Attitudes correspond to descriptive characteristics of the product; benefits relate to the personal value attached to the product; and brand attitudes are used for customers’ evaluation of a product. Even though, Keller’s model is considered to be a pioneer in the marketing theory, and many companies choose alternative modern methods to develop brand equity (Jara & Cliquet,
This study is an initial attempt to consider several ways to manage Propen-tus’s relationships and interactions with existing and potential customers, in other words, customer relationship management (CRM). According to Buttle and Maklan (2015), CRM is not only about the application of technology but also a strategy to learn more about customers’ needs and behaviors in order to acquire, retain and develop stronger relationships with them, or even to terminate the relationships when needed. CRM affects the way how a com-pany operates to improve customer service and marketing functions to market more effectively and increase sales. It is grounded on high quality customer-related data and enabled by information technology (IT). 2 BACKGROUND 2.1 The
Attitude toward brand has profound and important role in affecting consumer’s purchase intentions (Gresham & Shimp, 1985; Goldsmith et al., 2000). Similarly, Batra and Ray (1986) suggest that attitude toward brand significantly affect intentions of consumers. Till and Busler (2000) investigate the source credibility (endorser) dimensions, such as expertise and likeability impact on attitude toward brand and purchase intentions of consumer and propose that both dimensions are positively associated with purchase intentions. Choi and Rifon (2002) argue that attitude toward brand and purchase intentions are positively associated with each other. Several studies in adult (Machleit & Wilson, 1988; Homer, 1990) and children samples (Phelps & Hoy, 1996) support that attitude toward brand has positive and significant effect on purchase intentions of consumers.
C11CC_2016-2017: Contemporary Consumers Consumers and Self-Identity Coursework HW ID – H00261818 Murtuza Babat 30th Oct 2016 Words – 1337 (1027 + 310 references) Introduction The field of consumer behavior covers a lot of ground. It is the study of processes involved when individuals or group select, purchase, use or dispose products, services, ideas or experiences to satisfy needs and desires (Solomon, 2014). Consumer researchers have recognized that people consume in ways that are consistent with their sense of self. Consumers use possessions and brands to create their self-identities and communicate to others and themselves (Escalas et al., 2013). The traditional view of a stable and monolithic self has been replaced
This definition coincides with the main flow of researchers‟ interests that specify customer retention-related ideas like relationship strength, which is primarily based mostly on prolonging mutual benefits (Storbacka et al., 1994; Zineldin, 1996; Bovet and Johnson, 2001). Basically, customer retention implies a long relationship but it's many ideas which may exist between the lines. Some researchers such as Zeithaml et al. (1996) used the term “future behavior intention” to describe “customer retention”. This is in line with Cronin et al.
Whereas Mirriam-webster defines advertising as a way to create something that is identified for someone. While media manager thinks of advertising as the degree to which a brand or its offering can be recognized by the customers and segment market. Communications can have huge impact on brand equity. Brand equity is determined by the knowledge of a brand that is created in the minds of the customers. Keller described that brand equity knowledge is not only the information about a brand but includes views, feelings, understanding, image and involvement that are connected to the brand.
Intra-organizational relationships are generally considered an important source for competitive advantage and value creation (Jones and George, 1998; Wagner and Hollenbeck, 1998). Internal Marketing Theory emphasizes the role of a firm 's internal network for gaining competitive advantage (Cooper and Cronin, 2000). Internal marketing has been defined as the strategy of communication development and derived from a network of relationships (Ballantyne, 2003). Internal Marketing Theory has become a useful theoretical lens for examining employee-supplier relationships. Bouranta and Mavridoglou (2003) have investigated how internal marketing might contribute to mutual benefits for both parties within employee-supplier relationships.
Joining is particularly basic with marketing interchanges. From the point of view of brand building, all correspondences alternative ought to be assessed in term of capacity to influence brand equity. Every interchanges choice a be judged in term of the adequacy and effectiveness with which it influences brand mindfulness and with which it makes, keeps up, or reinforces brand image. Brand mindfulness is purchaser capacity to recognise the brand under various conditions, as reflected by their acknowledgment or review execution. Brand Image is the observation and convictions held by purchasers as reflected in the affiliations held in shopper memory.
This section starts off with a background discussion of the research which presents insight into Internal Marketing and its impact on customer orientation and motivation of staff. This is followed with a discussion of the problem statement, rationale of the study / justification for the topic choice, importance of research, aim and research objectives. 1.2 Background When looking for improvement in service quality, businesses attempt to give their customers additional facilities and fulfill their requirements faster. To perform these provident and smart businesses, transform the approach they communicate and behave with their staffs and attempt to keep them motivated. It has been approved by researches that customer’s orientation is supported
The benefits of standardizing an organization’s sales process and gaining insight into all aspects of the bidding process can provide a real and immediate return on investment. Building companies looking to increase their success in bidding and winning more work should seriously review CRM as a strategic element of a company’s overall Information Technology Strategy. The roots of CRM are wholly born out of relationship marketing (RM) and a number of contributors to the relationship marketing literature emphasise the role of multiple stakeholders (Payne and Frow, 2006). RM is primarily concerned with managing relationships with multiple stakeholders, whilst the primary focus of CRM should remain with the customer. With the tough economic conditions facing the HB industry there is a sharp focus on better ways to track and manage the sales process.