The paper examines the relationship between brand equity and in-market performance.A comparison of brand equity and market performance shows that mostly brand equity is a strong indicator of market share, suggesting that brand equity building strategies need to be adopted to drive future market share. However there are cases where brand equity does not correlate with market share and understanding the reasons driving the discrepancy becomes critical in managing the brand's under-utilized potential. In these cases, there is frequently a marketing fundamental other than brand equity that can be addressed to help build market share, which can be distribution, pricing, targeting or some other key marketing element.
The purpose of this paper is to focus on the sharing of information between retailers and manufacturers. Over the past five years there has been a revolution in the information that retailers have had at their disposal on which to make business decisions. Over the past couple of years they have also become more prepared to share these information sets with manufacturers their suppliers. There is the potential for both the retailer and manufacturer to gain by using shared information as a method of driving enhanced business performance. However this will only be achieved where there is wide and equitable access to data.
This paper will present a method of assessing the performance of each store in a chain to determine the optimum performance potential and identify opportunities to improve performance. It will illustrate how this technique has been successfully used to set guidelines for operations management, merchandising, finance, planning and real estate in the food, clothing and furniture retail sectors.
The lines are blurring among four huge industries: computers, consumer electronics, communications and entertainment. The relentless spread of digital electronics-converting information, sound, video, text, and images into a single stream of ones and zeros that can be decoded by similar electronic hardware is setting up competition, forcing strange alliances and undermining once lucrative businesses. The Wall Street Journal, February 18,1992
Satisfied customers and customer retention should be one of the highest priorities of any business enterprise. Many companies are using some form of customer satisfaction measurement, but most companies do not have methods to put the customer satisfaction program in relation to profitability. Only very few studies have focused on how to link customer satisfaction to customer loyalty and performance. This paper will present a microeconomic model for the relation of profit to customer loyalty, customer satisfaction and cost. It is shown that the degree to which the company lives up to customer expectations should be a linear function of the contribution to loyalty. The framework enables the managers to determine which customer satisfaction elements should be improved first with respect to bottom- line profitability. For practical use the only information needed is market information about customer satisfaction for the company and the main competitor, the importance of a given satisfaction element and the customers buying intentions.
Customer orientation is the focus of this paper. The primary purpose of the underlying study is to measure the customer focus of real estate agents. The Narver and Slater -1990 scale was made operational to fit the situation of the real estate agents in order to translate customer focus into specific activities designed to increase business performance. The ultimate purpose of the study is to determine the strength of the relationship between business performance and customer focus. This paper presents the research results and discusses the appropriateness of the customer focus element of the Narver and Slater -1990 scale in a services context.
In customer satisfaction research, analysis methods are needed that can provide a clear insight into the complex relationships among satisfaction ratings and various performance attributes. The purpose of such an analysis is to identify the areas (processes, attributes) that need improvement and that most significantly enhance the business relationship with the customer. This paper describes a novel method to examine customer satisfaction survey data. The method includes a refinement in assessing attribute importance, by differentiating between value enhancing and decreasing attributes, satisfiers and dissatisfiers. Information gain measures and statistical tests are used for this purpose. The refined relevance measures result in a modified importance-performance chart that is used to suggest a suitable strategy for the attributes under investigation. The method is demonstrated for a sample of 2504 customers of retail banking services.