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1 – 10 of over 150000
Book part
Publication date: 17 July 2015

Yi-Hui Tai, Wen-Ying Wang and Jerome Katrichis

The purpose of this paper is to describe the interactions between accounting and marketing activities in a Taiwanese telecommunication firm by demonstrating the dramatic impact…

Abstract

Purpose

The purpose of this paper is to describe the interactions between accounting and marketing activities in a Taiwanese telecommunication firm by demonstrating the dramatic impact that improved costing methods had on the firm’s customer portfolio management activities and consequently on the firm’s bottom line.

Methodology/approach

The paper presents a case study of a firm in the highly competitive telecommunications industry in Taiwan. The case study was constructed by interviewing key individuals within the organization over an extended period and supplementing those reports with an analysis of internal company documents.

Findings

The firm dramatically increased profitability through the integration of activity-based costing into their customer portfolio framework requiring marketing and accounting functions to work closely together. In this rapidly evolving market, cost allocation and customer portfolio management are indispensable. Identifying accurate costs and keeping key customers is a critical issue for the case company. While theoretically the approach is simple, in practice considerable hurdles needed to be overcome.

Originality/value

While considerable literature suggests that customer profitability drives the management of an organization’s customer portfolio, critical to the success of such an endeavor is the accurate calculation and allocation of costs to individual customers. As an interdisciplinary study, this paper provides insights for both accounting and marketing highlighting their reliance on each other in a sound firm. The results of this paper will serve as a supplement to past customer portfolio management research as well as a reference for any firm seeking to enhance their approach to portfolio management.

Book part
Publication date: 16 August 2014

Anne-Maria Holma

This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial network…

Abstract

This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial network approach (see, e.g., Axelsson & Easton, 1992; Håkansson & Snehota, 1995a). The study describes how adaptations initiate, how they progress, and what the outcomes of these adaptations are. Furthermore, the framework takes into account how adaptations spread in triadic relationship settings. The empirical context is corporate travel management, which is a chain of activities where an industrial enterprise, and its preferred travel agency and service supplier partners combine their resources. The scientific philosophy, on which the knowledge creation is based, is realist ontology. Epistemologically, the study relies on constructionist processes and interpretation. Case studies with in-depth interviews are the main source of data.

Details

Deep Knowledge of B2B Relationships within and Across Borders
Type: Book
ISBN: 978-1-78190-858-7

Keywords

Book part
Publication date: 8 June 2007

Robert H. Ashton

Models of value creation that have been proposed for supporting value-based management are described and analyzed, including the Balanced Scorecard, the Baldrige Quality Award…

Abstract

Models of value creation that have been proposed for supporting value-based management are described and analyzed, including the Balanced Scorecard, the Baldrige Quality Award Criteria, the Deming Management Method, the Service-Profit Chain, and the Skandia Intellectual Capital Model. These models are compared, their potential for guiding the identification of value drivers and performance measures for value-based management is assessed, and management issues that must be addressed if such models are to contribute to long-run value creation are explored. These issues include causally linking value drivers to each other and to financial outcomes, the extent to which the models take a dynamic, or whole-system, view of value creation, and whether multiple value drivers should be explicitly weighted and combined to form a “value index.” Finally, the substantial body of research evidence linking intangible value drivers to financial outcomes is reviewed, and some directions for further research are offered.

Details

Advances in Management Accounting
Type: Book
ISBN: 978-0-7623-1387-7

Article
Publication date: 2 November 2023

Olivier Furrer, Mikèle Landry and Chloé Baillod

This study aims to develop a comprehensive, theoretically grounded framework of customer-to-customer interaction (CCI) management, by revisiting three older services marketing…

Abstract

Purpose

This study aims to develop a comprehensive, theoretically grounded framework of customer-to-customer interaction (CCI) management, by revisiting three older services marketing models: the servuction model, the services marketing triangle and the services marketing pyramid.

Design/methodology/approach

Noting the lack of theoretical frameworks of CCI management, this study adopts a problematization approach to identify foundational services marketing models, question their underlying assumptions, develop an alternative conceptual framework and evaluate its adequacy for CCI management, on the basis of a systematic literature review and content analyses.

Findings

By revisiting the assumptions underlying three relevant models in the light of the present-day, technology-infused service environment, this study proposes a four-triangle CCI management framework encompassing four specific modes of CCI management: managerial decisions by the firm; frontline employees; the design of the physical environment; and technology. Furthermore, this study emphasizes the triadic relationships involving the focal customer, other customers and the four modes of CCI management. Building on these findings, this study concludes with an extensive research agenda.

Originality/value

To the best of the authors’ knowledge, this study represents the first scholarly effort in services marketing literature to provide a comprehensive, theoretically grounded framework of CCI management. With its basis in foundational models, the new framework is well-suited to address future challenges to service marketplaces too.

Book part
Publication date: 13 June 2013

Nelson Oly Ndubisi, Naresh K. Malhotra and Gina L. Miller

Purpose – This study draws on conflict management literature to examine service recovery by service organizations and its effect on the important marketing outcomes of customer

Abstract

Purpose – This study draws on conflict management literature to examine service recovery by service organizations and its effect on the important marketing outcomes of customer perceptions of service quality (satisfaction, trust, attribution/praise, and value) which influences customer retention rate (loyalty) and thus firm profitability.Design/methodology – Data from 412 banking customers are first employed to test the study’s model, and the results are subsequently cross-validated using a sample of 421 health-care customers.Findings – In services marked by moderate to low customer contact (i.e., task oriented) such as banking, effective conflict management tends to increase customer satisfaction, trust, and perceived customer value. It also has a positive effect on customer loyalty, albeit mediated by the above three variables. However, in high contact service contexts (i.e., personal oriented) like health care, conflict management seems to have relatively weak direct and indirect effects on customer loyalty.Research limitations/implications – The single country (Malaysian) origin of the present study’s data suggests the need for corresponding research in a Western context, where customers likely have different service expectations. Additionally, the research scope could be extended to focus on the relational nature of conflict management (the way in which a conflict is framed and resolved) in service recovery and how this moderates the relationship between perceived service quality and customer loyalty. The bi-industry approach taken in this research could also be extended to other low- and high-contact service sectors.Practical implications – Service organizations may benefit from training their employees on conflict management, honing skills in sensing and halting potential customer conflicts, and instituting a rapid and procedurally robust conflict resolution mechanism.Value/originality – This research is the first to examine firm’s conflict management across two service sectors. It contributes to theory by situating conflict management at the crux of the service failure/recovery relationship quality debate and underlining its relevance for a range of desired outcomes namely, customer satisfaction, customer trust, customer value attribution or customer praise, and customer loyalty.

Details

Review of Marketing Research
Type: Book
ISBN: 978-1-78190-761-0

Keywords

Open Access
Article
Publication date: 10 August 2022

Kari Lepistö, Minna Saunila and Juhani Ukko

This study investigates the effect of total quality management (TQM) on customer satisfaction, personnel satisfaction and company reputation.

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Abstract

Purpose

This study investigates the effect of total quality management (TQM) on customer satisfaction, personnel satisfaction and company reputation.

Design/methodology/approach

The study results rely on a structured survey conducted among an extensive sample of Finnish SMEs. In addition to the examination of the relationship between TQM and company performance in terms of customer satisfaction, personnel satisfaction and company reputation, the study takes a view on the possible effects of the industry, the company size and the certified quality system.

Findings

The results reveal that two TQM dimensions, namely Customer Focus and Product Management, were related to companies' customer satisfaction, whereas four TQM dimensions, namely Management/leadership, Customer Focus, Personnel Management and Risk Management, were related to personnel satisfaction. None of the TQM dimensions were related to company reputation. The control variables – the industry, the company size and the certified quality system – were not found to affect customer satisfaction, personnel satisfaction or company reputation.

Originality/value

Most previous studies have been based on traditional TQM classification and have not shown the effects of the latest TQM-related dimensions. Compared to previous studies, this work integrates risk management, digitization, system deployment efficiency and stakeholder management into TQM, which has not been implemented in any previous study. The roles of hard and soft TQM factors have been carefully considered in this study; thus, the study does not place too much emphasis on either direction but provides a balanced picture of the performance of the management systems studied. Although there are studies on the effects of TQM on personnel satisfaction, customer satisfaction and reputation, they are based on a much narrower definition of TQM than that in this study. The business environment is constantly changing, but only a few studies have been conducted to extend the TQM approach. This has led to duplication of studies, and the effects of performance-relevant procedures have not been extensively studied in the past as part of TQM. Therefore, the concept of this study brings significant added value to TQM research and returns the TQM concept to the overall level while considering the requirements of the ISO 9001: 2015 and EFQM 2019 quality standards. The study also considers the effects of ISO 9001 certification and EFQM requirements.

Details

Benchmarking: An International Journal, vol. 31 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 30 July 2019

Hatef Rasouli and Changiz Valmohammadi

Customer identity and access management (CIAM) is a sub-genre of traditional identity and access management (IAM) that has emerged in the past few years to meet evolving business…

Abstract

Purpose

Customer identity and access management (CIAM) is a sub-genre of traditional identity and access management (IAM) that has emerged in the past few years to meet evolving business requirements. CIAM focuses on the connectivity with the customer when accessing any type of systems, on-premises and in the cloud, from registration to track. The purpose of this study is to introduce different dimensions of CIAM toward exploiting them in organizations.

Design/methodology/approach

Based on a thorough review of the relevant literature and semi-structured interview with six experts in the field of digital IAM the necessary data were gathered. Then through the use of content analysis technique, analytic codes and also categories and sub-categories of the data were generated.

Findings

Results indicate that four categories, namely, customer identity management, customer access management and information technology and business management are the most important factors affecting the identification of CIAM dimensions.

Originality/value

Organizations could avail of the proposed conceptual model toward identification and offering customized products and services solutions to their customers.

Article
Publication date: 17 May 2022

Javier Alonso-Garcia, Federico Pablo-Marti, Estela Núñez-Barriopedro and Pedro Cuesta-Valiño

The purpose of this paper is to establish a reference model that will allow us to understand the factors that influence the omnichannel management of an organization in a…

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Abstract

Purpose

The purpose of this paper is to establish a reference model that will allow us to understand the factors that influence the omnichannel management of an organization in a business-to-business (B2B) context.

Design/methodology/approach

In building the model, a partial least squares structural equation modeling approach was followed. More than 1,000 executives with a C-level profile (chief executive officer, chief marketing officer or chief digital officer), from manufacturers and wholesalers, in various industries worldwide were contacted. The final sample consisted of 124 C-level executives in multinational B2B companies from 35 countries worldwide.

Findings

The principal finding is that optimal omnichannel management must involve a customer-centric proposition forming the basis for individualized marketing that tailors the company’s portfolio of solutions to suit each client. To ensure this, customer knowledge at each touchpoint is essential. The results show that the main predictor of B2B omnichannel management is sales and marketing, even above channels. The principal conclusions are that the model shows that good omnichannel performance is measured by the performance of the industrial buyer. Loyalty and experience are primary measures of this customer’s performance.

Originality/value

Research into omnichannel management in the B2B field is scarce, especially concerning the creation of models for decision-making.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 6 April 2012

Kaj Storbacka

The paper aims at generating a better understanding of the design elements and related management practices of strategic account management programs, in order to assist firms…

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Abstract

Purpose

The paper aims at generating a better understanding of the design elements and related management practices of strategic account management programs, in order to assist firms wishing to design such programs.

Design/methodology/approach

The research process is based on systematic combining of literature, empirical data from interviews with nine multi‐national firms, interaction with the firms during the research, and the knowledge resource base of the Strategic Account Management Association.

Findings

A strategic account management program (SAMP) is defined as a relational capability, involving task‐dedicated actors, who allocate resources of the firm and its strategically most important customers, through management practices that aim at inter‐ and intra‐organizational alignment, in order to improve account performance (and ultimately shareholder value creation). The research identified four inter‐organizational alignment design elements: account portfolio definition, account business planning, account‐specific value proposition, account management process; and four intra‐organizational design elements: organizational integration, support capabilities, account performance management, account team profile and skills. The management practices pertinent to each element are discussed.

Practical implications

Firms need to ensure that a SAMP is configured so that there is fit between the design elements discussed. Focus should be put on identifying framing elements that set the foundation for configuring effective programs, as they determine the prerequisites for other elements.

Originality/value

The paper contributes to the literature on strategic account management by summarizing extant research and developing an organizing framework, informed by an empirical study.

Article
Publication date: 27 April 2012

Daniel Prajogo, Baofeng Huo and Zhaojun Han

The purpose of this paper is to propose and empirically test a model of different aspects of ISO 9000 implementation in terms of their relationships with three key supply chain…

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Abstract

Purpose

The purpose of this paper is to propose and empirically test a model of different aspects of ISO 9000 implementation in terms of their relationships with three key supply chain (SC) management practices (internal processes, supplier relationships, and customer relationships). In addition, it aims to examine the relationship between the three key SC activities and operational performance.

Design/methodology/approach

Data were collected from 321 middle and senior managers of ISO 9001 certified firms in Australia who were responsible for managing the quality systems in their organizations. The structural equation modelling (SEM) technique was employed using LISREL software to test the research model and the hypotheses in this study.

Findings

The results show that advanced implementation of ISO 9000 is positively related to all three aspects of SC activities (internal, customer, and supplier process management), while supportive implementation is positively related to internal and customer process management. However, basic implementation has no direct influence on any SC management practices. The results also indicate that supplier and internal process management both have a positive effect on operational performance, while customer process management has no significant impact on operational performance.

Practical implications

The results provide key insights for managers on the extent to which different aspects of the implementation of a quality management system would produce benefits for the organization within the SC context.

Originality/value

Despite the central premises of ISO 9000, which are concerned with internal processes and SC management practices, only a few studies have examined this matter to date. The current study seeks to bridge this gap by examining the effect of ISO 9000 implementation on operational and SC management practices that, in turn, will predict the operational benefits within adopting firms.

Details

Supply Chain Management: An International Journal, vol. 17 no. 3
Type: Research Article
ISSN: 1359-8546

Keywords

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