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With a burgeoning stream of online choices, fostering customer loyalty is a constant challenge. Companies must become masters of the new “nonstop customer” experience. They will at times have to analyze the data on their customers' behavior for new opportunities, and at other times directly influence their customers' choices.

Customers continue to escape from traditional marketing channels into digital realms where they can become more knowledgeable and empowered than they have been in the past. So the nonstop-customer experience model uniquely places evaluation, not purchase, at its center.

The article offers a new rule number one of marketing is: know your customer's behavior on their path to purchase.

To understand what customer journeys are being taken by customers, the model groups loyalty behaviors into four general archetypes: emotional loyalty, inertia-based loyalty, conditional loyalty and true deal chasing.

The article proposes that marketing departments act on the insight they gain from analyzing their customers in terms of the four loyalty profiles in two ways: by sometimes reinforcing customer behaviors, and at other times redirecting them.

The purpose of this paper is to investigate opportunities to move benchmarking studies toward a strategic level. The authors benchmarked how service prices are defined based on the value added for the customer.

A multi-case research investigated how manufacturers can increase their service revenues; how corporate reputation can be analyzed to enhance financial and market performance; how customer satisfaction and price acceptance are related; and how benchmark studies can move to a more strategic level based on a conjoint analysis of value and price.

Price’s benchmarking studies must combine the customers’ value demands; the customer expectations associated to each value demand; the competitor prices; and the revenue alternatives that a supplier can explore (e.g. sale of new goods, services for new goods, services for non-new goods, and repair parts). The combination of these elements reveals several opportunities for revenue generation. This combination may also help to explain the existence of different prices for similar goods and services. The authors referred to this as a flexible pricing policy. Flexible pricing may help manufacturers maximize revenues, and win and maintain customers.

The following research questions are suggested for future studies: What other elements should be considered in strategic benchmarking studies? What other elements can influence a flexible pricing policy for goods, spare parts, and services? In what contexts can a flexible pricing policy be applied? How should flexible pricing practices be benchmarked?

A strategic benchmarking study must first identify the customers’ value demands. It is then necessary to analyze customer expectations associated to each value demand. As shown, customers may have different expectations for the same product or service. Similar expectations must be grouped together in order to allow a well-structured benchmark.

The authors’ findings suggest interesting points to be observed by the manufacturers who supply integrated solutions with a long life cycle.

The aim of this study is to study the implementation of G2B initiatives for small- and medium-sized enterprises (SMEs) in Hong Kong, focusing on the underlying importance, benefits and challenges.

The context of this study was initially established based on comparisons with B2B initiatives. However, it is also learned from the literature that the transformational aspect of e-Government development has not been materialized, whereas the extended web assessment method (EWAM), the three-ring model and DeLone and McLean’s IS success model were therefore identified to derive and build the theoretical G2B success model, thereby developing the online survey instrument of this study. Specifically, a positivist paradigm was adopted to investigate the impact of each G2B success factor on the overall satisfaction with using the G2B systems under examination from the perspective of SMEs, rather than simply placing emphasis on the number of electronic services provided and the investments spent.

The research findings were compiled based on both the multiple regression analysis and EWAM analysis results, thus making the necessary improvements in the appropriate service aspects of the G2B systems concerned.

The main study concluded that prevalent G2B initiatives in Hong Kong have been largely connected to pursuing conservative paradigms in public service provision. The new e-Government strategic agenda is therefore laid out for increasing the overall transparency of new public management based on the provision of resilient-based public services, thereby advancing the democratic empowerment of all the G2B stakeholders involved and also maximizing the multifold effects of value creations.

The author adds six books to a cannon of books that together delineate the emerging practice and theory of radical management.

The author identifies the mismatch between modern business' need to achieve continuous innovation in product development and service delivery and traditional, hierarchical management.

The paradigm shift to radical management involves not merely the application of new technology or a simple set of fixes or adjustments to hierarchical bureaucracy. It means basic change in the way people think, talk and act in the workplace–including changes in attitudes, values, habits and beliefs.

This masterclass shows how the paradigm shift in leadership and management can generate dramatic reductions in cost, size, and time, and improvements in convenience, reliability and personalization, of products and services.

This masterclass defines the principles authors need to follow to successfully prescribe useful approaches and best practices for surviving and thriving the management revolution in the creative economy.

Considerable research has linked leaders’ development practices to employee performance, but little research has concentrated on how succession planning minimizes the turnover intentions. The purpose of this paper is to investigate the impact of succession planning on turnover intentions among banking professionals. Moreover, the authors examine whether succession planning enhances the employee job security and creates career attitude that mitigates the risk of employee turnover intentions.

Using the survey method, the authors recruited permanent employees of retail banking and the proposed model and structural relationships were tested via structural equation modeling.

The findings depict that succession planning provides job security and creates positive career attitude which in turn mitigate the turnover intentions among banks employees.

The present study helps the bank management to formulate a strategic and proactive succession system based on job security and build a strong career attitude to discourage the turnover intentions among banks employees. Moreover, the outcome supports the management of banks in case of the sudden resignation of a bank employee; they will be in a position to appoint a resourceful employee immediately on the vacant post to provide excellent customer services.

The current study successfully developed an empirical relationship between succession planning and turnover intentions which was skipped in the literature on human resource development. Furthermore, this study offers an important mediation mechanism for job security and career attitude for mitigating the turnover intentions among banks employees through succession planning.

The small business sector of the UK economy is extremely important and the government expends considerable resources in providing support services for this sector. This paper investigated the reasons why SMEs move from traditional commerce to e‐commerce, the efficacy of the support services and the barriers encountered by SMEs adopting e‐commerce. The research methodology involved literature review and interviews with SMEs’ owner‐managers and a UK Online business adviser. It was found that at least two “e‐commerce stars” used by the government to promote its support services had in fact not used those services. The historical relationship problems between Business Link and SMEs were still causing problems. Cost was not seen as an inhibitor to adopting e‐commerce. Some evidence was emerging that e‐commerce may be able to save failing or struggling businesses. Other unexpected outcomes were that e‐commerce had social benefits for SMEs’ owners in reducing working hours yet still increased sales.

Highlights the experience of 3M in Europe, which decided it needed fresh impetus to maintain its competitive edge. Details 3M′s so‐called Q90s umbrella programme for business improvement activities that aims to encourage an uncompromising commitment to customer satisfaction among 3M employees. Takes the reader through the preparatory stages of a management initiative called “growing together”, to provoking a reaction from managers, fuelled by awareness of tight economic constraints in the market. Outlines the strategy of forming teams to assess company performance, removing jargon where possible, being flexible and motivating the entire workforce through having goals, such as satisfying the customer.

This paper aims to measure and unveil the relationship between customer satisfaction and efficiency levels in the most relevant Brazilian airports.

The authors utilize a two-stage network DEA (data envelopment analysis) and AHP (analytic hierarchy process) model as the cornerstones of the study. The first stage of the network productive structure focuses on examining the infrastructure efficiency of the selected airports, while the second stage assesses their business efficiency.

Although the results indicate that infrastructure and business efficiency levels are heterogeneous and widely dispersed across airports, controlling the regression results with different contextual variables suggests that the impact of efficiency levels on customer satisfaction is mediated by a set of socio-economic and demographic (endogenous) and regulatory (exogenous) variables. Furthermore, encouraging investment in airports is necessary to achieve higher infrastructural efficiency and scale efficiency, thereby improving customer satisfaction.

There is a scarcity of studies examining the relationships among customer satisfaction, privatization and airport efficiency, particularly in developing countries like Brazil.

CURRENTLY operating on some of the longest sectors of any of the world's carriers, Cathay Pacific Airways pioneered a daily London — Hong Kong service in 1980 which it operated with a stop at Bahrein. A further advance was made in July, 1983 when the airline added a weekly non‐stop service from London. In May, 1984 the airline began flying from Hong Kong on a non‐stop basis for a weekly service which was operated until October when adverse weather made it necessary to keep this as a one‐stop facility. The non‐stop operation to London will however, be resumed in the middle of 1985. More evidence of the growth of long haul routes, in this case to Continental Europe, came with the start of a one‐stop operation between Frankfurt and Hong Kong which is undertaken four times a week and began in April, 1984. The airline also operates three times a week to Vancouver non‐stop from Hong Kong, which is its first service across the Pacific. Overall, the Cathay Pacific network serves 17 countries and includes destinations that range from Seoul in the north to Melbourne in the south, westward to London and east to Vancouver.