Academic literature on the topic 'Customers Intimacy Strategy'
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Journal articles on the topic "Customers Intimacy Strategy"
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Martens, Carmen, Jasmien Herssens, and Cécile Delcourt. "Design Supporting a ‘Customer-Perceived Intimacy’-Strategy in Healthcare Services." Proceedings of the Design Society: International Conference on Engineering Design 1, no. 1 (July 2019): 927–36. http://dx.doi.org/10.1017/dsi.2019.97.
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AbstractGiven that we live in a time within a growing competitive healthcare market, the customer experience and healing opportunities are on top of the priority list. However, little attention has been dedicated on how to merge the disciplines of architecture, healthcare and management to create healthcare environments to enhance the customer experience and the healing process. The goal of this paper is to explore how design can foster customer-perceived intimacy within a healthcare context to achieve enhanced customer outcomes, such as customer well-being. Understanding the importance of customer- perceived intimacy is paramount, as customers are constantly exposed to intimate situations. The study suggest that there is potential for such situations to be wrought with problems involving complexities associated with human cognition, emotions, physiological responses, and behaviors. A literature review is undertaken to highlight the antecedents and the short-term and long-term outcomes of customer- perceived intimacy. As a result, the paper provides a conceptual framework that raises many questions that need to be answered. In doing so, a solid foundation for future inquiry has been laid.
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Andersson Cederholm, Erika, and Johan Hultman. "Bed, Breakfast and Friendship: Intimacy and Distance in Small-Scale Hospitality Businesses." Culture Unbound 2, no. 3 (September 16, 2010): 365–80. http://dx.doi.org/10.3384/cu.2000.1525.10221365.
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Through an analysis of the narrative of a Bed and Breakfast (B & B) and art gallery owner, the emergence of intimacy as a commercial value in the hospitality industry is illustrated. This is a formation of economic value where economic rationality as a motive for commercial activity is rejected. Simultaneously though, a different set of market attitudes are performed by hospitality practitioners in the course of everyday interactions with customers, and a tension between emotional, spatial and temporal intimacy and distance is uncovered and discussed. It is concluded that commercial friendship is a more complex issue than what has been acknowledged so far in the hospitality literature. A continued discussion of intimacy in hospitality will therefore affect the cultural understanding of emotions, identity and lifestyle values on the one hand, and business strategy, value creation and markets on the other.
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Järvinen, Margaretha, and Theresa Dyrvig Henriksen. "Controlling intimacy: Sexual scripts among men and women in prostitution." Current Sociology 68, no. 3 (December 17, 2018): 353–71. http://dx.doi.org/10.1177/0011392118815945.
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Inspired by sexual scripting theory, this article analyses intimacy and control in prostitution. The authors identify two strategies for maintaining control among male and female sex sellers. The first strategy is to restrict prostitution to relationships with as much sexual reciprocity as possible. The other is to maintain sexual/emotional distance from customers – yet often acting the opposite. The article questions prevailing stereotypes about male sex sellers being more agentic and autonomous than female sex sellers, arguing that control in prostitution can be achieved (and lost) in different ways. The analysis shows how scripting theory – with its differentiation between the cultural, interpersonal and intrapsychic levels of scripting – may be used to understand variations and contradictions in prostitution experiences. The article is based on 36 qualitative interviews with men and women in escort services, clinic prostitution and prostitution in private apartments in Denmark.
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Waweru, Boniface, and John Karihe. "EFFECT OF CUSTOMER RELATIONSHIP MANAGEMENT STRATEGIES ON PERFORMANCE OF MEDIUM ENTERPRISES." Journal of Business and Strategic Management 6, no. 2 (September 20, 2021): 63–83. http://dx.doi.org/10.47941/jbsm.683.
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Purpose: The main purpose of this study was to investigate the effect of customer Relationship management strategies on performance of Medium Enterprises.
Methodology: The researcher used descriptive research design. The study site is at Kiambu County, where researcher is expected to collect data from different 5 heads of department of 40 medium enterprises. Data shall be collected using self - administered Questionnaires since the found extensive knowledge in the market hence dropped the interview. The researcher employed SPSS version 24.00 to analyze descriptive statistic. The result was presented using tables and chart.
Results: The study established that Customer Retention, Technology Infrastructure and Customer Experience positively and significantly affects performance of MSE's as shown by beta values of 0.449, 0.269 and 0.357andsignificant values of0.000, 0.013 and 0.001 respectively. Customer Intimacy was found to positively but insignificantly affects performances of MSE's. The results implies that increasing each of the independent variable with one unit increases performance of MSE's with associated beta values. The study concludes that Customer Retention, Technology Infrastructure, Customer Experience and Customer Intimacy positively affects performances of MSE's to positive levels.
Unique contribution to theory, practice and policy: The study recommends that management of MSE's to enhance Customer Retention practices, Technology Infrastructure, Customer Experience practices and Customer Intimacy since the practices positively affects performances of the enterprises. Further research recommends in order to enhance retention firm should consider the following strategies, open communication policies, Corroborative or business partnering strategies and production innovation strategy. On second pillar(technology) the study recommends that firms should integrate technology with their good and service. On third pillar(customer experience) the study recommends that firm should support the customers throughout consumption process ,implement user defined product approach and implement J.I.T system. On the last pillar study recommends that firm should be customer centric when innovate product, open communication and organize met up's. Furthermore more the study recommends further comparative study on other counties; CRM practice and their effect on performance and remaining 50.6% out of 1006% CRM strategies accounted by other indicators not included in this study.
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Grandinetti, Roberto, Maria Vincenza Ciasullo, Marco Paiola, and Francesco Schiavone. "Fourth industrial revolution, digital servitization and relationship quality in Italian B2B manufacturing firms. An exploratory study." TQM Journal 32, no. 4 (June 30, 2020): 647–71. http://dx.doi.org/10.1108/tqm-01-2020-0006.
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PurposeIndustry 4.0 is dramatically affecting businesses behaviours and strategies, transforming products design, manufacture, operations and services. An outcome of this transformation is digital servitization. This paper aims to contribute to the extant literature about digital servitization in B2B contexts by analysing how I4.0-based servitization affects the quality of supplier–customer relationships.Design/methodology/approachThe authors adopted a qualitative methodology based on an exploratory multiple case study. In particular, the study included 22 Italian B2B manufacturing firms whose I4.0-based digital servitization approaches are described and, then, analysed in relation to the quality of supplier–customer relationships.FindingsThe access to customers and data is critical to enable advanced digital services and for improving relationship quality; the levels of relational intimacy and informational openness lead to two subsequent levels of data-driven efficiency and data-driven effectiveness, impacting significantly on relationship quality and enabling relational innovation.Originality/valueThe research explores the link, so far underestimated, between digital servitization and relationship quality in industrial contexts.
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Holdford, David A. "Perspectives on the pharmacist’s “product”: a narrative review." Pharmacy Practice 19, no. 2 (May 31, 2021): 2430. http://dx.doi.org/10.18549/pharmpract.2021.2.2430.
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Clarity about the pharmacist’s “product” is fundamental to developing and communicating the value of pharmacy offerings. It is clear within the profession that pharmacists use their scope of knowledge and technical skills to address medication-related needs of individuals and populations. However, confusion still remains in the professional and public literature about what a pharmacist precisely produces for society. Is it a drug, service, program, solution, or something else? As the profession evolves from one that focuses on dispensing drugs to a profession that seeks to achieve positive patient health outcomes, pharmacists need to better conceptualize and articulate what they produce. This narrative review explores ideas from the marketing, business strategy, and entrepreneurship literature to discuss diverse perspectives on the pharmacist’s product. The four perspectives are the product as (1) a tangible product, (2) an intangible service, (3) a “smart, connected” good or service, and (4) a solution to a customer problem in whatever form provided. Based upon these perspectives, the pharmacist’s product can be any combination of tangible or intangible, face-to-face or virtual offering produced by pharmacists that seeks to satisfy medication-related needs and wants of pharmacy patients and customers. Ideas discussed in this review include the total product concept, classification schemes from the services marketing literature, the theory of service-dominant logic, the concepts of “smart, connected” products and industrialized intimacy, and the jobs-to-be-done framework. These various perspectives offer lessons for pharmacists on how to innovate when serving patients and customers and to communicate the pharmacist’s value proposition to the people they serve.
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Giovanis, Apostolos, and Pinelopi Athanasopoulou. "Understanding lovemark brands." Spanish Journal of Marketing - ESIC 22, no. 3 (December 17, 2018): 272–94. http://dx.doi.org/10.1108/sjme-07-2018-0035.
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Purpose The purpose of this study is to develop and empirically test a lovemark measure that can be used to identify how brands of wireless-enabled computing devices are classified based on customers’ respect and love toward them. Design/methodology/approach On evidence drawn from 1,016 consumers of wireless-enabled computing devices (e.g. netbooks and tablets) in Greece, partial least squares method is used to test the validity of the proposed hierarchical model. Findings Results show that a lovemark measure can be conceptualized as a third-order reflective construct having respect and love as its second-order dimensions. In turn, respect reflects on brand performance, trust and reputation, and love reflects on brand commitment, intimacy and passion. The proposed measure presents a very good external validity as it can explain big portions of variance in consumer responses including repurchase intentions, positive WOM and willingness to pay a price premium. Finally, the proposed measure is used to classify eight well-known devices as products, fads, brands and lovemarks and identify the love styles associated with brand relationships. Originality/value This paper provides empirical evidence for measuring and identifying lovemarks using a hierarchical model, which can be further used to develop a more effective strategy for managing the functional and emotional aspects of brands to strengthen consumer-brand relationships.
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Santosa, MS Eric. "Can Customer Intimacy Strategy Generate Intention to Buy?" Economics, Law and Policy 3, no. 1 (May 7, 2020): p57. http://dx.doi.org/10.22158/elp.v3n1p57.
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Creating customer intention to buy is obviously a major task of every marketer and/or firm. Many tactics are exercised to generate the intention, in which a buying behavior is hopefully occured. A customer intimacy strategy supposedly be a particular way to do it. However, its power to generate the intention hypothetically is not straight forward, but through other variables. It is commonly known, in accordance with the Theory of Planned Behavior (TPB), the intention could be predicted by consumer attitude and subjective norm. Meanwhile, the attitude and subjective norm theirself are frequently in-line with the product’s performance. Therefore.the purpose of the study is to investigate the power of customer intimacy strategy in creating the customer intention to buy through the product’s brand equity and both the consumer attitude and subjective norm. A 108 sample is withdrawn from those who recognize, are interested of and want to buy Dagadu products. Amos 16.0 and SPSS 16.0 are employed in analyzing data. The result shows that the customer intimacy strategy has significant effects to the brand equity, attitude and subjective norm. In addition, the brand equity also has a significant influence to the intention.
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Akçura, M. Tolga, and Kannan Srinivasan. "Research Note: Customer Intimacy and Cross-Selling Strategy." Management Science 51, no. 6 (June 2005): 1007–12. http://dx.doi.org/10.1287/mnsc.1050.0390.
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Wahyuni, Wahyuni, and Jajang Nurjaman. "PENERAPAN VALUE DISCIPLINE STRATEGY PADA BANK KALTIM CABANG TANA PASER." Sebatik 18, no. 1 (June 1, 2017): 5–9. http://dx.doi.org/10.46984/sebatik.v18i1.84.
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Bank Daerah saat ini diharapkan mampu bersaing dengan bank-bank swasta dalam meningkatkan kualitas taraf hidup masyarakat, selain untuk dapat menghimpun dana masyarakat di daerah tersebut. Bank Kaltim Cabang Tana Paser yang merupakan bank daerah di Kabupaten Tana Paser terus berupaya untuk memberikan layanan terbaik kepada nasabahnya dalam bentuk pelayanan produk dan jasa. Sesuai dengan visinya “Menjadi The True Regional Champion yang Kuat, Kompetitif dan Kontributif dalam mendukung pertumbuhan ekonomi daerah yang berkualitas”, Bank Kaltim Cabang Tana Paser membutuhkan suatu strategi bisnis untuk mencapai visi tersebut yaitu dengan menggunakan Value Discipline Strategy. Value discipline strategy atau bisa disebut disiplin nilai pertama kali dikemukakan oleh seorang presiden dari perusahaan Treacy yaitu Michael Treacy dan Fred Wierseam. Pada dasarnya, teori ini menekankan pentingnya identifikasi terhadap segmen pasar (market segment). Menurut pand angan ini, ada tiga segmen generik, diantaranya adalah Operational Excellence,Product Leadership,Customer Intimacy. Untuk dapat menentukan jenis strategi yang tepat, maka dibutuhkan suatu analisis baik dari faktor eksternal dan internal. Setelah dilakukan analisis dapat disimpulkan bahwa jenis strategi yang tepat untuk diterapkan adalah Customer Intimacy dimana pada jenis strategi ini Bank Kaltim Cabang Tana Paserdifokuskan pada pendekatan terhadap nasabah.
Dissertations / Theses on the topic "Customers Intimacy Strategy"
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Gomez, Andres Jorge. "Customer intimacy strategy in B2B technology businesses in Colombia." reponame:Repositório Institucional do FGV, 2015. http://hdl.handle.net/10438/16389.
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The main objective of this Thesis is to analyze Customer Intimacy Strategy in B2B technology businesses in Colombia and the variables that have a direct relationship with it like perception, trust and networking. And how a Customer Intimacy Strategy can affect a company to achieve positive or negative results in an operation, in terms of business opportunities, relations and profitable and sustainable sales if properly managed or mismanaged. With a population of almost 50 million people, GDP average growth of 4.22%(considering 2013 up to 2017), a strategic geographic location in Latin America close to the middle of the region with direct access to the Pacific and Atlantic oceans, on the verge to reach a peace agreement ending its long time social and security conflict with the local guerrillas, Colombia is a country with a stable economic present and promising future. But despite the appealing business landscape and opportunities both in number and size, it is a developing economy where firms who are willing to run a startup or who currently have B2B technology operations in this country will find out that uncertainty and mistrust are two of the most critical variables that need to be overcome in order to achieve success. Their relevance will vary from one region to another, but will still be considered of most importance throughout the country. This matter is highly important to B2B technology businesses in Colombia because few firms are aware of the importance of customer intimacy strategy, believing that it is just a matter of social relationships and not considering the diverse number of variables such us perception, trust and networking that compose it. Customer intimacy strategy at the end becomes the main and most relevant source of sales in a B2B technology environment in Colombia.
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Tsai, Terry S. L., and 蔡憲龍. "Customer Intimacy Disciplined Supply Chain Strategy in Cramics Industry." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/64816085044658920490.
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碩士國立交通大學
管理學院高階主管管理碩士學程
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This thesis examines the operations of C Company to adopt the most effective supply chain strategy, thus strengthening its competitiveness in the Asian market. Several action plans and operational models are also developed to ensure that the company studied herein can implement them effectively. Based on research of value chain and supply chain of the Asian ceramic industry and C company, as well as the research of the property and SWOT analysis of C company, our results indicate that the C company should apply not only a conventionally adopted supply chain strategy, i.e., attempting to achieve reduction of overhead costs and a quick customer response in the field of inventory control, transportation way, facility decision and information technology, but also the most valuable approach to their customer, e.g., technical service. It means the cased study also should apply the customer intimacy strategy to offer the total solution to their customers. At present, with the advantage of inherent core competence of cased company – excellent technical service team, consistent quality through mass production and location close to the main market, the cased company should enhance or expand their core competence to compete with the main foreign competitors from Spain and the local low-price competitors, owing to the cased company have better advantage on customer relation and location. However, comparing with China（low price） competitors, the cased company can offer better advantage of product leadership and technical service to the customer if the cased company can provide better technical service and threshold price level to the customers. However, good strategy is not enough unless the strategy will be through by executed to the result. Therefore, this thesis also tries to propose the detailed action plan and operation model for the cased company to apply the supply chain strategy of the customer intimacy. At last, owing to the limitation of resources, the strategy execution will suffer some difficulties; some points of personal view and recommendation will be illustrated in this thesis too.
Book chapters on the topic "Customers Intimacy Strategy"
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Bothorel, Grégoire, and Virginie Pez-Pérard. "Data Marketing for Customer Intimacy." In Augmented Customer Strategy, 203–18. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2019. http://dx.doi.org/10.1002/9781119618324.ch12.
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"What does it take to be customer intimate? How customer-intimacy organizations implement strategy." In Strategy Implementation, 251–77. Routledge, 2014. http://dx.doi.org/10.4324/9781315849447-24.
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"Strategy implementation in practice: Châteauform’: customer intimacy and beyond." In Strategy Implementation, 278–96. Routledge, 2014. http://dx.doi.org/10.4324/9781315849447-25.
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"What does it mean to be customer intimate?" In Strategy Implementation, 229–50. Routledge, 2014. http://dx.doi.org/10.4324/9781315849447-23.
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Schierholz, Ragnar, Lutz M. Kolbe, and Walter Brenner. "Strategy Aligned Process Selection for Mobile Customer Services." In Mobile Computing, 2257–79. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-054-7.ch181.
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In this chapter we analyze how companies define their customer value proposition and how the selection of successful mobile customer services is done in alignment with this strategic positioning. We derive a set of five different strategic goals (price leadership, product quality leadership, customer intimacy leadership, accessibility leadership, innovation leadership) and apply this classification to case studies we analyzed. We show interdependencies between the strategic premises and the processes selected for being supported by mobile technology, resulting in typical properties which qualify processes for mobilization. These are used to derive guidelines for strategy aligned process selection when implementing mobile customer services.
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Okan, Elif Yolbulan, and Gulberk Gultekin Salman. "Handling Private Label Customer Complaints to Improve Customer Satisfaction." In Advances in Marketing, Customer Relationship Management, and E-Services, 135–56. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-0257-0.ch007.
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There have been disruptive changes in retail industry due to changing consumer expectations and hyper competition. The aim of the current study is to provide an initial attempt at addressing a less researched area: customer dissatisfaction with private label brands. Since retailers are in search of finding new sources of competitive advantage—besides cost advantage—customer intimacy, complaint management, and creating secondary customer satisfaction for private label loyalty is an essential strategy in today's retailing industry. This study covers a review on private label branding and customer complaint management literature. In order to provide support for the existing literature, in depth interview with managers of two leading retailers is included in the study. The findings reveal the need and importance of focusing on antecedents of customer complaints and developing recovery strategies for gaining secondary satisfaction.
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Negri, Francesca. "Retail and Social Media Marketing." In Handbook of Research on Retailer-Consumer Relationship Development, 426–48. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6074-8.ch023.
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The Internet has revolutionized almost every facet of business and personal life. We are facing a far-reaching revolution, driven by Social Networking Sites (SNSs) where people talk about their life, purchases, and experiences. Mobile devices and tablets are replacing computers as the main access point to the Internet. Customer expectations are rising constantly with the development of new technologies. Social Media comes in many forms: blogs, media sharing sites, forums, review sites, virtual worlds, social networking sites, etc. Social Networking Sites (SNSs), the focus of this chapter, are the most disruptive social media and a key opportunity for business. Most industries recognized in that shift the potential for a more intimate and productive relationship with customers. Nowadays, retailers have no choice in whether they do social media: they only have the choice of how well they do it. Retailers need to convert browsers to buyers, and one-time customers to loyal sharing fans, so that they become advocates in the real and virtual worlds. The shift is deep: from one-way communication to conversation, and from advertising as an interruption to the interactivity in all locations. The originality of the chapter consists on its introduction of the concept of Social Networking Sites (SNSs) as an integration of the retailing marketing mix, defining its role in a marketing strategy, and providing some managerial implications for practitioners. After an introductive overview of the trend adopting a retailer point of view, four are the chapter's cornerstones: opportunities belonging from geolocation; how to plan a social media strategy; a new channel of interaction between customers and retailers: the social customer service; how to face a crisis in a Web 2.0 context. These are four brand new ways to engage consumers. This topic is relatively new and in continuous becoming, and much of interest remains to be said about it. The chapter's approach is to present what the authors believe to be the most relevant for a retailer facing a social networking challenge.
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Negri, Francesca. "Retail and Social Media Marketing." In Social Media Marketing, 1185–208. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-5637-4.ch056.
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The Internet has revolutionized almost every facet of business and personal life. We are facing a far-reaching revolution, driven by Social Networking Sites (SNSs) where people talk about their life, purchases, and experiences. Mobile devices and tablets are replacing computers as the main access point to the Internet. Customer expectations are rising constantly with the development of new technologies. Social Media comes in many forms: blogs, media sharing sites, forums, review sites, virtual worlds, social networking sites, etc. Social Networking Sites (SNSs), the focus of this chapter, are the most disruptive social media and a key opportunity for business. Most industries recognized in that shift the potential for a more intimate and productive relationship with customers. Nowadays, retailers have no choice in whether they do social media: they only have the choice of how well they do it. Retailers need to convert browsers to buyers, and one-time customers to loyal sharing fans, so that they become advocates in the real and virtual worlds. The shift is deep: from one-way communication to conversation, and from advertising as an interruption to the interactivity in all locations. The originality of the chapter consists on its introduction of the concept of Social Networking Sites (SNSs) as an integration of the retailing marketing mix, defining its role in a marketing strategy, and providing some managerial implications for practitioners. After an introductive overview of the trend adopting a retailer point of view, four are the chapter's cornerstones: opportunities belonging from geolocation; how to plan a social media strategy; a new channel of interaction between customers and retailers: the social customer service; how to face a crisis in a Web 2.0 context. These are four brand new ways to engage consumers. This topic is relatively new and in continuous becoming, and much of interest remains to be said about it. The chapter's approach is to present what the authors believe to be the most relevant for a retailer facing a social networking challenge.
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Smriti, Kumari. "Retail Supply Chain Management Trends." In Advances in Logistics, Operations, and Management Science, 1–18. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9894-9.ch001.
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Improving the organization's performance and securing competitive advantage over others greatly depends on the supply chain management as it is seen that the competition is no longer between the organizations, rather they are amongst supply chains. This study is based on collecting the information and data about the supply chain management from 60 retail organizations. This study will show the aspects of supply chain management in the retail domain highlighting the challenges, capabilities and the priorities for the next 2-3 years. As retailers choose to concentrate either on product leadership private-label or high touch customer intimacy or on cost leadership strategies, their supply chain priorities and investment decisions are tailored to the specific requirements. While retail is extremely diverse, but retailers across the globe share many priorities — balance the availability of the inventory; control the costs and customer service in order to maintain the retail strategy. Our effort has been to explore how retailers are managing these priorities and getting ready for future.
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Smriti, Kumari. "Retail Supply Chain Management Trends." In Supply Chain and Logistics Management, 2089–108. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-0945-6.ch100.
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Improving the organization's performance and securing competitive advantage over others greatly depends on the supply chain management as it is seen that the competition is no longer between the organizations, rather they are amongst supply chains. This study is based on collecting the information and data about the supply chain management from 60 retail organizations. This study will show the aspects of supply chain management in the retail domain highlighting the challenges, capabilities and the priorities for the next 2-3 years. As retailers choose to concentrate either on product leadership private-label or high touch customer intimacy or on cost leadership strategies, their supply chain priorities and investment decisions are tailored to the specific requirements. While retail is extremely diverse, but retailers across the globe share many priorities — balance the availability of the inventory; control the costs and customer service in order to maintain the retail strategy. Our effort has been to explore how retailers are managing these priorities and getting ready for future.