Customer strategy can be linked to competitor strategy through its ability to create sustainable competitive advantages. Using customer-driven strategy and customer relationship marketing techniques and approaches an organization is likely to develop competitive advantages that will build loyalty and customer satisfaction. Noteworthy in this regard, is what Grewal & Levy, (2014) state concerning customer excellence. According to the duo customer loyalty can be maintained if a firm develops value-based strategies for retaining loyal customers and provide outstanding customer service. It is also important to note that having a strong brand, unique merchandise, and superior customer service all help solidify a loyal customer base.
This point of view is deem reasonable when Kano (2001, cited in Högström, et al., 2010) claimed that an effective service attribute are dynamic and may changing over category. When the importance of service quality appears to be varied across different customer markets, the impact of experience towards the creation of value and satisfaction is different for high level and low level service quality, which subsequently, suggests that service quality may be good to be proposed as a moderator that alters the influence of experience on value and satisfaction. As a consequence, we could say that experience influences value and satisfaction level later. When service quality interacts with experience, it is expected to alter the strength of association between experience and value, which in turn influences satisfaction level. The effect of service quality on this relationship is expected to be significant because service quality has been proven to affect value positively (Andreassen & Lindestad, 1998; Cronin et al., 2000; Lai et al., 2009).
The primary purpose of quality service to customers is to achieve a broad customer base, loyalty and retention. This means that the banking sector must to strive to be efficient and be able to provide competitive services in order to meet customers’ expectation and leading to customer retention and
Khokhar claims Satisfaction is an important determinant which effect the other variables and Company’s economic progress. Satisfaction comes after utilization of some product or service which is basically the outcome of actual and expected functions of product. It is very critical for any organization to identify and satisfy needs of customer that would help them in retention of customers. Major goal of the marketing process is customer Satisfaction. As competition is increasing day by day, more and more companies strive for high quality in their products and service; with a view to eventually succeed in satisfying their
Therefore, if the companies are trying to appease the customers to retain them, the best way would be to make the employees happy. One of the most important derivatives from this model is that customer satisfaction can result into customer loyalty (Eshghi, Roy &Ganguli, 2009). Therefore, the telecom companies have the option of encouraging the customers to work positively to make the customers loyal. The model also reveals that if the employees are happy and contented, the quality of service provided would automatically improve. Therefore, ultimately the companies would secure a positive image and credibility in the
To summarize the case study in my own words are that the use of customer relationship management within the Dow Corning’s sales and marketing group to provide excellent customer service while recording valuable information about their customers to gain an understanding of their customer 's needs, wants and to provide new ways to better serve their customer base. It is important that business and organizations look for technological ways to improve the sales process and to use new technology to input, retrieve, and view critical lead customer information that will increase sales and provide excellent customer service to their customers they serve. Reference: O’Brien, J. A., & Marakas, G. M. (2011). Management
When consumers assess product or service quality, it is performed according to internal standards, actually the expected quality of service. Therefore, the expectations are internal standards upon which the consumer ranks the quality of delivered service (Ljubojevis, 2004). 2.4.1 Service quality Service quality is defined as a comparative function between consumer expectations and actual service performance (Parasuraman et al. 1985). It is further explained that service quality is an ability of an organization to meet or exceed customer expectations.
The customer's attention is then directed to those visible secondary support functions, or product features, which determine the worth of the product. From a product design point of view, products that are perceived to have high value first address the basic function's performance and stress the achievement of all of the performance attributes. Once the basic functions are satisfied, the designer's then address the secondary functions necessary to attract customers. Secondary functions are incorporated in the product as features to support and enhance the basic function and help sell the
Furthermore, according to Kotler and Armstrong (1997) quality has a direct impact on customer satisfaction and it is reflects the customer’s perception of service such as reliability, assurance, tangibility, empathy and responsiveness (Zeithaml et al., 1990). As many definitions of service quality agree that providing quality is to deliver what the customer requires (Randall and Senior, 1996; Crosby, 1979 cited in Ayala et al., 1996; Gitomer, 1998; Lau, 2005). Providing after sales service can develop a long-term relationship between service provider and customer, explained by Lau (2005). In despite an organization that just concern about the quality and ignoring the services may be a main cause customer switching to another organization. In the other point of view, product is easy to imitate but service is not due to based on quality and satisfaction of customer.
Brands have to find ways to play in both worlds. Today, the reputation strategy is important for companies, because it is the mainstay of consumer confidence. Likewise, trust affects reputation. Reputation results from trust and perceptions of stakeholders. When stakeholders, such as employees, customers, suppliers, investors, regulators, media, and others; Have a sense of trust and a positive perception, then trust will be strengthened, and reputation will automati-cally increase.