[pt] Em um contexto mercadológico de orientação para o mercado e não mais para o produto, torna-se fundamental que as empresas conheçam seus clientes, entreguem valor a eles e maximizem o valor dos clientes para a empresa. O valor do cliente está relacionado ao valor econômico do relacionamento do cliente com a empresa. Nesta relação, empresas podem obter informações em relação ao comportamento dos clientes e construir bases de dados valiosas que ajudem a compreender o perfil de cada um e mensurar o valor dos mesmos. A partir de uma base de dados de clientes de uma grande empresa de varejo no setor supermercadista, esse trabalho tem como objetivo propor um modelo de classificação de clientes de alto valor e analisar a resposta destes e dos demais clientes a uma ação de relacionamento de cross-selling, compreendendo o impacto desta ação no aumento de valor do cliente. O trabalho contribui com o entendimento do perfil de clientes com maior e menor propensão de resposta a uma ação de CRM e a consequente geração de valor à base de clientes, sendo útil a praticantes e acadêmicos. A partir de um modelo de dados secundários extraídos de bancos de dados de um supermercado brasileiro, aplicou-se modelos machine learning de classificação em uma base de mais de mil e quinhentos clientes para encontrar modelos que expliquem clientes de alto valor. / [en] In a market context oriented towards the customer and no longer towards the product, it is essential that companies know their customers, deliver value to them and maximize the value of customers to the company. The value of the customer is related to the economic value of the customer s relationship with the company. In this relationship, companies can obtain information regarding customer behavior and build valuable databases that help to understand each other s profile and measure their value. Based on a database of customers of a large retail company in the supermarket sector, this work aims to propose a model for classifying high-value customers and analyze the response of these and other customers to a cross-selling relationship action, understanding the impact of this action on increasing customer value. The work contributes to the understanding of the customer profile with greater and lesser propensity to respond to a CRM action and the consequent generation of value to the customer base, being useful to practitioners and academics. Using a secondary data model extracted from databases in a Brazilian supermarket, machine learning classification models were applied to a base of more than thousand five hundred customers to find models that explain high-value customers.

Syfte: Studiens syfte är att undersöka svenska och amerikanska företagsmäklares inställning till kundkapitalet och dess värderingsmodeller. Studien syftar även till att finna konsekvenser som en explicit redovisning av kundkapitalet skulle ha på företagsvärderingar.   Tidigare forskning: Centrala modeller i studien är Customer Lifetime Value, Customer Equity, Customer Profitability och Multi-Period Excess Earnings Model. Tidigare forskning hittas i Edvinsson och Malone (1997), Gupta et al (2004), Villanueva och Hanssens (2007), Wiesel et al., (2006) samt Hofstedes forskning om nationella dimensioner.    Metod: Studien använder metodtriangulering. Huvudsaklig primärdata genereras ur webbaserade enkäter som skickas till svenska och amerikanska företagsmäklare. Vidare utförs tre semi-strukturerade intervjuer med representanter från KPMG, Deloitte och UC. Ett chi-tvåtest utformas för att se om det finns ett samband mellan nationalitet och företagsmäklares inställning till att beakta kundkapitalet.   Slutsats: 72 procent av de deltagande företagsmäklarna och samtliga intervjupersoner anser att det är viktigt att värdera kundkapitalet. Trots detta är det endast 38 procent av enkätrespondenterna som svarar att de beaktar kundkapitalet vid värdering av kundbaserade företag. En jämförelse mellan nationaliteterna visar att svenska företagsmäklare är mer positiva till de ”nya” kundvärderingsmodellerna, främst Customer Equity och Customer Profitability. De är också mer benägna att använda dessa. Amerikanska företagsmäklare tenderar istället att använda den traditionella Multi-Period Excess Earnings Method. / Purpose: The purpose of this thesis is to investigate Swedish and American business appraisers’ attitude towards customer capital and its valuation models. This thesis also aims to find consequences that an explicit accounting of customer capital would have on business valuations.  Previous Research: Central models in this study are Customer Lifetime Value, Customer Equity, Customer Profitability and Multi-Period Excess Earnings Method. Previous research is found in Edvinsson and Malone (1997), Gupta et al., (2004), Villanueva and Hanssens (2007), Wiesel et al., (2006) and Hofstedes research regarding cultural dimensions. Method: This study uses a triangulation of methods. The main primary data is generated through internet-based questionnaires which was sent to Swedish and American business appraisers. Furthermore, three semi-structured interviews are conducted with representatives from KPMG, Deloitte and UC. A chi-Squared test is made to see if there is any relationship between nationality and business appraisers’ attitude towards taking heed of the customer capital. Conclusion:  72 per cent of the participated business appraisers and all interviewees think that it is important to value customer capital. Despite this, there are only 38 per cent of the survey respondents who say that they account for customer capital when valuing customer-based companies. A comparison between the nationalities show that Swedish business appraisers are more positive towards the “new” customer valuation models such as Customer Equity and Customer Profitability. They are also more inclined to use these. American business appraisers tend to use the more traditional Multi-Period Excess Earnings Method.

品牌權益的相關研究與實務已經做了許多年，但對於一個包涵面更廣的管理概念－「顧客權益」的相關研究，則是一塊比較新穎的研究領域。「顧客權益」的觀念能幫助企業更加了解、管理和維持舊有的顧客，並積極爭取新顧客，而且又將顧客視為一項重要資產，以審慎的觀念與態度加以管理。 根據Rust, Zeithaml和Lemon（2001）提出的顧客權益架構，即價值權益、品牌權益、關係權益三個構面所形成之構念，本研究將其與傳/直銷商五大類活動相結合，即核心表現、對會員貢獻之肯定、會員間相互依賴之加強、傳播組織知識及招攬外部會員之需求，使顧客權益的模式應用到傳/直銷業者舉辦的活動上，藉以了解在傳/直銷業中，顧客權益是如何藉由互動活動來影響組織的顧客經營績效，即顧客取得、連帶銷售及顧客維持。 本研究採便利抽樣法，選取美樂家、安麗、玫琳凱及如新等四家傳/直銷公司之會員為研究對象，共回收有效問卷306份進行LISREL統計分析，得到以下結果﹕ 一、核心表現對社群建立及知識建立的影響效果有顯著差異﹔對會員貢獻之肯定對特別的辨識及對待和認同感的影響效果有顯著差異﹔會員間相互依賴之加強對社群建立的影響效果有顯著差異﹔傳播組織知識對認同感、社群建立和知識建立的影響效果有顯著差異﹔招攬外部會員之需求對品牌知曉度及忠誠度回饋的影響效果有顯著差異。 二、價值權益中的認知價格對顧客取得、品質對顧客維持的影響效果各有顯著差異﹔品牌權益中的對品牌的態度對顧客取得、企業倫理對顧客維持的影響效果有顯著差異﹔關係權益中的忠誠度回饋和社群建立對顧客取得的影響效果皆有顯著差異﹔知識建立對連帶銷售的影響效果有顯著差異﹔社群建立和知識建立對顧客維持的影響效果亦有顯著差異。 三、核心表現會透過影響社群建立，再從社群建立影響顧客取得及顧客維持，亦可透過對知識建立的影響，再從知識建立影響連帶銷售及顧客維持﹔會員間相互依賴之加強會透過影響社群建立，再從社群建立影響顧客取得及顧客維持﹔傳播組織知識可透過知識建立來影響連帶銷售的提升及顧客維持，亦可透過社群建立來影響顧客之取得及顧客之維持﹔招攬外部會員之需求可透過忠誠度回饋進而影響顧客取得。 / Although many researchers have done lots of researches and practices about brand equity for many years, there is a new and scarce researching area called customer equity, which contains wider managing concept more than brand equity. The concept of customer equity could help the company to know, mange, and retain their customers more and to acquire the new customers aggressively as well. Moreover, it helps company to view customers as an important asset and to manage them in a cautious way and attitude. According to the structure of customer equity proposed by Rust, Zeithaml and Lemon in 2001, which is the concept including value equity, brand equity, and retention equity, this study combines it with five major activities between the multi-level marketing operators and companies, which are, core service performance, recognition for contributions, member interdependence enhancement, dissemination of organizational knowledge, and external membership requirements, to know that how does it work to influence the customer acquisition, add-on selling, and customer retention by which kind of activities. This study takes four companies’ members as researching subjects. With collecting 306 valid samples, this study uses LISREL as a tool to analyze the data. The results are as follows: 1. Core service performance has significant influence both on community -building program and knowledge-building program. Recognition for contribution has significant influence both on special recognition and treatment and affinity program. Member interdependence enhancement has significant influence on community-building program. Dissemination of organizational knowledge has significant influence each on affinity program, community-building program, and knowledge-building program. External membership requirement has significant influence both on brand awareness and loyalty program. 2. Price has significant influence on customer acquisition and quality has significant influence on customer retention as well. Attitude toward the brand has significant influence on customer acquisition and corporate ethics has significant influence on customer retention as well. Both loyalty program and community-building program has significant influence on customer acquisition. Knowledge-building program has significant influence on add-on selling. Both community-building program and knowledge-building program has significant influence on customer retention. 3. Core service performance will influence customer acquisition, add-on selling, and customer retention indirectly by community-building program and knowledge-building program. Member interdependence enhancement will influence customer acquisition and retention indirectly by community-building program. Dissemination of organizational knowledge will influence customer acquisition, add-on selling, and customer retention indirectly by community-building program and knowledge-building program. Finally, external membership requirement will influence customer acquisition indirectly by loyalty program.

Accounting and marketing are very different disciplines. The analysis of customer profitability is one concept that can unite accounting and marketing as a common denominator. In this article I search for common ground between accounting and marketing in the analysis of customer profitability to determine if a common denominator really exists between the two. This analysis focuses on accounting profitability, customer lifetime value, and customer equity. The article ends with a summary of what accountants can do to move the analysis of customer value forward, as an analytical tool, within companies. / Si bien la contabilidad y el marketing son disciplinas muy distintas, el análisis de la rentabilidad del cliente es un concepto que puede unirlas mediante un denominador común. Entonces, en este artículo se pretende encontrar puntos comunes entre la contabilidad y el marketing a través del análisis de la rentabilidad de clientes y, por lo tanto, determinar si realmente existe un denominador común entre los dos. El análisis se enfoca en la rentabilidad contable del cliente, el valor del tiempo de vida del cliente, y el valor de la cartera de clientes. Se termina con un resumen de lo que pueden hacer los contadores para promover el análisis del valor de clientes dentro de las empresas como una herramienta analítica.

This study investigates the customer-based brand equity of the major cellphone network service providers (Vodacom, MTN and Cell C) amongst principal estate agents registered with the Estate Agency Affairs Board in Gauteng. Secondary research covered the marketing environment of the major service providers. An extensive study of literature on branding, brand management and brand equity measurement was undertaken. An empirical study was conducted. Telephone interviews were used for initial contact and screening. An invitation to participate in the survey, with a link to a questionnaire, was e-mailed to qualified respondents. Cell C users were excluded from the quantitative analysis. There were several significant findings: Vodacom and MTN users are alike in terms of personal and estate agency-related demographics. With the exception of age and gender, the sample fits the stated descriptors of individuals in the LSM seven to LSM ten groups. Cronbach‘s alpha coefficient confirmed a high level of reliability (0.870) for the summated measurement scale developed as an indicator variable of customer-based brand equity and Vodacom and MTN‘s rating on the summated scale did not differ at a statistically significant level. The service provider used proved to be an important driver of loyalty, but overall satisfaction with the cellphone service does not differ statistically significantly between Vodacom and MTN users. Vodacom has established a much more favourable positioning on the brand association statements evaluated. Factor analysis identified five brand association dimensions that should be considered for measurement of brand associations. Multiple regression analysis identified the brand as a product dimension as the best predictor of customer-based brand equity. Vodacom received more favourable brand performance ratings than MTN. Factor analysis identified six brand performance dimensions that should be considered for inclusion when measuring brand performance. Multiple regression analysis identified the easy to use and one-stop-service dimensions as the best predictors of customer-based brand equity. The customer-based brand equity of the user group is moderate (16 out of 25, or 64%). / Business Management / D. Com. (Business Management)

Made available in DSpace on 2010-04-20T20:47:57Z (GMT). No. of bitstreams: 3 86570.pdf.jpg: 22231 bytes, checksum: 34de2608e8e6e4e2dae8a7f653d5cd30 (MD5) 86570.pdf.txt: 243371 bytes, checksum: c5f0fa80eb08a9e86c0a1326c93f043a (MD5) 86570.pdf: 1102343 bytes, checksum: f361654fc4f109360f6de9a92dbc70e9 (MD5) Previous issue date: 2006-03-06T00:00:00Z / Este estudo no setor de telefonia celular adapta o modelo de investimento de marketing de Rust, Lemon & Zeithaml (2004) fornecendo um método de avaliação de investimento em áreas estratégicas de marketing (value, brand e relationship equity). Aplicado às operadoras de telefonia celular do estado de São Paulo (Vivo, Claro e TIM), o modelo permite calcular a probabilidade de um cliente mudar da operadora atual para uma concorrente, e verificar se a contribuição marginal advinda de uma ação mercadológica ultrapassa ou não seu custo de capital. Finalmente, através da aplicação do modelo obtém-se uma estimativa do customer equity atual das três operadoras de telefonia celular estudadas. / This study proposes an adaptation to the mobile telephone sector of the Rust Lemon & Zeithaml (2004) model of marketing investment. The model provides a method for the evaluation of investments in strategic marketing areas (value, brand and relationship equity). Applied to São Paulo State cellular telephone companies (Vivo, Claro and TIM), the model allows the estimation of a customer probability of change from the present operator to a competitor; and the assessment of a marketing initiative contribution, verifying if it exceeds its cost of capital. Finally, through the application of model, an estimate of customer equity is calculated for the three studied cellular telephone operators.

This study investigates the customer-based brand equity of the major cellphone network service providers (Vodacom, MTN and Cell C) amongst principal estate agents registered with the Estate Agency Affairs Board in Gauteng. Secondary research covered the marketing environment of the major service providers. An extensive study of literature on branding, brand management and brand equity measurement was undertaken. An empirical study was conducted. Telephone interviews were used for initial contact and screening. An invitation to participate in the survey, with a link to a questionnaire, was e-mailed to qualified respondents. Cell C users were excluded from the quantitative analysis. There were several significant findings: Vodacom and MTN users are alike in terms of personal and estate agency-related demographics. With the exception of age and gender, the sample fits the stated descriptors of individuals in the LSM seven to LSM ten groups. Cronbach‘s alpha coefficient confirmed a high level of reliability (0.870) for the summated measurement scale developed as an indicator variable of customer-based brand equity and Vodacom and MTN‘s rating on the summated scale did not differ at a statistically significant level. The service provider used proved to be an important driver of loyalty, but overall satisfaction with the cellphone service does not differ statistically significantly between Vodacom and MTN users. Vodacom has established a much more favourable positioning on the brand association statements evaluated. Factor analysis identified five brand association dimensions that should be considered for measurement of brand associations. Multiple regression analysis identified the brand as a product dimension as the best predictor of customer-based brand equity. Vodacom received more favourable brand performance ratings than MTN. Factor analysis identified six brand performance dimensions that should be considered for inclusion when measuring brand performance. Multiple regression analysis identified the easy to use and one-stop-service dimensions as the best predictors of customer-based brand equity. The customer-based brand equity of the user group is moderate (16 out of 25, or 64%). / Business Management / D. Com. (Business Management)