Master of Agribusiness / Department of Agricultural Economics / Vincent R. Amanor-Boadu / As the integration of technology and data rises in production agriculture, John Deere dealers in North America are in a constant quest to differentiate themselves and be more than just an equipment provider. Customers with more technologically advanced products are requiring more support from the dealerships. Each dealership has a unique opportunity to provide unprecedented levels of support and each may do it in a slightly different way. This creates a challenge for Deere & Company in providing resources and support to those dealers in their endeavors. This thesis was requested by Deere & Company (John Deere) to provide the company with information on Dealer Customer Support Centers in North America. In order to provide resources and tools for dealers to be successful, it is necessary to understand what they are currently doing with customer support centers and the barriers to implementing more. An online survey was sent out to the Integrated Solutions Manager at every John Deere Dealer organization in North America. From that survey there were a total of 127 responses. The two most common forms of customer support systems that dealers are using are having Integrated Solutions Staff members take calls directly from customers and having someone within the dealership answer the phone and manually route the call to the right person for support. Data also shows that some of the less common but more technologically advanced methods of support have been implemented more in the past 12 months. Survey analysis indicates that only a small percentage of dealers have a true centralized dedicated support center for customers. This subset of dealers is utilizing several different methods to support customers. The two indicative methods are having a 1- 800 number for customers to utilize for support and having a dedicated staff to help customers remotely. Dealers are frequently using several types of tools and resources to help support customers, the most frequently occurring ones include JDLink™ and Data Management Services. Respondents indicated using many other tools to provide value to customers including John Deere Remote Display Access, clinics and optimization sessions and many others. Barriers to implementing more complex forms of customer support are numerous, the biggest of which is the cost of implementation and lack of resources to support a more sophisticated customer support system. With this information, John Deere is better positioned to provide resources and support to our dealer channel facing these challenges.

M.Com. (Business Management) / Over the years, the competitive banking market had forced banks to be innovative in their products. However, regardless of how innovative banking products were, ‘service’ remained the backbone of banking products. With increasing access to information and alternative products, banking customers had more choices as to where to do business, based on the level of service they receive. They expected an exceptional delivery of customer service and were less tolerant of bad service. Customers usually compared the service they 'experienced' to the service they 'expected' when walking into a bank. When the two did not match, a gap arose. This study was undertaken to determine whether customers of a ‘home loan’ division of a South African bank perceived the bank’s service quality to be different to what they expected. It also sought to establish if there was a difference in how customers, in different demographics, evaluate the bank’s service quality. An online survey was used to gather information from banking customers on their judgment of the bank’s service quality, after which statistical tests were done to analyze the data. The study revealed that a gap indeed exists between the service quality customers expected and the service quality they actually received from the bank. Customers reported a dissatisfaction of the bank’s service quality with regards to their provision of reliability, responsiveness, assurance and empathy in their service delivery. With regards to the evaluation of the bank’s service quality of customers in different demographics, it was discovered that the 40-59 customer age group received the most empathy in service encounters with the bank, customers using property insurance and repayment related services perceived the bank’s service quality across all dimensions to be positive. Lastly, a positive correlation between the number of years customers have been with the bank and their perceptions of the bank’s provision of empathy was established.

In the ever increasing competitive market of executive education, providers not only need to deliver new and innovative courses on an ongoing basis, but also need to find a competitive edge to distinguish themselves from the rest. The consumers of executive education courses base their purchase decisions on more that just the academic excellence of the course. In addition to the academic excellence of the courses, the experience of the delegate attending such a course needs to be exceptional. The focus of this study was high calibre customer service which reinforces the excellent academic experience of the delegate. This would include an extraordinary experience before, during and after the programme. In order to capitalise on the strengths of an action research approach, a relatively new action research approach, Appreciative Inquiry was used in this study. The focus was on the development of new methods to improve customer service by building on the positive experiences of the past. In a planned and systematic way this study explored new methods of taking ordinary customer service to a level of extraordinary customer service. The result of this positive action research intervention resulted in a multitude of positive actions and provided UCT GSB with a method to open-up their thinking and actions and to become more innovative and resourceful. / Prof. Freddie Crous

M.Comm. / In summary, e-commerce will absolutely change the way in which many company decisionmakers and business leaders think, as their companies compete in an online virtual world of business: a real-time, highly competitive marketplace. Companies will be required to rethink their core business processes and then create new strategies for performing e- businesses (Fellenstein & Wood, 2000:105). Forehand (2001:22), who is managing partner and CEO of Accenture, formerly known as Andersen Consulting, has the following views on succeeding in the New Marketplace: • "The New Economy pioneers have unearthed a few truths about how to win in the new marketplace. Speed is the new mantra. Change is the only constant. Content carries a premium. Consumers have perfect information. Brands signal trust. Value drives loyalty. And so on. These are quite important considerations, because when you take a step back and think about it, the way we conduct business really has been radically altered. Forever. • It's not easy to keep an organisation thriving as each new technology change surfaces. (And we've barely tapped the awesome potential for mobile commerce through wireless technology.) Success requires a sense of urgency across the entire organisation. It requires deep cultural change. It requires different and new relationships with customers, employees, alliance partners and even competitors. The end result is often significant business transformation that gets to a company's core business model. • Leading companies will put the customer at the centre of everything they do. Think about the implications of that to your business model. About a year ago we conducted research in the area of customer relationship management (CRM), which concluded that superior customer capabilities could account for 50 percent of the difference in return on sales between low and high performing companies. Those companies that can effectively put the customer at the centre of their business add tens of millions of dollars to the bottom line. • Leading companies will put technology on the personal agenda of every senior executive. Information technology has clearly progressed beyond the early days when it was relegated to the back office. But leaders of tomorrow will look at technology as much more than an enabler of business strategy. Technology will become a creator of business strategy. • Leading companies will apply the same rigour to human performance that they do to all areas of the business. There is an enormous challenge in getting the human element of an organisation equipped to operate in an increasingly digital world. Part of that challenge is finding and keeping talent. And the other is maximizing an individual's performance. Ensuring that people have the right skills, knowledge and behaviours is quickly becoming a company's biggest gating factor to future success. Not technology, not financial capital: human capital. • Leading companies will operate at speed. This is about an emerging leadership style that enables companies to be responsive to a dynamically changing marketplace. Leadership used to be structured and hierarchical. But now leadership requires quick wits, quick decisions, judgement calls, guts and passion. To operate at speed, companies will create internal environments that support and promote constant innovation. Success can often breed complacency, which dampens a company's sense of urgency and its ability to capitalise quickly on good ideas. The winners of tomorrow will realise the power of innovation and bring a start-up mentality inside". The above extract highlights various factors, which will become clearer as one progress through the dissertation. At the end, if one returns to this section, it is hoped that the new insight gained into the online world of the Internet will become apparent. This dissertation considers research into the various business models for Internet-based start-ups, the expectations of the customer, how to satisfy these expectations by means of customer service and how to build customer loyalty. Also considered are what relationships, if any, exist between a successful business model and customer loyalty. More emphasis will be placed on business-toconsumer as opposed to business-to-business transactions and models throughout the dissertation. The research method used in this dissertation is that of a literature study. A literature survey is conducted of the various business models used, customer expectations, customer service and the building of customer loyalty by Internet organisations. The collected information is described, interpreted and evaluated on a qualitative basis to address the purpose and the objectives of the study. With the above as background, this study proposes a business model and identifies factors that build customer loyalty, which will make a contribution towards guiding start-up ventures in strategically directing their business into a globally competitive and customer-focused world. The important findings that were identified in this study are: • Design a business model based on the following components — people, innovation, focus, speed, equity, technology, size, metrics, strategic vision and leadership. (These are the prime levers that today's Internet start-ups use to compete against the incumbent world of business.) • Carry out regular market research to establish exactly what it is that your customers expect from your web site. Constantly innovate, and by meeting or exceeding customer expectations, the customer expectation gap will be narrowed, which will lead to increased customer satisfaction, with a higher likelihood of customer retention. • Establish relationships with your customers and provide them with a unique online experience by utilising technology in such a way that every customer interaction is kept simple and saves the customer time and money. Providing this kind of customer service will build customer loyalty and enhance the company's brand name.

Organisations are increasingly under pressure to meet financial and other objectives in dynamic and competitive markets, that are being driven more by services than by products. Marketing as a function needs to become more accountable with respect to the marketing investments that are made and the returns generated from these programmes, and hence to increase shareholder value. Intangible assets are comprising a growing proportion of this shareholder value, to the extent that 75% of the value of the organisation is currently made up of intangibles such as Human Equity, Brand Equity and Customer Equity. Thus the marketer needs to build the marketing-based intangible assets of Brand Equity, the inherent value of the brand, and Customer Equity, the sum of the lifetime values to the organisation of its current and future customers. To be able to monitor and manage marketing’s contribution, these assets need to be measured, and the effectiveness of marketing programmes needs to be determined ideally in financial terms, e.g. ROMI – Return on Marketing Investment. The purpose of this research study was to develop and test a framework of Customer Equity in the financial services sector, to guide marketing spend so that shareholder value is built by leveraging the marketing intangibles. Consequently, the objectives were to develop a model of Customer Equity, to calculate Customer Lifetime Value of customers in a segment, to determine the value drivers and the elasticity relation of Customer Equity, and finally to provide guidelines to organisations to improve their Customer Equity. The first area of research was in the field of Marketing metrics, the set of measures that helps organisations to understand their marketing performance. The recommendation for organisations is to develop a marketing dashboard, or range of key marketing indicators, which would include short-term performance measures, e.g. market share or customer satisfaction, as well as long-term planning measures, e.g. Brand Equity and Customer Lifetime Value. Brand Equity was then reviewed as a valuable intangible asset. Various models have been developed to explain the different sources, components and outcomes of ii Brand Equity, as it is a multidimensional construct. The measurement and valuation of Brand Equity was also researched, and its link to shareholder value. Customer Equity, an alternative market-based intangible asset that can be a driver of shareholder value, was also reviewed. The conclusion from a review of the models is that there are two schools: the Blattberg, Gupta and colleagues school, which tends to focus on internal analysis as typically used in direct marketing applications; and the Rust and colleagues school, which tends to focus externally on the customer and the competition. Both schools have something to contribute: the internal school, on accurate understanding of Customer Lifetime Value, and the external school, on the relative importance of the drivers of Customer Equity. This research also makes a contribution to the Brand Equity / Customer Equity debate, analysing similarities and differences, and developing a model to explain the trade-off between the two concepts. A combination of the two schools was used to develop a model of Customer Equity, including supply side inputs (for accurate CLTV calculations) and demand side inputs (for determining drivers and their elasticities). Using input from the databases of a financial institution, Customer Lifetime Value and Customer Equity for customers in the SME market sector were calculated. A convenience sample of 251 SME’s was interviewed on the demand side using a structured questionnaire, to develop data on the drivers of their importance and the relative performance of banks. A statistical model was then developed, using Principal Components Regression (PCR) analysis, to determine the drivers of Customer Equity, the factors influencing these and the relative sensitivities. A key contribution of this research was the development of the Probability of Defection as a measure of the dependent variable in the multiple regression. The model was tested by determining the ROI of two marketing programmes from the financial institution, to guide their marketing spend. Finally, a Customer Equity Management Process was developed to assist organisations in implementing a Customer Equity focus. / Prof. Chris Jooste

The Internet has provided marketing with many new tools and given old tools new or improved meanings. The Net poses tremendous challenges for scholars in many lines of research, from usability studies and consumer behaviour research to marketing and advertising research. Because the World Wide Web (the Web) presents a fundamentally different environment for marketing activities than traditional media, conventional marketing activities are being transformed, as they are often difficult to implement in their present form. This means that in many cases these marketing activities have to be reconstructed in forms more appropriate for the new medium. A lot of technological changes have affected the marketing environment of today. Companies must adapt to these changes in order to improve their marketing strategies. This has, among other things, resulted in an emphasis on relationship marketing. The purpose of this thesis is to explore what strategies are used in practice by companies in order to market and promote their products and services by using their Web sites as well as to build effective Customer Relationship Management (CRM). In order to fulfil the research purpose, interviews were conducted at a number of companies (medium and large), and questionnaires were mailed to various companies in the motor retail industry. The result shows that a company can use traditional as well as online marketing and promotion strategies when conducting business. This can also help companies to gain better relations with their customers. The different marketing and promotion strategies are useful for attracting new business as well as maintaining and stimulating existing relations. The research problem addressed in this study was to determine the factors that are effective in marketing and promoting of Web sites as well as the methods used in building CRM.

In this study the service quality from a Metropolitan Broker Division towards contracted brokers in the southern region was investigated. From the industry and competitor analyses it can be concluded that service quality has become an important factor in the financial service industry, especially in the insurance industry. It is therefore important to look at options to outperform competitors. The literature survey was aimed at improving the level of quality service to contracted brokers. Based on the information obtained through the literature study and survey, a guideline to assist a Metropolitan Broker Division to improve the level of service quality was developed. The purpose of the empirical study was to determine if the service that contracted brokers receive from the Metropolitan Broker Division is of an acceptable level. The answers from respondents were analysed and compared with findings from the literature study. Recommendations were formulated for improving the level of service quality towards contracted brokers. The empirical study results were satisfactory and informative. The positive responses identified can be utilised to strengthen the marketing strategies by Metropolitan Broker Division while attention should be given to the negative responses.

M.Com. / South Africa exists, that focuses on Customer Relationship Management and Customer Loyalty. The study investigates Customer Relationship Management and its influence on Customer Loyalty at Liberty Life in South Africa. Over the past twenty years, the importance of the services industries to the world economy has grown. In the South African economy the services sector contributed 71.4% of South Africa’s total GDP in 2006. The world economy is struggling in the aftermath of the global financial crisis. Customers are cancelling their policies as they struggle to survive the down turn in investment and credit markets. Liberty Life experiences persistency problems as customers cancel their policies. Liberty Life is required to focus on its relationship with customers to increase customer loyalty. To establish the influence of trust, commitment, two-way communication and conflict handling on Customer Relationship Management and its influence on Customer Loyalty at Liberty Life in South African, an empirical investigation was conducted. The sample consisted on 254 customers visiting the customer walk-in-centres situated in Johannesburg, Cape Town, Pretoria and Durban. The study indicated that a significant positive relationship exists between trust, commitment and conflict handling, and Customer Relationship Management at Liberty Life. The study further revealed that a significant negative relationship exists between two-way communication and Customer Relationship Management at Liberty Life. In addition, the empirical investigation revealed that there is a significant positive relationship between Customer Relationship Management and Customer Loyalty at Liberty Life in South Africa. The study provided strategies for Liberty Life to improve and maintain its relationships between the organisation and customers if Liberty Life exhibits trustworthy behaviour, shows genuine commitment to service, communicates information to customers efficiently and accurately, thereby also listening to their iii customers and handling potential and manifested conflicts skilfully. This will ultimately, contributes to Customer Loyalty, which will ensure economic prosperity for Liberty Life.

M.Comm.

M.Comm. / The aim of this study was to prove the effectiveness of a Customer Service Index in improving customer service in a financial services environment. For this purpose, the implementation of a CSI in WesBank Corporate Finance was used as a case study. The success of this service strategy was dependent upon constant interaction with the customer in order to identify specific needs, to measure the delivery of these requirements, and to monitor the responses received from the customer base. By making comparisons between the two CSI's used, it was possible to discern a significant improvement in the ratings concerning various aspects of WesBank's service to customers, in addition to an increase in production, profitability and professionalism. The overall success of this measurement strategy was made possible by the total commitment and dedication of the entire staff of the organisation, and is clearly evidenced by the high standard of service quality which was attained, and is being maintained, through the implementation of this monitoring system.