Relevant bibliographies by topics / Customer relationship management programme

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Customer relationship management programme'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Customer relationship management programme"

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Maggon, Mohita, and Harish Chaudhry. "Exploring Relationships Between Customer Satisfaction and Customer Attitude from Customer Relationship Management Viewpoint: An Empirical Study of Leisure Travellers." FIIB Business Review 7, no. 1 (March 2018): 57–65. http://dx.doi.org/10.1177/2319714518766118.

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In the business world, customer relationship management (CRM) has emerged as the main marketing activity of the service firms. Organizations thrive to maintain long-lasting relationships with their customers. The priority of the firms is to maximize the relationship share (RS) with profitable customers. The current study aims at identifying determinants of RS for hotels leisure travellers. The findings indicate that customer satisfaction (CS) and attitude towards the hotel in the relationship are major predictors of RS. Besides, CS indirectly affects RS through customer’s attitude towards the hotel. The findings of the present study will help the practitioners to design CRM programme better and reap its maximum benefits.
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Sigala, Marianna. "Implementing social customer relationship management." International Journal of Contemporary Hospitality Management 30, no. 7 (July 9, 2018): 2698–726. http://dx.doi.org/10.1108/ijchm-10-2015-0536.

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PurposeThis paper aims to debate the technology-driven transformation of customer relationship management (CRM) into social CRM, which entails a shift from a transactional and automational solution to a customer experience management philosophy, reflecting high levels of customer empowerment.Design/methodology/approachA literature review provides a critical analysis of the concept, tenets, aims and implementation approaches of social CRM. Arguments are summarised by developing a process-based framework for implementing social CRM.FindingsBy adopting a value co-creation approach that recognises the technology-fostered customer empowerment, the social CRM highlights the need to immigrate from relationship management to relationship stewardship. In this vein, social CRM implementation should support and foster dialogue facilitation and customer engagement in co-creating customer experiences. To achieve these, five approaches for implementing social CRM are proposed: collecting, analysing and interpreting customer insight; monitoring and improving the performance of CRM; developing holistic and seamless personalised customer experiences; gamifying CRM and loyalty programmes; and nurturing community relationship management.Research limitations/implicationsThe five approaches to social CRM implementation are identified and validated based on current industry practices, theoretical arguments and anecdotal evidence of professionals’ perceptions about their outcomes. Future research is required to collect hard evidence showing the business and customer impacts of these approaches.Practical implicationsSocial CRM immigrates relationship management from a transactional to a customer experience mindset that treats customers as co-creators of value and demands the tourism and hospitality firms to exploit the affordances of information and communication technologies to collect and analyse customer data for better understanding the customer; develop customer touch points that do not only aim to sell but also primarily aim to enhance the customer interactions and experiences; consider and treat the customers and the customer communities as co-creators, brand ambassadors and stewards of relations; and motivate and enable customer participation into value co-creation processes for developing customer experiences and building relationships.Originality/valueResearch in social CRM is emerging, but it mainly focusses on defining its scope and identifying the functionality and adoption of social CRM technology. The paper contributes to the literature by proposing five specific approaches and a process framework for implementing social CRM. Various directions for future research are also provided.
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Mohapatra, Sanjay, and Debananda Patra. "Retaining competitive advantage in commodities." Emerald Emerging Markets Case Studies 7, no. 4 (October 20, 2017): 1–25. http://dx.doi.org/10.1108/eemcs-06-2016-0111.

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Subject area Premium customer service in the commodities market can be made a competitive advantage. The case deals with BPCL, a public limited Government organization that is successful through its strategic orientation while serving its customers. Study level/applicability This case is suitable for students who are enrolled in a Masters or an Executive Programme in Management. For a Masters programme in Management, the case can be introduced in the marketing course in sessions related to Customer Relationship Management, Marketing Strategy and Marketing in a Government organization. The case will also fit well with the audience of the Executive Programme in sessions on Marketing Management. The assignment questions provided below are designed from the perspective of teaching this case to a business student audience. Case overview The case study shows how a public sector company has taken steps to retain customers as well as increase its customer base through premium servicing. In all the fuel filling stations in India, the price is the same and is totally controlled by the Government. However, to survive in this market, different players adopted strategies to lure more customers and be profitable and productive in their operations. BPCL adopted a company owned company operated model, where they created a niche for themselves through premium service provided to retail customers. The case study deals with details of planning, recruitment and training and job rotation of staff by BPCL and shows how the same has led to increased commitment and motivation among employees. While operating in 24 × 7, 365 days mode, BPCL has been able to address customer complaints and feedback which has led to less waiting time for retail customers. There has been an increase in the number of customers and a high retention rate of existing customers. Expected learning outcomes To understand how the customer is central to an organization’s growth strategy. To appreciate the management concerns in the light of deregulation in an earlier monopoly market. To comprehend the challenges associated with maintaining competitive advantage over a long run. To appreciate the importance of employees in organizations. To understand the role of technology in achieving business goals of an organization. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 9: Operations and Logistics.
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MANOGHARAN, MELISSA WANE, and Soovendran Varadarajan. "The Effect of Customer Relationship Management on Customer retention in Private Higher Education Institute in Malaysia." INTERNATIONAL JOURNAL OF RESEARCH IN EDUCATION METHODOLOGY 9, no. 1 (May 10, 2018): 1441–53. http://dx.doi.org/10.24297/ijrem.v9i1.7356.

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This research is conducted in order to evaluate the purpose of studying the customer relationship practices and customer satisfaction in PHEI that offers undergraduate degrees in Malaysia. According to the results obtained, it proves that CRM practices contain more positive effect on its customer satisfaction. The sample size used was only focused on PHEI that offer undergraduate programmes in Malaysia. According to the research conducted, there are few limitations that disclose the exact relationship between CRM and Customer Satisfaction. Education industry has become one of the major growing industries in Malaysia with various numbers of competitors. Thus, this study allows policy makers of PHEI to focus and implement CRM practices that would have an increase of direct positive impact of satisfaction for their customers. The study conducted also helps to evaluate not only CRM and satisfaction but also evaluate the effect of the Gender and Age Group factors that reflects on the relationship.
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Seh Tah, Irene, and Awo Kyemenua Darko. "Investigating the Effectiveness of Branding on Customer Loyalty in Some Selected Hotels in Accra, Ghana." Global Journal of Educational Studies 4, no. 2 (December 21, 2018): 38. http://dx.doi.org/10.5296/gjes.v4i2.13576.

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The study investigated the effectiveness of branding on customer loyalty in some selected hotels in Accra. In all, 250 questionnaires were administered to the customers and 200 representing 80% were retrieved. Five selected hotels in Accra were used for the research. The study revealed that some hotels apply branding strategies in selling their products while others do not. This was attributed to the fact that managers of those hotels are unaware of the benefits of effective branding strategies. The study also revealed that services that attract customers most to a hotel include front office, food and beverage and housekeeping. From management perspective, it was realized that 40% of customers mostly patronize housekeeping services and 40% also patronize food and beverage services mostly. Finally the study found that, factors such as trust, commitment, high quality services, customer satisfaction and reward programmes influence customer loyalty in the hotel industry. Customer satisfaction appeared to be the major factor that influences customer loyalty in hotels. Hotel managers and employees should therefore maintain a friendly relationship with customers and customer’s needs should constantly be met as this could help to make customers highly satisfied.
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Engeset, Marit Gundersen, John S. Hull, and Jan Velvin. "Promoting service excellence for tourist destinations." International Journal of Culture, Tourism and Hospitality Research 10, no. 4 (October 3, 2016): 440–54. http://dx.doi.org/10.1108/ijcthr-08-2015-0097.

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Purpose This paper aims to understand the relationship between employee satisfaction and customer satisfaction and its impacts on the long-term sustainability of Hemsedal Ski Resort, Norway. Design/methodology/approach This study uses a mixed method approach. Focusing on the case of Hemsedal, Norway, the authors employ survey design to measure employee service attitudes as well as guest satisfaction and loyalty. Correlation analysis and structural equation modeling (SEM) analysis is used to investigate the relationships between the constructs. Findings Results from the four-year programme reveal that the correlation between employee service attitude and customer experience is strongest for behavioural loyalty which was found to have a direct and observable effect for the customer and that working to teach and train employees is important. Further, results showed that guest satisfaction with service not only influenced loyalty to the company that provided the service, but also loyalty to the destination where the company was situated. In explaining the relationships between levels of employee service attitude, customer satisfaction and community sustainability at Hemsedal ski resort, results showed that through partnership and cooperation, training and development have benefitted the individual companies, the destination and local community at large. Practical implications Results suggest that managers of tourism destinations should focus on employee motivation and training to improve their guests’ satisfaction and loyalty, their competitiveness and sustainability for the future. Originality/value The Service Excellence Project at Hemsedal, Norway demonstrates that mountain destinations can have a positive influence on their competitiveness and their sustainability by instituting a programme that works with employees, customers and businesses to promote a climate of service excellence.
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Attri, Rekha, and Rahul Bairagi. "Triumph Motorcycles: vrooming for increased market share in India." CASE Journal 16, no. 3 (June 2, 2020): 307–26. http://dx.doi.org/10.1108/tcj-12-2019-0122.

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Purpose The purpose of this study is to discuss the complexities and challenges involved in retailing luxury motorcycle brands in India. Research methodology This study has been developed by carrying out in-depth interviews of company officials of Triumph Motorcycles. The researchers also reached out to various distributors of luxury motorcycles in Tiers I and II cities, and through the interview process, tried to understand the problems/issues faced while selling luxury motorcycles. Case overview/synopsis There has been a marked increase in the branding and marketing of luxury products in the recent years. Although the two wheelers account for 80 per cent of the domestic demand, the luxury motorbike market in India is still in its introductory stages. This study discusses the challenges faced at Triumph Motorcycles and raises questions on what should be done to increase the market share of Triumph Motorcycles in India. Readers would get insights into the activities carried out to build customer connect and would be able to suggest marketing strategies and customer relationship programmes for luxury motorcycle brands. Complexity academic level This study can be used for the core course on marketing management or for elective courses on customer relationship management, brand management or consumer behaviour course in MBA programme.
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Berry, J. "What stops most large ‘customer relationship managers’ optimising their customer communications programmes? Part 1." Journal of Database Marketing & Customer Strategy Management 10, no. 2 (December 2002): 114–20. http://dx.doi.org/10.1057/palgrave.jdm.3240102.

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Smith, Alan D. "Registered travel programmes and its leveraging of Customer Relationship Management concepts." International Journal of Services and Standards 3, no. 4 (2007): 426. http://dx.doi.org/10.1504/ijss.2007.015226.

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Savelli, Elisabetta, Marco Cioppi, and Federica Tombari. "Web atmospherics as drivers of shopping centres’ customer loyalty." International Journal of Retail & Distribution Management 45, no. 11 (November 13, 2017): 1213–40. http://dx.doi.org/10.1108/ijrdm-07-2016-0120.

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Purpose The purpose of this paper is to analyse whether and how the website atmosphere (WA) of a shopping centre affects the behavioural loyalty of customers towards physical shopping centres. A mediating variable – individual shopper motivation – is considered in assessing this relationship. Design/methodology/approach The research hypotheses were tested using a partial least squares – path modelling approach to structural equation modelling on a sample population of 438 individuals. Findings Online atmospherics, particularly concerning the social/relational attributes of the WA, positively affect the behavioural loyalty of customers towards physical shopping centres. Moreover, recreational motivations strengthen this relationship more than functional motivations do. Research limitations/implications The sample investigated is limited with regard to diversity, age and gender. Future research can use a more representative sample to improve the findings’ relevance and generalisation. Also the development of a scale of measures for the shopping centre customers’ motivations is worthy of interest in future studies. Practical implications Recognising the importance of web atmospherics’ significant impact on customer loyalty should encourage shopping centre managers to develop effective website and online communication programmes. Originality/value Extant studies have paid little attention to the relationship between WA and customer loyalty to the physical shopping centre. This study investigates this relationship, combining the online and offline perspective into an overall research approach. Moreover, it contributes to the research on website management in the shopping centre context by providing a comprehensive analysis of WA, whereas previous studies have mainly focussed on one or a few atmospherics.
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Dissertations / Theses on the topic "Customer relationship management programme"

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Davis, William John Gronow. "Investigating customer loyalty programmes : evolving to true customer loyalty." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/85164.

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Customer loyalty programmes are widely regarded by companies as an effective means of achieving a strategic advantage over competitors and as a highly-effective platform to build lasting relationships with their most-valued customers. However, in today’s fast-paced world and loyalty-mature marketplace, customer loyalty programmes are showing signs of limited sustainability. Companies are starting to realise the importance of focusing on deeper, more meaningful, relevant and mutually-beneficial relationships with their customers in an attempt to sustain brand loyalty. The process of developing true customer loyalty involves companies adding extraordinary human level customer treatment. The purpose of this study is to explore whether customer loyalty programmes are developing true customer loyalty amongst customers. This research study explicitly investigates the views, attitudes, beliefs and perceptions of consumers partaking in customer loyalty programmes. At the outset of the study a literature review was conducted to explore and discuss literature pertaining to the key concepts of this study, namely customer loyalty programmes and true customer loyalty. This research study initially made use of a qualitative research method in the form of a focus group. The findings from the focus group contributed to the design of the questionnaire for the survey. A survey formed the quantitative component of the research. The survey questionnaire was distributed by means of a mall intercept to shoppers in a predetermined shopping mall. The ordinal data was analysed using descriptive and inferential statistical methods. The analysis indicated a marked disconnect between customer loyalty programmes and true customer loyalty. Customer loyalty programmes are generally regarded by customers as discount drivers rather than loyalty drivers. Customers indicated superior service, quality, trust and aligned values as key drivers in developing true customer loyalty. The majority of respondents stated that their selected customer loyalty programme was not developing true customer loyalty. The study provides a clear indication that customer loyalty programmes are not shifting attitudes that lead to ongoing behavioural change such as motivating multiple purchases. A key recommendation resulting from this study is for companies to develop customer-centric loyalty programmes that sincerely consider the needs of the customer, rather than merely attempting to drive sales through discount initiatives masked as customer loyalty programmes.
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Dias, Ricardo. "A study of how a customer relationship management programme can assist SAB Miller improve customer service to off-trade retailers in the Nelson Mandela Metropole." Thesis, Port Elizabeth Technikon, 2004. http://hdl.handle.net/10948/183.

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A customer relationship management programme is a management tool that enables organisations to identify, satisfy and retain customers profitably by leveraging information technology. In addition to this the programme also links all the functional business units of the organisation together to operate as a single cohesive unit. This paper investigates whether or not SAB Miller should utilise a customer relationship management programme to provide off-trade retailers with world-class customer service. An important reason for this investigation is that the local beer market has experienced declining growth over the past few years. Furthermore SAB Miller which has had a monopoly in the South African beer market now faces increased competition in the premium segment of the beer market, which is experiencing growth and has good margins. In order to determine whether or not SAB Miller should institute a customer relationship management programme, a theoretical and empirical investigation was undertaken. The theoretical investigation provided a background to what components make up a customer relationship management programme and how these components are used to develop a customer relationship management strategic framework. Due to customer relationship management programmes not operating in isolation, the various key functions that support a customer relationship management programme were also introduced. Both the advantages and disadvantages of using such a programme were also introduced. The information technology aspects of the customer relationship management programme were also investigated. In terms of the empirical study it was determined that SAB Miller is not currently using a customer relationship management programme. The company, however, does make use of a tailored service package to segment their customers, to determine call frequencies by representatives, the financial needs of customers and what level of service to provide to customers. However, after conducting personal interviews with a sample of off-trade retailers in the Nelson Mandela Metropolitan Municipality, it was determined that SAB Miller and Namibian Breweries Ltd (Brandhouse) provided very similar levels of service in terms of key functions supported by a customer relationship management programme. Therefore, by introducing a customer relationship management programme, SAB Miller could enhance their service levels and profitability to off-trade retailers in the Nelson Mandela Metropolitan Municipality.
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Romão, Gustavo Manuel Carvalho. "Customer Relationship Management: uma ferramenta dinamizadora da cadeia de valor vinícola." Master's thesis, Instituto Superior de Economia e Gestão, 2011. http://hdl.handle.net/10400.5/3498.

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Mestrado Ciências Empresariais
Os mercados no mundo actual pautam-se por um comportamento cada vez mais concorrencial e competitivo, onde as tecnologias de informação e de comunicação desempenham um importante papel na dinamização da vida empresarial e social dos agentes económicos. Esta dinamização é transversal a todos os sectores de actividade e o sector vinícola não é excepção. Esta tese explora as necessidades informacionais dos diversos actores da cadeia de vinhos (Produtor ± Restaurante ± Consumidor Final), numa lógica de Customer Relationship Management (CRM), dando especial destaque à aplicação de programas de fidelização. Em concordância com as temáticas enunciadas foram definidas três questões de investigação: (1) Quais as necessidades informacionais dos produtores de vinho e dos representantes do ramo da restauração para uma melhor gestão de relacionamentos com o cliente final? (2) Qual o veículo de comunicação mais apropriado entre estes actores (produtor, restaurante e cliente final)? (3) Como dinamizar o eixo de comunicação produtor, representante do ramo da restauração e consumidor final? A definição destas três questões teve como objectivo a proposta de uma solução de um veículo de comunicação, um cartão de fidelização, que permitisse suprir as necessidades informacionais sentidas pelos elos da cadeia vinícola em causa. E que ao mesmo tempo possibilitasse aos consumidores finais, através de um único interface,relacionarem-se com diversos agentes/marcas, tanto com produtores como com restaurantes. Para aferir tanto as necessidades informacionais dos elos da cadeia vinícola, bem como, a aceitabilidade da proposta foram realizados três tipos de inquéritos distintos, aos respectivos elos da cadeia e feita a análise dos respectivos dados. Para finalizar, e de acordo, com o levantamento de dados que foi feito, percebeu-se que as necessidades informacionais existem, e que todos os elos inquiridos da cadeia vinícola expressaram a sua aceitabilidade face à solução proposta, logo, o próximo passo seria a concretização da iniciativa proposta para que esta se possa materializar numa mobilização dos agentes da cadeia vinícola.
In nowadays the markets in which companies operate behave in a very competitive way mainly due to globalization, where informational technologies play a key role in the dynamization of corporate and social life of the economic agents. This dynamization crosses every sector of activity and the wine sector is no exception. However, in order to stay competitive each market player has to select the best way to use the available technologies and information for his benefit and for the customers benefit. In this thesis the main focus is on the application of fidelity programs, using Customer Relationship Management (CRM) methodology, in a sector of strategic importance for Portugal, such as the wine sector, and how to explore this application in order to develop organizational strategies. In this context, the research questions were: (1) Which are the informational needs of the wine producer and the restaurant owner in order to have a better interaction with the customer? (2) Which would be the best communicational vehicle between producer, restaurant owner and customer? And (3) how to dynamize the interactions between this value chain? The final goal of this thesis was the proposal of a communicational vehicle, a fidelity card, which allowed the producer, restaurant, owner and customer to suppress their informational needs, and at the same time allowing the customer to interact with multiple agents (producers and restaurants) simple by having this interface. To asses this needs and the acceptability of the proposal, three types of surveys have been conducted to stakeholders of this value chain and the results and conclusions demonstrated. To summarize, and according to the analyzed data, we can conclude that the informational needs exist and are felt through all in the wine value chain as well as the willing to implement the proposed solutions, so the next step would be to materialize the incentive in a way that mobilizes the wine sector.
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Ayoubi, Latifa. "L'influence de la fidélité à la marque et de la fidélité au programme relationnel sur l'attitude des clients (cas des banques)." Thesis, Nice, 2016. http://www.theses.fr/2016NICE0009/document.

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L’objet de cette recherche est d’améliorer la compréhension de la construction de la fidélité en fonction de son objet : à la marque et au programme relationnel, en étudiant leurs antécédents et leurs effets sur l’attitude. Les recherches sur l’efficacité des programmes de fidélité soulèvent la question de savoir si ces programmes améliorent la fidélité à la marque ou la fidélité au programme (Bolton et al., 2000 ; Meyer-Waarden, 2007 et 2012 et Bijmolt et al., 2010). L’étude de l’influence relative des deux facettes de la fidélité sur l’attitude se fait à partir de la préférence, de l’intention et de la résistance des clients. La méthodologie retenue commence par une étude de cas dans la phase exploratoire (entretiens avec les experts), se poursuit ensuite par une étude qualitative auprès des clients adhérents à ces programmes. L’interaction entre la littérature et l’étude exploratoire a permis d’enrichir le modèle conceptuel intégral par des variables explicatives. Finalement, elle repose sur une étude quantitative réalisée auprès d’un échantillon de clients adhérents au programme de fidélité bancaire (153 en phase exploratoire et 284 en phase confirmatoire) via un access panel. La validation du modèle par équations structurelles (SEM) met en évidence le rôle important de la fidélité à la marque dans le maintien de la relation client. Le poids de l’influence de la fidélité à la marque sur le bouche à oreille est supérieur à celui de la fidélité au programme relationnel. De plus, elle a des effets positifs sur la part du portefeuille client ainsi que sur l’intention à la fidélité, à l’inverse de la fidélité au programme qui n’a pas d’effet sur ces deux variables
The purpose of this research is to improve understanding of building loyalty based on its object: the brand and loyalty program, by studying their antecedents and their effects on attitude. Research on the effectiveness of loyalty programs suggest the question if these programs improve loyalty to the brand or loyalty to the loyalty program (Bolton et al., 2000; Meyer-Waarden, 2007 and 2012 and Bijmolt et al. 2010). The study of the relative influence of the two types of loyalty to the attitude is done from the preference, intention and resistance. The methodology starts with a case study in the exploratory phase (interviews with experts), then continues with a qualitative study of members of these programs. The interaction between literature and the exploratory study has enriched the conceptual model with explanatory variables. Finally, it is based on a quantitative study with a sample of members to loyalty banking program (153 in the exploratory phase and 284 in confirmatory phase) via an access panel. The validation of the structural equation model (SEM) highlights the important role of brand loyalty in maintaining customer relations. The impact of brand loyalty on word-of-mouth is higher than that of the loyalty to loyalty program. Moreover, it has positive effects on the customer share-of-wallet as the loyalty intention, in contrast to loyalty to the loyalty program that has no effect on these two variables
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Mendes, Vanessa Célia Leal. "Proposta de metodologia para a elaboração de um programa de fidelização de clientes." Master's thesis, Instituto Superior de Economia e Gestão, 2013. http://hdl.handle.net/10400.5/6071.

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Mestrado Marketing
“Programa de fidelização de clientes” é um tópico bastante comum atualmente. Parece quase obrigatório que todas as empresas desenvolvam um programa deste tipo, para que consigam reter os seus clientes através da oferta de recompensas aliciantes. Isto poderá potencializar um aumento nas vendas e nos lucros das empresas. Porém, os programas de fidelização não estão isentos de críticas e dúvidas. A lealdade a 100% não existe e, não é por fazerem parte de um programa de fidelização que os clientes vão começar a comprar mais e com maior frequência nas empresas – é necessário haver sensação de satisfação, bem como sentimento de valorização. No entanto, existem ainda muitas empresas que não aderiram aos programas de fidelização de clientes, ou que apesar de os terem desenvolvido e implementado, não o fizeram de forma eficiente e eficaz. Isto pode colocá-las em desvantagem perante a concorrência, podendo mesmo levar à deserção de clientes. Tendo isto em vista, o presente Trabalho Final de Mestrado procura responder à questão: “Como elaborar um programa de fidelização de clientes?”, sendo o principal objetivo elaborar uma proposta de metodologia para a elaboração de um programa de fidelização. Para a realização desta investigação recorreu-se ao método do estudo de caso múltiplo, com uma abordagem qualitativa de recolha de dados. Estes estudos de caso ocorreram em duas empresas internacionais do setor do retalho de produtos de cosmética e perfumaria, que atuam no mercado português. Este trabalho contribuiu com a proposta de etapas para a elaboração de um programa de fidelização, auxiliando assim as empresas que desejam implementar um programa desta índole ou que desejam aprimorar os seus programas existentes.
“Customer loyalty program” is nowadays a fairly common topic. It seems almost mandatory that all companies develop such a program in order to retain their customers by offering attractive rewards that motivate customers to repeat their purchases until they reach these rewards. This may enhance an increase in sales and profits of the companies. However, loyalty programs are not free of criticism and doubt. There’s no such thing as 100% loyalty, and the fact that customers participate in loyalty programs doesn’t mean more frequent purchases - there must be a sense of satisfaction and a sense of appreciation by customers. However, there are still many companies that do not adhere to customer loyalty programs or that, although they have developed one, they did not develop and implemented it efficiently and effectively. This can put them at a disadvantage in the competition and may even lead to customer defection. Keeping this in mind, this Master’s Degree Final Assignment seeks to answer the question: "How to design a customer loyalty program?", through the development of a proposed methodology for the elaboration of a loyalty program. To carry out this investigation it was used the multiple case study method, with a qualitative approach to data collection. These case studies occurred in two international companies from the retail sector of cosmetics and perfumery, operating in the Portuguese market. This work has contributes with proposed steps for the development of a loyalty program, thus helping companies who want to implement a program of this nature, or who wish to improve their existing programs.
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Romppanen, Maiju, Cecilia Kellgren, and Ladan Moradi. "Customer Loyalty Research : Can customer loyalty programs really build loyalty?" Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-729.

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Background:

During the last decades the efforts to foster customer relationships have become important due to increased competition in the consumer markets. One of the most popular strategies have been to introduce customer loyalty programs which are believed to enhance the customer loyalty. The popularity of the customer loyalty programs is based on the beliefs that loyal customers are lucrative and these programs would bond the customers to the company. More recently however, the discussion whether these statements are accurate has started to blossom. Loyal customers are not necessarily as profitable as believed and it is not easy for companies to gain competitive advantage because almost all companies have similar customer clubs.

Purpose:

This thesis evaluates through a case study of a Swedish retail company whether customer loyalty programs manage to create loyalty among their members. Appropriate features of loyalty will be examined with the intention to evaluate whether there exists other factors outside the loyalty programs that are also influencing the creation of loyalty.

Method:

A qualitative study was conducted to answer the purpose of the thesis. Within the case study several semi-structured interviews were carried out with INTERSPORT and 20 telephone interviews with INTERSPORT customers. Empirical material was analyzed with a reflection to the theoretical framework and the research questions.

Conclusions:

Customer loyalty programs can enhance the creation of loyalty, but should be seen as a complement to other aspects of the business, namely, the product line, the customer service and the store concept. However, sustainable customer loyalty is difficult to obtain because many customers today are loyal to several companies instead of one.

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Rego, Bruno Bordeaux. "Criação de valor para o cliente: um estudo exploratório sobre programas de Key Account Management (KAM)." Universidade de São Paulo, 2016. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-03062016-160121/.

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Nas últimas décadas, a maturidade de alguns mercados, a globalização e o crescente poder de barganha dos clientes aumentam ainda mais a necessidade das empresas em manterem e desenvolverem de forma eficaz seus clientes mais importantes. Neste contexto, ganham relevância os programas de Key Account Management (KAM), iniciativas corporativas que tratam de forma especial os clientes mais importantes do fornecedor. Para obter o desempenho financeiro superior, o programa de KAM precisa criar valor para o cliente para posterior apropriação de valor pelo fornecedor. Contudo, a maioria dos estudos enfatiza a apropriação de valor pelo fornecedor, porém poucas pesquisas investigam a criação de valor para o cliente em programas de KAM. Além disso, a maioria das pesquisas em marketing de relacionamento ainda foca muito nos impactos positivos do relacionamento. Dessa forma, é importante analisar empiricamente como é a implementação da criação de valor para o cliente em programas de KAM, identificando as principais dimensões e os fatores críticos. O objetivo do presente estudo é analisar o processo de criação de valor para o cliente em programas de Key Account Management (KAM) e propor um modelo de criação de valor para o cliente segundo a perspectiva da empresa fornecedora. As análises e o modelo são elaborados a partir de um processo de investigação abdutiva, ou seja, a combinação entre a fundamentação teórica sobre o conceito de valor e programas de KAM e a análise de conteúdo de 22 entrevistas em profundidade com especialistas em programas de KAM, profissionais de marketing/vendas que trabalham por pelo menos cinco anos com programas de KAM em grandes empresas no Brasil. O modelo proposto explica de forma integrada e sistemática como é a criação de valor para o cliente em programas de KAM segundo cinco dimensões (Desenvolvimento de relacionamentos; Entendimento dos direcionadores de valor; Desenvolvimento da proposta de valor; Comunicação da proposta de valor; e mensuração de valor), quatro moderadores (Orientação relacional do cliente; Formalização do programa de KAM para o cliente; Abordagem do fornecedor: \"orientada ao cliente\" vs. \"orientar o cliente\"; e Fit estratégico entre o fornecedor e o cliente) e três riscos (Não entrega do valor básico para o cliente; Rotatividade do Key Account Manager; e Sentimento de injustiça do cliente). Contribui-se com a teoria sobre o tema, ao incluir uma dimensão específica no modelo para desenvolvimento de relacionamentos do nível da díade (organização-organização) e indivíduo (funcionário-funcionário), e ao abordar não somente aspectos positivos do relacionamento, mas também os aspectos negativos (ou riscos da criação de valor para o cliente). Contribui-se também para a prática, ao prover uma visão mais ampla, sistemática e integradora dos diversos elementos da criação de valor para o cliente aos executivos das empresas que possuem programas de KAM, e ao recomendar práticas organizacionais que servem como guias para a tomada de decisão dos gestores de programas de KAM. Ademais, como a parte empírica do estudo é baseada no contexto brasileiro, amplia-se o conhecimento sobre KAM no Brasil. Por fim, apresentam-se as limitações do estudo com a agenda de pesquisas futuras
In recent decades, with the maturity of some markets, globalization and increasing power of the customers is becoming more important for the companies to maintain and develop effectively their most important customers. In this context, increases the relevance of Key Account Management (KAM) programs, a corporate initiative that performs special treatment to the most important supplier\'s customers. To obtain the superior financial performance, the KAM program improves the customer value creation for the value appropriation by the supplier. However, the majority of studies emphasize the value appropriation by the supplier, but few researches investigate the customer valuer creation on KAM programs. In addition, most of relationship marketing research still focuses much on the positive impacts of the relationship. Thus, it is important to empirically analyze how the implementation of customer value creation on KAM programs, identifying the main dimensions and the critical factors. The aim of this study is to analyze the customer value creation process on Key Account Management programs (KAM) and to propose a model of customer value creation from the supplier perspective. The analysis and the model are made through an abductive research process that combines the theoretical framework of the value concept and KAM programs, and content analysis of 22 in-depth interviews with experts on KAM programs, marketing or sales professionals who work for at least five years with KAM programs in large companies in Brazil. The proposed model explains in an integrated and systematic way the customer value creation on KAM programs according to five dimensions (Relationships development; Value drivers understanding; Value proposition development; Value proposition communication; and Value measurement), four moderators (Customer relational orientation; Formalization of the KAM program for the customer; Supplier approach: \"customer driven\" vs. \"customer driving\"; and strategic fit between the supplier and the customer) and three risks ( Not delivering the basic customer value; the Key Account Manager turnover; and Perceived injustice by the customer). The study contributes to the KAM theory through the inclusion of a specific dimension for the development of dyad relationships (organization-organization) and individual relationships (employee-employee) in the model, and through not only addressing the positive aspects of the relationship, but also the negatives (or customer value creation risks). It contributes also to the practice by providing a broader, systematic and integrating view of the several elements of customer value creation to executives of companies that have KAM programs, and recommending organizational practices that can be drivers for the decision making of KAM programs managers. Moreover, as the empirical part of the study is based in the Brazilian context, it broadens the knowledge of KAM in Brazil. Finally, we present study limitations with the future research agenda
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Hrubešová, Kateřina. "Věrnostní program jako nástroj podpory prodeje na trzích B2B." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-114380.

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This thesis focuses on the need for and the benefits of customer loyalty programs within the framework of the B2B sector. Furthermore, the thesis highlights the need to work with existing customers to enable a more profitable and prosperous business relationship for both parties. The thesis begins with both positives and negatives of implementing a loyalty program and the associated obstacles and costs. Moreover, the thesis documents the benefits of increased cooperation with existing customers/clients to enable better revenue streams/returns for minimal investment and time as opposed to sourcing new clients/revenues streams which in turn demands greater investment and time for potentially lesser returns. This is clearly documented and substantiated within the thesis via use of the Tork loyalty program along with suggested alternatives and amendments to improve effectiveness, efficiency and profitability of client relationships.
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Simmons, Robert Lee. "The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1451.

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Given that analysts expect companies to invest $22 billion in Customer Relationship Management (CRM) systems by 2017, it is critical that leaders understand the impact of CRM on their bottom line. The purpose of this correlational study was to investigate potential relationships between the independent variables of customer satisfaction and CRM utilization on the dependent variable of business revenue. The service-profit chain formed the theoretical framework for this study. The study population included 203 service branches for an industrial equipment manufacturer in North America. The service director for the subject organization provided the data for the study via data extracts from the company's corporate database. Some branches were eliminated, leaving a total sample size of 178. The results of a multiple linear regression analysis showed that the proposed model could significantly predict branch revenue F (2,175) = 37.321, p < .001, R2 = .298. Both CRM use and customer satisfaction were statistically significant, with CRM use (beta = .488, p < .001) showing a higher contribution than customer satisfaction (beta = -.152, p = .021). This study provides evidence to business executives that CRM use has a strong positive influence on revenue. Additionally, this study supports the findings of other studies that show a point of diminishing returns in improved customer satisfaction. This study contributes to positive social change by allowing firms to make better decisions with their investment dollars and by increasing CRM utilization through cause-related marketing.
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Arndt, Oliver H. "Fähigkeiten im Customer Relationship Management /." Bamberg : Difo-Druck, 2009. http://aleph.unisg.ch/hsgscan/hm00264325.pdf.

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Books on the topic "Customer relationship management programme"

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Eid, Riyad. Successful customer relationship management programs and technologies: Issues and trends. Hershey, PA: Business Science Reference, 2012.

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Aaron, Yetter, and Hostetler Hoss, eds. Success with Microsoft Dynamics CRM 4.0: Implementing Customer Relationship Management. Berkeley, CA: Apress, 2009.

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Mathena, Justin. Success with Microsoft Dynamics CRM 4.0: Implementing Customer Relationship Management. Berkeley, CA: Apress, 2009.

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Koschek, Ralph-maik. Nurturing customer loyalty programmes: Towards an understanding of successful customer relationship management within the grocery retailing industry. Oxford: Oxford Brookes University, 2002.

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Michael, Weigl, Bull Tim, and ebrary Inc, eds. Oracle Siebel CRM 8 installation and management: Install, configure, and manage a robust customer relationship management system using Siebel CRM. Birmingham, U.K: Packt Pub., 2010.

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Das, Subhasish. Customer relationship management. New Delhi: Excel Books, 2007.

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Carol, Kerr, ed. Customer relationship management. New York: McGraw-Hill, 2002.

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Schwetz, Wolfgang. Customer Relationship Management. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-89528-8.

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Schwetz, Wolfgang. Customer Relationship Management. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-322-92002-7.

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Muther, Andreas. Customer Relationship Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56222-8.

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Book chapters on the topic "Customer relationship management programme"

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Wilde, Silvio. "Customer Relationship – Customer Knowledge." In Customer Knowledge Management, 45–56. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16475-0_5.

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Jolibert, Alain, Hans Mühlbacher, Laurent Florès, and Pierre-Louis Dubois. "Customer Relationship Management." In Marketing Management, 229–42. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36367-0_10.

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Möhring, Michael, Barbara Keller, and Rainer Schmidt. "Customer-Relationship-Management." In CRM in der Public Cloud, 3–10. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-19724-7_2.

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Gersch, Martin. "Customer Relationship Management." In Geschäftsbeziehungsmanagement, 309–57. Wiesbaden: Gabler Verlag, 2011. http://dx.doi.org/10.1007/978-3-8349-6928-6_8.

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Schawalder, Michael, Volker Lenz, and Herbert Röllin. "Customer-Relationship-Management." In Industrielle Services strategisch optimieren, 7–12. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-36453-2_2.

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Walsh, Gianfranco, David Dose, Simon Brach, and Arne Albrecht. "Customer Relationship Management." In Marketingübungsbuch, 31–36. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-37303-9_5.

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Wessling, Harry. "Customer Relationship Management." In Network Relationship Management, 143–87. Wiesbaden: Gabler Verlag, 2002. http://dx.doi.org/10.1007/978-3-322-82384-7_4.

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Lancaster, Geoff, and Paul Reynolds. "Customer Relationship Management." In Marketing, 396–427. London: Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-0-230-37409-6_17.

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Zentes, Joachim, Dirk Morschett, and Hanna Schramm-Klein. "Customer Relationship Management." In Strategic Retail Management, 351–73. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-10183-1_16.

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Walsh, Gianfranco, Alexander Deseniss, and Thomas Kilian. "Customer-Relationship-Management." In Marketing, 245–74. Berlin, Heidelberg: Springer Berlin Heidelberg, 2020. http://dx.doi.org/10.1007/978-3-662-58941-0_5.

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Conference papers on the topic "Customer relationship management programme"

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Ning, Feng, Zhang Ming-li, and Tang Sai-li. "Impact of loyalty programs on relationship benefits and customer loyalty: A customer perspective." In 2010 International Conference on Management Science and Engineering (ICMSE). IEEE, 2010. http://dx.doi.org/10.1109/icmse.2010.5719854.

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Glissmann, Susanne, Lutz Kolbe, Nicholas Romano Jr., and Jerry Fjermestad. "Minitrack: Electronic Customer Relationship Management." In 2007 40th Annual Hawaii International Conference on System Sciences (HICSS'07). IEEE, 2007. http://dx.doi.org/10.1109/hicss.2007.369.

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Hayati, Isra, and Uun Al Muddatstsir. "Effects Of Customer Relationship Management On Customer Loyalty." In Proceedings of the 1st International Conference on Economics, Management, Accounting and Business, ICEMAB 2018, 8-9 October 2018, Medan, North Sumatra, Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.8-10-2018.2288685.

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Jia, Xiuna, and Lin Bai. "The Supplier Relationship Management Applying Management Thoughts of Customer Relationship Management." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1602.

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Bueren, A., R. Schierholz, L. Kolbe, and W. Brenner. "Customer knowledge management - improving performance of customer relationship management with knowledge management." In 37th Annual Hawaii International Conference on System Sciences, 2004. Proceedings of the. IEEE, 2004. http://dx.doi.org/10.1109/hicss.2004.1265416.

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Sulaiman and Said Musnadi. "Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty." In International Conference on Multidisciplinary Research. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0008892606920698.

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Yean, Lim Chia, and Vincent K. T. Khoo. "Customer Relationship Management: Lifecycle of Predicting Customer Lifetime Value." In 2010 Second International Conference on Computer Research and Development. IEEE, 2010. http://dx.doi.org/10.1109/iccrd.2010.24.

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Sun, Daiyue, Xu Wang, and Yingbo Wu. "Automobile Dealers' Customer Relationship Management based on Customer Value." In First International Conference Economic and Business Management 2016. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/febm-16.2016.88.

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Kurnia Hikmawati, Nina, Doni Purnama Alamsyah, and Ahmad Setiadi. "IT Implementation of Customer Relationship Management." In 2020 Fifth International Conference on Informatics and Computing (ICIC). IEEE, 2020. http://dx.doi.org/10.1109/icic50835.2020.9288549.

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Prabha, D., and R. Siva Subramanian. "A survey on customer relationship management." In 2017 4th International Conference on Advanced Computing and Communication Systems (ICACCS). IEEE, 2017. http://dx.doi.org/10.1109/icaccs.2017.8014601.

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Reports on the topic "Customer relationship management programme"

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Gillenson, Mark L. Sailor Relationship Management: The Use of Customer Relationship Management in Sailor Morale and Retention. Fort Belvoir, VA: Defense Technical Information Center, August 2002. http://dx.doi.org/10.21236/ada405493.

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