This paper illustrates the benefits of the CSM Customer Satisfaction Measurement Model and its contribution to total quality management programs. Identifying satisfaction drivers for distribution line members of a household electrical appliances manufacturer, and comparing this manufacturer against benchmark data, allowed us to draw a strategy to reinforce dealer loyalty as a way of maintaining and increasing the company's market share.
This paper illustrates the benefits of the CSM Customer Satisfaction Measurement Model and its contribution to total quality management programs. Identifying satisfaction drivers for distribution line members of a household electrical appliances manufacturer, and comparing this manufacturer against benchmark data, allowed us to draw a strategy to reinforce dealer loyalty as a way of maintaining and increasing the company's market share.
This paper presents the adoption of information technology in Customer Service and its verification through the application of an adapted Guttman scale. The Scalogram analysis is a validity test of a hierarchical scale for the functionality and sophistication level of the union of customer service and information technology. The underlying question to be answered relates to determination of the existence and form of such a scale with respect to the adoption of information technology in customer service. Company characteristics, such as information sources and use of computers are to be determined and correlated with the scale to explain the adoption and use of information technology in customer service.
The paper describes a piece of research that has been coordinated by Eurisko, on behalf of Ferrari. The study was aimed at measuring customers satisfaction with the treatment they receive at the dealerships, during the purchase and the after sales service phases. In particular, Ferrari was interested in a tool that pinpointed the strong and weak points of the service offered by the dealers and that would allow the company to identify the problems that required immediate intervention so as to improve customers satisfaction. The research was carried out, during 1995 in five countries, Germany, Italy, Japan, Switzerland and the United Kingdom, on the basis of Walker Informations CSM methodology. Overall, the research proved that, even in the case of a product that is as unique and extreme as a Ferrari car, service still plays an important role and cannot be neglected.
As competition for business becomes more and more intense in the Middle East region, delivery of quality customer service has become a major goal for many companies in the region. This paper analyses the challenge faced by market research suppliers in developing customer satisfaction programmes, which whilst specific to the Middle East and North African region, are also valid at a multi- country level Specific reference is made to features of the Customer Satisfaction Surveys developed by Pepsi Cola International in 1994 and 1995.
Financial institutions have been forced to adapt from sales driven organisations to a customer focused operating culture in order to survive - although the process of adaptation is far from complete, and has not been painless. The problem is that determining what the customer wants is more difficult in financial services than in other industries, because the products are often complex and long term. Customers may have clearly defined expectations of a branch based retail banking service, but they find it difficult if not impossible to define the standards of service they expect when they buy a life policy or personal pension plan - because they do not understand the products they are buying. Yet customer retention is vitally important to the life and pensions industry, since cancelled policies signal lost profits. The aim of customer service therefore is to build and maintain confidence in the institution and thus ensure retention for the long term. It is unnecessary for customers to define the standards of service they expect, the only relevant consideration is whether commumcations between institution and customer have the effect of increasing or decreasing confidence, and hence prospects for customer retention. A survey for TSB Life and Pensions used multivariate analysis to infer the relationship between customer service and confidence, distinguishing those service attributes that are critical to maintaining customer confidence from those that appear to have little or no influence. Once confidence is accepted as the long term goal of customer service, a strategic framework can be established to review each service attribute against its contribution to the key confidence index.
Unilever markets over 1000 brands of packaged consumer goods in seventy five countries. This activity accounts for three quarters of its global sales. Its well-tried market development strategy has been systematically applied to the Arabian Peninsula over the last six decades. In the last three years, Unilever has moved its top management on-shore to the GCC to assume responsibility for the totality of its consumer goods business in Arabia. New enterprises have been established with additional employment, local nationals are being aggressively trained and increased resources are being applied to better consumer understanding and customer service. The rewards are palpable and Unilever Arabia is now embarked on a trajectory of business expansion on an exciting scale.
On both sides of the Atlantic, the race is on to understand and meet customer expectations of service delivery, and research has a key role to play in helping organisations implement and sustain effective customer service programmes. For this paper, the authors have combined their experience of working closely with US and UK clients, across a range of different market sectors, to prepare a recipe for success in achieving good customer service, in which research is a vital ingredient. Two case studies, one from each country, are presented to demonstrate how the recipe ingredients have been blended by two very different organisations to produce uniquely successful service cultures. The authors conclude that detailed applications require informed tailor-making, but that research techniques translate well between cultures and markets, and that the exchange of ideas and experience will continue to benefit both clients and their customers.
The paper describes how retailers in the automotive business who are generally action oriented, overly concerned with prices charged and wanting to see real results in a short time frame can be made aware of their store image. Store image is here defined as the consumers' evaluation of all salient aspects of the store as individually perceived and weighted. An instrument used in 69 studies generating information for strategic decision making is described. An analysis of aggregated results is presented and interpreted as evidence that automotive retailers are in the business of services marketing. Where services marketing is defined as an interactive process in which the benefit is provided to the customer through that individuals interaction with the physical environment and personnel provided by the retailer. The view is taken that an automotive retailer should lay emphasis on the human interface of his operation and on providing customer oriented after-sales services in order to achieve a successful store image.
This paper outlines the research programme which has been instituted to monitor the multifarious aspects of the Customer First Programme instituted in Lloyds Bank. This is initially planned to span two and a half years. The elements of the research are related both to staff, at whom the programme is aimed and customers, who are the ultimate 'consumers' of the service the Bank provides. In addition to qualitative monitoring of the impact and effectiveness of all of the training and instructional activities, there is a continuous monitor of the staff attitudes to the Programme. Customer evaluation of service standards are monitored through the medium of a massive two year research study which commenced in March 1987, following an intensive pilot phase. Samples of personal customers are surveyed by means of a self-completion postal questionnaire. All branches will be covered over the two years in twenty four matched groups.