence in the Dissemination of Customer-Oriented Strategy to Customer Contact Service Employees." Journal of Marketing 64, no. 2 (April 2000): 35–50. http://dx.doi.org/10.1509/jmkg.64.2.35.18001.

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It is widely held that a customer-oriented firm is more likely to deliver exceptional service quality and create satisfied customers. However, little research has addressed the question of how the orientation can be disseminated among employees throughout the firm. This dissemination is especially important in service firms in which frontline, customer contact employees are responsible for translating a customer-oriented strategy into quality service. The authors propose a structural model that explains how service firms can disseminate their customer-oriented strategy by aligning the strategy with specific management- and employee-initiated control mechanisms (i.e., formalization, empowerment, behavior-based employee evaluation, and work group socialization) that lead to increased commitment and shared values on the part of customer contact employees. The findings indicate that there are three “corridors of influence” between customer-oriented strategy and shared employee values. The dominant corridor, which focuses on dual (management- and employee-initiated) control, emphasizes the importance of work group socialization and organizational commitment in the dissemination of customer-oriented strategy. A secondary corridor focuses on two management-initiated control mechanisms: formalization and behavior-based evaluation. The final corridor, which focuses on the empowerment of customer contact employees, has a more limited impact than originally hypothesized. The authors discuss implications for the implementation of customer-oriented strategy and the management of customer contact employees, along with several directions for further research.

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Mukerjee, Kaushik. "Customer‐oriented organizations: a framework for innovation." Journal of Business Strategy 34, no. 3 (May 10, 2013): 49–56. http://dx.doi.org/10.1108/jbs-jun-2012-0013.

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Zhang, Wusheng. "A Systematic Knowledge Management Approach Using Object-Oriented Theory in Customer Complaint Management." Information Management and Business Review 1, no. 1 (November 15, 2010): 1–10. http://dx.doi.org/10.22610/imbr.v1i1.866.

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Research into the effectiveness of customer complaint management has attracted researchers, yet there has been little discussion on customer complaint management in the context of systematic knowledge management approach particularly in the domain of hotel industry. This paper aims to address such gap through the application of object-oriented theory for which the notation of unified modelling language has been adopted for the representation of the concepts, objects, relationships and vocabularies in the domain. The paper used data from forty seven hotel management staff and academics in hospitality management to investigate lessons learned and best practices in customer complaint management and knowledge management. By providing insights into the potential of a knowledge management approach using object oriented theory, this study advances our understanding on how a knowledge management approach can systematically support the management of hotel customer complaints.

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Rahman, Zillur. "Developing customer oriented service: a case study." Managing Service Quality: An International Journal 14, no. 5 (October 2004): 426–35. http://dx.doi.org/10.1108/09604520410558029.

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Fornasiero, Rosanna, and Emanuele Carpanzano. "Advances in customer-oriented manufacturing and value chain management." International Journal of Computer Integrated Manufacturing 30, no. 7 (April 26, 2017): 677–79. http://dx.doi.org/10.1080/0951192x.2017.1314016.

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Flohr Nielsen, Jørn, Per Nikolaj D. Bukh, and Niels Peter Mols. "Barriers to customer‐oriented management accounting in financial services." International Journal of Service Industry Management 11, no. 3 (August 2000): 269–86. http://dx.doi.org/10.1108/09564230010340779.

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Becker, Larissa, Elina Jaakkola, and Aino Halinen. "Toward a goal-oriented view of customer journeys." Journal of Service Management 31, no. 4 (July 6, 2020): 767–90. http://dx.doi.org/10.1108/josm-11-2019-0329.

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PurposeCustomer experience research predominantly anchors the customer journey on a specific offering, implying an inherently firm-centric perspective. Attending calls for a more customer-centric approach, this study aims to develop a goal-oriented view of customer journeys.Design/methodology/approachThis study interprets the results of a phenomenological study of a transformative journey toward a sober life with the self-regulation model of behavior to advance understanding of customer journeys.FindingsThe consumer's journey toward a higher-order goal encompasses various customer journeys toward subordinate goals, through which consumers engage in iterative cognitive and behavioral processes to adjust or maintain their experienced situation vis-à-vis the goal. Experiences drive behavior toward the goal. It follows that negative experiences may contribute to goal attainment.Research limitations/implicationsThis study highlights the importance of looking at the consumers' higher-order goals to obtain a more holistic understanding of the customer journey.Practical implicationsCompanies and organizations should extend their view beyond the immediate goals of their customers to identify relevant touchpoints and other customer journeys that affect the customer experience.Originality/valueThis study proposes conceptualization of the customer journey, comprising goal-oriented processes at different hierarchical levels, and it demonstrates how positive and negative customer experiences spur behaviors toward the higher-order consumer goal. This conceptualization enables a more customer-centric perspective on journeys.

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Luu, Tuan, Le Viet, Eryadi Masli, and Diana Rajendran. "Corporate social responsibility, ambidextrous leadership, and service excellence." Marketing Intelligence & Planning 37, no. 5 (August 5, 2019): 580–94. http://dx.doi.org/10.1108/mip-05-2018-0157.

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Purpose The purpose of this paper is to delve into the interactive effects of corporate social responsibility (CSR) and ambidextrous leadership on customer-oriented organizational citizenship behavior (customer-oriented OCB) and service recovery performance among tourism industry workers. Design/methodology/approach The authors collected data from participants working in tour companies based in Ho Chi Minh City, Vietnam. The associations among the constructs in the research model were tested through multilevel structural equation modeling. Findings Data analysis supported the positive links between CSR and customer-oriented OCB and service recovery performance. Customer-oriented job-crafting emerged as a mediator for such relationships. Ambidextrous leadership played a moderating role to attenuate the positive impacts of CSR on customer-oriented job crafting, customer-oriented OCB and service recovery performance. Originality/value The study extends the tourism management literature by linking CSR to customer-oriented OCB and service recovery performance among tourism employees via customer-oriented job crafting as a mediator and ambidextrous leadership as a moderator.

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Li, Ming. "Customer Relationship management and knowledge Management enhancing on innovation Competence: Case Study." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 10, no. 1 (June 25, 2014): 1784–800. http://dx.doi.org/10.24297/ijmit.v10i1.652.

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Customer Relationship management (CRM) oriented knowledge management focus on customer knowledge more valuable to the company. The integration of customer relationship management and knowledge management concepts on process level are beneficial for both management approaches. Therefore, the aim of this paper is to examine and elaborate the linking between knowledge management process and customer relationship management to create a customer knowledge management (CKM) model. We need a CKM outputs impacting on business innovation. Under the objective, we studied literatures about CKM. We results are CKM process, CKM competence, CKM outputs. We have 12 ways of innovation competence and their corresponding CKM outputs. The implication of Knowledge innovation of Taiwan Semiconductor Manufacturing Companys experience is presented.

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Korhonen-Sande, Silja, and Jon Bingen Sande. "Improving customer knowledge transfer in industrial firms: how does previous work experience influence the effect of reward systems?" Journal of Business & Industrial Marketing 31, no. 2 (March 7, 2016): 232–46. http://dx.doi.org/10.1108/jbim-03-2014-0048.

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Purpose – This paper aims to improve customer knowledge management practices in industrial firms by examining the role of knowledge integration mechanisms (KIMs) and customer-oriented reward systems in non-marketing managers’ use of customer information. Design/methodology/approach – Cross-sectional survey data were collected from 221 R & D and manufacturing managers from large, Finnish industrial companies. Ordinary least squares regression with bootstrap procedures was used to test the hypotheses. Findings – The use of KIMs mediates the positive effect of customer-oriented reward systems on non-marketing managers’ use of customer information. However, non-marketing managers’ previous work experience in sales and marketing negatively moderates the effect of customer-oriented reward systems on the use of customer information. The use of knowledge integration systems mediates this moderation effect. Research limitations/implications – This paper provides empirical evidence concerning the antecedents of successful customer knowledge transfer from sales and marketing to R & D and manufacturing. The findings imply that non-marketing managers with T-shaped skills (previous work experience also in sales and marketing) are unlikely to increase their use of KIMs if they are exposed to customer-oriented reward systems. Hence, broadening employees’ knowledge base substitutes for using customer-oriented reward systems as a tool for improving customer information use. Originality/value – Building on the research on customer knowledge management, marketing’s cross-functional relationships and the motivation for knowledge transfer, this paper increases our understanding of how to develop organizational support for customer knowledge transfer. The authors consider both the impact of reward systems and their interaction with employees’ knowledge and skills.

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Sajjanit, Chonlada, and Nopadol Rompho. "Measuring customer-oriented product returns service performance." International Journal of Logistics Management 30, no. 3 (August 12, 2019): 772–96. http://dx.doi.org/10.1108/ijlm-06-2018-0157.

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Purpose The purpose of this paper is to conceptualise customer-oriented product returns service (COPRS) performance, and develop and validate its measure. Design/methodology/approach This study uses qualitative consumer interviews and a quantitative survey to conceptualise, operationalise and validate the measure of COPRS performance. Findings The findings indicate 12 components with 46 measurable items for COPRS performance, including assurance, compensation, convenience, empathy, employee empowerment, explanation, feedback, information availability, reliability, responsiveness, tangibles and timeliness. Research limitations/implications The measure could facilitate future empirical studies in the product returns service area. Future research could apply the COPRS performance measure across industries or in different settings such as cross-cultural or other retailing contexts. Practical implications Managers could evaluate their existing returns service performance in different key aspects based on the COPRS performance metrics and then improve their returns offerings accordingly. It also alerts practitioners to pay more attention to functional integration in designing returns service strategies to enhance customer satisfaction. Originality/value The study is one of the first to develop a new measure that substantiates the notion of an integrated marketing and reverse logistics interface, which is an underrepresented body of knowledge in the marketing and operations management disciplines.

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Jammernegg, Werner, and Peter Kischka. "Dynamic, customer-oriented improvement of supply networks." European Journal of Operational Research 167, no. 2 (December 2005): 413–26. http://dx.doi.org/10.1016/j.ejor.2004.04.024.

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Asamoah, David, Benjamin Agyei-Owusu, and Elizabeth Ashun. "Social network relationship, supply chain resilience and customer-oriented performance of small and medium enterprises in a developing economy." Benchmarking: An International Journal 27, no. 5 (April 11, 2020): 1793–813. http://dx.doi.org/10.1108/bij-08-2019-0374.

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PurposeWhile the concept of supply chain resilience has received lots of scholarly and policy interest over the past few years, empirical research examining its sources and outcomes remains inadequate, particularly, in the context of small and medium enterprises (SMEs). Grounded in the resource-based view and social capital frameworks, the study examines the relationship between social network relationship, supply chain resilience and customer oriented performance.Design/methodology/approachThe study develops and empirically tests a research model that proposes social network relationships and customer-oriented performance as the antecedent and outcome respectively of supply chain resilience. Data was obtained from a survey of 110 SMEs in Ghana.FindingsThe findings of the study suggest that a firm's external and internal social networks can be leveraged to enhance its supply chain resilience and customer-oriented performance. Supply chain resilience was also found to enhance customer-oriented performance. Additionally, supply chain resilience was found to significantly mediate the effect of social network relationships on customer-oriented performance.Originality/valueThis is the first study that empirically explores and establishes the relationship between social network relationships, supply chain resilience and customer-oriented performance to the best of the authors’ knowledge.

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Slater, Stanley F., and John C. Narver. "Market-oriented is more than being customer-led." Strategic Management Journal 20, no. 12 (November 25, 1999): 1165–68. http://dx.doi.org/10.1002/(sici)1097-0266(199912)20:12<1165::aid-smj73>3.0.co;2-#.

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Yang, Ziwei. "Analysis of Customer-Oriented Information for Tourism Enterprises Under the Social Media Environment." Entrepreneurship Research Journal 11, no. 2 (February 22, 2021): 25–45. http://dx.doi.org/10.1515/erj-2020-0279.

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Abstract Social media is a virtual community or network platform that the public uses to achieve self-creation and it’s sharing with others; under the social media environment, self-media channels become more abundant, and the autonomy and originality of content dissemination are also continuously enhanced. When tourism enterprises face increasing market competition, personalized and targeted promotional programs will, to a certain extent, have a certain appeal to competitors’ potential customer groups, thereby providing tourism enterprise customers with relevant benefits for oriental information, and also serving as an important way for companies to develop new customers. Based on the summary and analysis of previous literature works, this paper expounded the research status and significance of social media environment, elaborated the development background, current status and future challenges of customer-oriented information analysis for tourism enterprises, introduced the methods and principles of customer’s transfer value and life cycle and social media environment’s cognitive composition, proposed a sentiment model of tourist-oriented information analysis under the social media environment, and analysed the management strategy and scheduling platform of customer-oriented information, constructed an analysis system of customer-oriented information in social media environment, performed the reliability, validity, transfer and perception value analysis of customer-oriented information and finally conducted case simulation and its result analysis. The study results of this paper provide a reference for further researches on the customer-oriented information analysis for tourism enterprises under the social media environment.

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Kiffin-Petersen, Sandra A., and Geoffrey N. Soutar. "Service employees’ personality, customer orientation and customer incivility." International Journal of Quality and Service Sciences 12, no. 3 (January 2, 2020): 281–96. http://dx.doi.org/10.1108/ijqss-12-2018-0104.

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Purpose The purpose of this study is to examine the mediating role customer orientation plays in the relationship between service employees’ personality and their perceived experiences of customer incivility. Design/methodology/approach Service workers from a variety of industries were recruited from an online panel service and asked to complete a self-report on-line questionnaire (n = 253). PLS structural equation modeling was used to test the research hypotheses. Findings Service employees who are high in agreeableness and core self-evaluations are more customer-oriented and, as a result, report fewer customer incivility experiences. Disagreeable and neurotic service employees are more likely to be selling-orientated, but this was unrelated to customer incivility. Research limitations/implications The results are limited because all data are self-report. However, the findings suggest that personality and customer orientation influence employees’ customer incivility experiences. Originality/value Service jobs can be stressful, in part, because employees have to deal with rude and abusive customers. However, little is known about the antecedents to customer incivility from the perspective of the service provider. The present study bridges this gap and provides an understanding of the mechanisms by which targeted employees’ personality characteristics and customer-oriented behaviors influence their experiences of customer incivility. The results suggest two possible pathways to reduce employees’ customer incivility experiences including selection and training activities to develop a high core self-evaluation and more customer-oriented behaviors.

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Kantorová, Kateřina, and Pavel Bachmann. "Social Customer Relationship Management and Organizational Characteristics." Information 9, no. 12 (December 2, 2018): 306. http://dx.doi.org/10.3390/info9120306.

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Social customer relationship management (SCRM) is a new philosophy influencing the relationship between customer and organization where the customer gets the opportunity to control the relationship through social media. This paper aims to identify (a) the current level of SCRM and (b) the influence of basic organizational characteristics on the SCRM level. The data were gathered through a questionnaire distributed to 362 organizations headquartered in the Czech Republic. The questionnaire comprised 54 questions focusing on the significance of marketing and CRM practices, establishing a relationship with the customer, online communities, the use of social media in marketing, and acquiring and managing information. Scalable questions with a typical five-level Likert scale were applied in the questionnaire. The results show that larger firms more often set up their own online communities and manage them strategically; moreover, they are able to manage information better. Contrariwise, small-sized organizations use social networks as a way to establish communication with the customer more than large-sized entities. The use of social media for marketing purposes is significantly higher in organizations oriented to consumer markets than in those oriented to business markets.

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Hwang, Ming-Hon, and Hsin Rau. "Establishment of a customer-oriented model for demand chain management." Human Systems Management 26, no. 1 (March 20, 2007): 23–33. http://dx.doi.org/10.3233/hsm-2007-26103.

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This study attempts to solve problems encountered in traditional supply chain design, including: products not being designed or manufactured according to customer needs; low profit or over-crowded competitors in the chosen target market, and conflicts between the objectives for each member of the supply chain. Moreover, this study recommends a model for calculating the objectives for the overall demand chain and for each member. This model maximizes the overall demand chain performance by satisfying customer needs. It not only gives demand chain members for value adding direction, but also monitors the members during execution. The proposed model provides immediate corrective action if any members of the demand chain deviate from the objectives.

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Valenzuela-Fernández, Leslier M., Francisco-Javier Arroyo-Cañada, and Francisco Javier Villegas Pinuer. "How would the managementof human behavior variables influence customer-oriented management?" Kybernetes 49, no. 3 (May 30, 2019): 797–818. http://dx.doi.org/10.1108/k-07-2018-0376.

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Purpose Salesperson’s actions are critical in helping the firm develop customer value orientation and long-term relationship with profitable customers to achieve sustainable sales growth and profitability over time. The purpose of this paper is to examine the salespeople and service executives’ perceptions about the relevance of some human resource management variables and employees’ attitudes as key factors to develop a company’s customer value orientation. The authors tested whether the perceptions of role ambiguity, incentives policy and provided training (PT) had an impact on job involvement (JI), job satisfaction (JS), and consequently, on customer value orientation. Design/methodology/approach Research design was nested with data from 327 executives from medium and upper positions in Chilean companies. Findings The results show that while the perception of role ambiguity had an indirect negative impact on customer value orientation through JI, perception of PT level had a direct impact over and above the other variables. Research limitations/implications JS and JI are attitudinal variables, which companies try to encourage in their employees through different human resources, practices. Incentives and training are ways to develop favorable employees’ attitudes and improve their customer value orientation. With the research, companies could invest their resources in better and more effective practices to generate favorable attitudes toward customer value orientation. Originality/value Through structural equation modeling, the model shows the relevance in the perception of sales executives about the relationship of employees’ JI and customer value orientation. This commands to open the view of the customer value orientation management to include other attitudinal variables as JI.

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Jensen, Barbara, Fatima Annan-Diab, and Nina Seppala. "Exploring perceptions of customer value." European Business Review 30, no. 3 (May 14, 2018): 246–71. http://dx.doi.org/10.1108/ebr-09-2015-0104.

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PurposeThe purpose of this paper is to develop a framework that describes and explains how corporate social responsibility (CSR) initiatives are perceived by customers and links customer perception to the notion of customer value perception. To explore customer value conception firstly, the perception of CSR initiatives is investigated; secondly, indications for the value-enhancing effects of CSR initiatives are studied, and finally, the varying effects which different value categories can have on customer attitudes and behaviour are extracted.Design/methodology/approachThe data consists of 12 semi-structured interviews with customers of European telecommunication companies.FindingsThe results suggest that CSR initiatives, when communicated efficiently and considered as relevant by customers, will enhance two customer value categories: the extrinsic self-oriented value defined as efficiency and excellence and the intrinsic other-oriented value pertaining to ethics or spirituality. Enhancement of extrinsic self-oriented value imbeds the potential of CSR initiatives to affect customers’ purchase behaviour and thus strengthen ethical consumerism within the telecommunications industry.Research limitations/implicationsThe main implication for research is a better understanding of the relationship between customer perception and customer value perception in the field of ethical consumerism. Focussing on one industry for the study can be named as a limitation.Practical implicationsAs indicated by the research, results by customers prioritised CSR initiative can affect the customer value perception, mainly the extrinsic/self-oriented value. If the company is aiming to change customer behaviour and to strengthen ethical consumerism, it is important that the customer experience of CSR initiatives improve excellence (quality) and/or efficiency of the product/service.Originality/valueThis paper fulfils an identified need of research on how CSR initiatives can influence consumer behaviour.

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Tamura, Takayoshi, and Seiichi Fujita. "Designing customer oriented production planning system (COPPS)." International Journal of Production Economics 41, no. 1-3 (October 1995): 377–85. http://dx.doi.org/10.1016/0925-5273(95)00042-9.

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Amiri, Ali. "Customer-oriented catalog segmentation: Effective solution approaches." Decision Support Systems 42, no. 3 (December 2006): 1860–71. http://dx.doi.org/10.1016/j.dss.2006.04.010.

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Wittmann, Jürgen. "Customer-oriented optimization of the airplane boarding process." Journal of Air Transport Management 76 (May 2019): 31–39. http://dx.doi.org/10.1016/j.jairtraman.2019.02.002.

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Nelly, Nelly, Hudiarto Hudiarto, and Rangga Yudhika. "PERANCANGAN E-CUSTOMER RELATIONSHIP MANAGEMENT PADA PT STARSINDO LOGISTICS." CommIT (Communication and Information Technology) Journal 3, no. 2 (October 31, 2009): 89. http://dx.doi.org/10.21512/commit.v3i2.522.

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PT Starsindo Logistics is a company engaged in the field of freight forwarder. The company problem faced today is providing information to customers that are less precise and quick, especially on the customer’s order status information. This problem starts from the time of departure until time EMKL truck dock container freight customers enter the process. Therefore, it is necessary to use electronic Customer Service applications-Customer Relationship Management as it can make it easier to manage and control the flow of information about the status of customer orders. The research method is to follow the rules that exist in the Object Oriented Analysis and Design which has been introduced by Mathiassen. Through the website, the public is expected to easily access all information about the company and vessel schedules. Customers can also access information on schedule orders, tracking order status and transaction history that has been done. With the web-based Customer Service applications, it is expected to help companies build better relationships with customers.Keywords: e-customer relationship management, freight forwarding, object-oriented analysis and design

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Alamsyah, Nur. "CUSTOMER RELATIONSHIP MANAGEMENT (CRM) UNTUK PRODUK APLIKASI HOTELMU BERBASIS WEBSITE." NUANSA INFORMATIKA 14, no. 1 (January 16, 2020): 56. http://dx.doi.org/10.25134/nuansa.v14i1.2472.

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This research aims to build information systems Customer Relationship Management for the Hotelmu Products in managing customers data, proposals data, contracts data and invoicing data. Information systems and Customer Relationship Management are also expected to facilitate the Hotelmu customers� application to convey complaints, suggestions and criticism. This information system will be designed and built with the Prototype process models and methods of object oriented development. To describe the results of analysis by Object Oriented approach to these compilers uses Unified Modeling Language (UML), among others, Use Case diagrams, Activity diagrams, Sequence Diagrams, and Class diagrams. Then it will be built with CodeIgniter programming language and MySQL as database. Information system Customer Relationship Management (CRM), is expected to ease the controlling all Hotelmu clients effectively and efficiently. So the recapitulation process of client data, making proposals, contracts, and invoices use a special application, and the data stored in the database safely and it can be searched at any time by efficiently.�Keywords : CRM, Hotelmu, Object Oriented, Prototype

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Mostafa, Ahmed Mohammed Sayed. "Transformational leadership and restaurant employees customer-oriented behaviours." International Journal of Contemporary Hospitality Management 31, no. 3 (March 18, 2019): 1166–82. http://dx.doi.org/10.1108/ijchm-02-2018-0123.

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PurposeThis study aims to propose and test a sequential mediation model in which transformational leadership engenders organizational social capital (OSC), which, in turn, enhances customer-oriented behaviours through work engagement.Design methodology approachThe study’s model was tested using a sample of 229 floor staff from 23 casual dining restaurants in the UK. Multiple source data were used where transformational leadership, OSC and work engagement were rated by employees, while employees’ customer-oriented behaviours were rated by supervisors.FindingsThe results of generalized multilevel structural equation modeling provided support for the proposed model and revealed that OSC and work engagement sequentially mediate the link between transformational leadership and customer-oriented behaviours.Originality valueThe study addresses calls for research on the link between leadership and customer-oriented behaviours and the potential mechanisms through which this relationship may take place.

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Клепнева, Ксения, Kseniya Klepneva, Вера Кабалина, and Vera Kabalina. "Developing Customer-Oriented Approach in a Multinational Company." Scientific Research and Development. Russian Journal of Project Management 7, no. 2 (July 31, 2018): 3–14. http://dx.doi.org/10.12737/article_5b5718576ca8d9.61898541.

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The article discusses an approach to developing customer-oriented approach in a multinational market research consulting company. Factors of customer-oriented approach are revealed based on empirical research data. The research was held in the multinational company affiliates located in 12 countries. The article presents an algorithm enabling not only decision-making in the field of allocating employees to company clients based on the level of employee customer orientation but also employee customer orientation development. In conclusion, the company’s biggest need in customer-oriented approach is related to the company departments implementing ad-hoc projects for clients. In this respect developing employees’ social skills and providing employees with significant decision-making authority become particularly important. The findings could be used by different stakeholders (line managers, human resource professionals etc.) involved in the process of human resource management and interested in developing customer-oriented approach.

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Connor, Tom. "Customer-led and market-oriented: a matter of balance." Strategic Management Journal 20, no. 12 (December 1999): 1157–63. http://dx.doi.org/10.1002/(sici)1097-0266(199912)20:12<1157::aid-smj72>3.0.co;2-3.

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Jung, Hyo Sun, and Hye Hyun Yoon. "Sexual harassment and customer-oriented boundary-spanning behaviors." International Journal of Contemporary Hospitality Management 32, no. 1 (January 13, 2020): 3–19. http://dx.doi.org/10.1108/ijchm-10-2018-0790.

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Purpose The purpose of this study is to evaluate the recognition of sexual harassment (SH); to describe the relationships among SH, employees’ burnout, customer-oriented boundary-spanning behaviors (COBSB); and to verify the moderating effect of employees’ psychological safety (PS), all within deluxe hotels in South Korea. Design/methodology/approach Prior to verifying the hypotheses, reliability and confirmatory factor analysis were managed, and correlation analysis was used to confirm the directionality between the hypotheses. The hypotheses were analyzed using a structural equation model and multi-group analysis was used to analyze the moderating effect. Findings Perceived SH was significantly related to employees’ burnout and COBSB. Also, the employees’ burnout was significantly related to COBSB. The moderating effect was significant; low PS greatly increased relative to the effects of SH on COBSB. Originality/value All types of companies consider unethical behaviors, such as SH in the workplace, as crucial problems that degrade the individual quality of life, and some firms have devised active measures to prevent and relieve damages. Companies should implement employee-centered policies that enable employees, the victims, to formally report and testify to what they have suffered from without revenge from their assailants. All the factors that contribute to the institutional control of SH within the working environment should be taken into consideration, and strict standards should be applied on a company level by criminalizing such behaviors. Employees should be trained on how to effectively cope with diverse types of SH.

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Kim, Yong‐Pil, Cheol‐Hwoan Yoon, and Deok‐Kyun Yun. "Determining customer‐oriented technical importance ratings: an evaluative study." International Journal of Quality & Reliability Management 22, no. 4 (May 2005): 393–409. http://dx.doi.org/10.1108/02656710510591228.

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Brook, Paul. "Customer oriented militants? A critique of the `customer oriented bureaucracy' theory on front-line service worker collectivism." Work, Employment and Society 21, no. 2 (June 2007): 363–74. http://dx.doi.org/10.1177/0950017007076645.

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Martinaityte, Ieva, Claudia Sacramento, and Samuel Aryee. "Delighting the Customer: Creativity-Oriented High-Performance Work Systems, Frontline Employee Creative Performance, and Customer Satisfaction." Journal of Management 45, no. 2 (October 14, 2016): 728–51. http://dx.doi.org/10.1177/0149206316672532.

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Drawing on self-determination theory, we proposed and tested a cross-level model of how perceived creativity-oriented high-performance work systems (HPWS) influence customer satisfaction. Data were obtained from frontline employees (FLEs), their managers, and branch records of two organizations (retail bank and cosmetics) in Lithuania. Results of multilevel structural equation modeling analyses revealed partial support for our model. Although perceived creativity-oriented HPWS related to creative performance at the individual level, this effect was mediated solely by need satisfaction and not by creative process engagement nor by a serial mediation of both variables as we hypothesized. However, as we did hypothesize, average branch creative performance related to branch customer satisfaction. We interpret our findings as underscoring the utility of perceived creativity-oriented HPWS in fostering FLEs’ creative performance and ultimately, customer satisfaction.

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Nicholls, J. A. F., G. Ronald Gilbert, and Sydney Roslow. "An Exploratory Comparison of Customer Service Satisfaction in Hospitality-Oriented and Sports-Oriented Businesses." Journal of Hospitality & Leisure Marketing 6, no. 1 (January 1999): 3–22. http://dx.doi.org/10.1300/j150v06n01_02.

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Wieland, Uwe, Marco Fischer, Marcus Pfitzner, and Andreas Hilbert. "Process performance measurement system – towards a customer-oriented solution." Business Process Management Journal 21, no. 2 (April 7, 2015): 312–31. http://dx.doi.org/10.1108/bpmj-04-2014-0032.

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Purpose – Based on a systematic literature review, requirements on a PPMS are identified in order to derive concrete demands and design features for such a system by using quality function deployment (QFD). The purpose of this paper is to formulate a proposal for design recommendations toward a holistic, customer-oriented Process Performance Measurement System (PPMS). Design/methodology/approach – A literature review is used to identify customer demands and design features that characterize a PPMS. To determine the critical design features of a customer-oriented solution, the QFD method is applied. Findings – The paper confirms that there is currently no published concept for an integrated, holistic PPMS. Therefore it provides a first approach to the formulation of a design recommendation based on the customer requirements and design features. A literature-based weighting facilitates a first identification of critical design features. The identified conditions specify the context which can be regarded as a prerequisite for the application of the system. Research limitations/implications – As a result of the investigation, two main issues were identified, which restrict the complete development of a House-of-Quality matrix and therefore require further research: First, no reliable relationships between the customer requirements and design features could be derived from the conducted content analysis and second, no correlations between the identified design features could be detected. Practical implications – The paper provides a design basis for specific application systems and their information requirement analyses. It can also serve as an evaluation basis for existing software products in the market. Originality/value – The connection of a literature review with the QFD procedure transfers a consolidated state of PPMS research into an applicable design recommendation and therefore supports rigor and relevance of the research.

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Yu, Hui-Fun, Kuo-Yan Wang, and Chun-Ying Shen. "Customer-Oriented Public Service in Township Administration: Enabling Quick Response." Lex localis - Journal of Local Self-Government 8, no. 4 (October 6, 2010): 343–51. http://dx.doi.org/10.4335/8.4.343-351(2010).

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The quality reliability and maintenance of a street lighting system are highly related to society, which reflect the administrative performance of a local government. However, the existing published studies seldom discuss the specific civil customer-oriented street lighting system, which is the key factor of both the local administration performance indicators and resident’s satisfaction. This study proposes a management conclusion based on an empirical electronic street lighting system (ESLS) and the 280 resident questionnaire surveys in Taiwan. The implication of the existing perspective on management concept is that electronic governance (e-governance) systems emerging in Eastern Europe are going to meet the needs of local governments in terms of the experience level of townships that practice e-governance in Taiwan. KEYWORDS: • electronic governance • e-governance • quick response • township office management • new public management • NPM

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Song, Chanhoo, Sunhee Lee, and Euehun Lee. "Outsourcing frontline functions and implications on customer-oriented behaviors: A case of a telecommunications company and its partners in South Korea." Journal of Management & Organization 19, no. 2 (March 2013): 210–23. http://dx.doi.org/10.1017/jmo.2013.13.

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AbstractThe purpose of this study is to examine whether outsourcing frontline functions warrants equivalent level of customer-orientated behaviors as provided by a principal organization, and, if not, what the causes of the differences are. A total of 753 frontline workers of a leading South Korean telecommunications company and its partner companies responded to a survey regarding their levels of customer-oriented behaviors, their supervisor's degree of customer orientation, and their organization's training on customer orientation. Structural equation models were then utilized to examine the proposed relationships. The results show that the frontline workers of the partner organizations have a significantly lower level of customer-oriented behaviors compared with those of the principal organization. The immediate supervisor's degree of customer orientation and customer-orientation training accounted for a significant amount of difference found between the principal and partner organizations.

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Ceesay, Lamin B. "Building a High Customer Experience Management Organization: Toward Customer-Centricity." Jindal Journal of Business Research 9, no. 2 (November 25, 2020): 162–75. http://dx.doi.org/10.1177/2278682120968983.

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The dynamics involving market competition and the challenges of dealing with empowered customers, mean that creating and delivering relevant customer experience (CX) of service, is as important as creating product or services. Several studies have treated customer experience as though a front-desk, sales-point affair with the customer in the retailing environment, negating the critical role of organization-wide efforts in the overall customer experience management sequence. This review, however, adopts customer-centricity, as a theoretical lens to underscore the [re]configuration of organizational-level factors that are critical to adopting a high customer-experience centered organization. Based on the review, we highlight conditions for adopting high customer experience management organization: (a) developing an integrated CX strategy, (b) CX-based knowledge management, (c) organizational re-design that supports CX-management, (d) top management commitment, (e) integrated CX IT systems, and (f) CX-oriented HR policies. These practices are only necessary conditions, but not sufficient, for creating, delivering relevant and sustainable customer experience. However, more robust empirical studies are needed to advance the application of organization-wide customer experience management, which vary across industry, products/services, and sector.

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Vuokko, Pirjo. "Customer-oriented thinking within the Finnish Lutheran Church." International Journal of Nonprofit and Voluntary Sector Marketing 5, no. 4 (November 2000): 333–47. http://dx.doi.org/10.1002/nvsm.124.

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Lin, Jyhjong. "An object-oriented development method for Customer Knowledge Management Information Systems." Knowledge-Based Systems 20, no. 1 (February 2007): 17–36. http://dx.doi.org/10.1016/j.knosys.2006.07.003.

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