Styrning mot kundvärde : En flerfallsstudie på Atea Sverige AB och Bufab Sweden AB. / Customer value management : A multiple case study at Atea Sverige AB and Bufab Sweden AB.Lager Andersson, Nathalie, Wiberg, Elin January 2022 (has links)
Bakgrund och problem: Värdeskapande är ett uttryck som funnits länge och det är en grundläggande faktor för att företag ska nå framgång i dagens konkurrenssituation. För att vara konkurrenskraftig behöver företag utgå från vad kunden efterfrågar och värderar. Kundvärde är således individuellt och bestäms utifrån kunden och det gör att det kan skapas på olika sätt. Det kan däremot vara en utmaning att veta vad kunden anser är värde innan produkten eller tjänsten är nyttjad. För att hela organisationen ska arbeta mot kundvärde på liknande sätt behövs en god styrning där syftet är att de anställda ska förstå vad som förväntas av dem. För att det ska vara möjligt behövs bra kommunikation. Enligt litteraturen finns det delade meningar kring hur kundvärde uppnås och hur det kan identifieras. Det finns begränsat med forskning kring hur företagen i praktiken arbetar med styrning mot kundvärde. Det är företag som skapar värde för kunden och det är av betydelse att de förstår kundvärde, vad det är, hur det skapas och hur det styrs i verksamheten. Kundens krav är det som företag utgår ifrån, men i slutändan är det företaget som måste uppfylla kraven för att skapa kundvärde. Det är därför av intresse att studera företags syn på kundvärde och hur de arbetar med styrning mot kundvärde för att möta kundens krav. Syfte: Syftet med studien är att skapa en förståelse för företags syn på kundvärde och hur de arbetar med styrning mot kundvärde. Det genom att undersöka kundvärde, vad det är, hur det skapas samt betydelsefulla områden som bidrar till kundvärde. Metod: Studiens forskningsdesign är en kvalitativ studie som innefattar en flerfallsstudie samt en abduktiv ansats. Flerfallsstudien består av två fallföretag: Atea Sverige AB och Bufab Sweden AB. Den teoretiska datainsamlingen är framför allt hämtad från OneSearch samt Google Scholar som presenterar tidigare forskning. Den empiriska datainsamling gjordes genom semistrukturerade intervjuer med fem respondenter från respektive fallföretag. Slutsats: Det finns inget definitivt svar på hur kundvärde skapas utan det är något som växer fram genom företagets processer och genomsyrar allt ett företag gör. Genom mjuk styrning kan företag skapa och styra mot kundvärde, det innebär att det är mjuka värden och faktorer som påverkar kundvärdet. Framgångsfaktorer för att styra mot kundvärde genom mjuk styrning är engagerade och kompetenta medarbetare, tydlig kommunikation samt inkludering av hållbarhetsarbete. Fokuserar företag på dessa områden har de goda förutsättningar att leverera värde till sina kunder. / Background and problem: Value creation is an expression that has been around for a long time and it’s a fundamental factor for companies to achieve success in today's competitive situation. In order to be competitive, companies need to ensure what the customer demands and values. Customer value is individual and determined based on the customer, which means that it can be created in different ways. Therefore it can be a challenge to know what the customer considers to be value before the product or service is used. In order for the entire organization to work towards customer value in a similar way, good management is needed where the purpose is for the employees to understand what is expected of them. In order for this to be possible, good communication is needed. According to the literature, there are divided opinions about how customer value is achieved and how it can be identified. There is limited research on how companies in practice work with customer value management. It is the company that creates value for the customer and it is important that they understand customer value, what it is, how it is created and how it is managed in the business. It is based on the customer's requirements that the company creates the offer, but in the end it is the company that must meet the requirements to create customer value. It is therefore of interest to study companies' views on customer value and how they work with customer value management to meet customer requirements. Purpose: The purpose of the study is to create an understanding of companies' views on customer value and how they work with customer value management. This by examining customer value, what it is, how it is created and significant areas that contribute to customer value. Method: The study's research design is a qualitative study that includes a multiple case study and an abductive approach. The multiple case study consists of two case companies: Atea Sverige AB and Bufab Sweden AB. The theoretical data collection is primarily taken from OneSearch and Google Scholar, which presents previous research. The empirical data collection was done through semi-structured interviews with five respondents from each case company. Conclusion: There is no definitive answer to how customer value is created, but it is something that grows through the company's processes and permeates everything a company does. Through soft management, companies can create and steer towards customer value, which means that it is soft values and factors that affect customer value. Success factors for customer value through soft management are committed and competent employees, distinct communication as well as the inclusion of sustainability work. If companies focus on these areas, they are well placed to deliver value to their customers.
A Study on Customer Relationship Management Through the Investigation of Interior and Exteriot Customer Satisfaction Index in Kaohsiung Operation Center of Taiwan Tobacco & Liquor CorporationLi, Ween-chung 29 May 2004 (has links)
Because TTL (Taiwan Tobacco & Liquor Corporation) has monopolized the domestic market of tobacco and liquor for a long time, the operating attitude focuses mainly on distribution. How to adjust the management tactics and remold the staff with corporatizational concept becomes the critical point for making a transition. Therefore, through the probe of interior and exteriot CSI (Customer Satisfaction Index) in Kaohsiung Operation Center of TTL to investigate the CRM (Customer Relationship Management), we hope to propose suggestions based on the research results. Via promoting the CRM mechanism, the corporation can offer high quality product or service, so as to fulfill the enterprise mission and the government policy of profit-making, and moreover, the goal to realize the corporate social responsibility and achieve sustainable development. Through collecting and analyszing materials by means of literature study and questionnaire investigation, the research obtains the following conclusion: 1. With respect to Customer Satisfaction, the best rating falls on "operating achievements" and "geniality;" 2. In the aspect of Customer Management, "customer segmentation" and "targeted customer" receive the highest rating; 3. "Mutual reliance" and "public praise" earn the best rating in the aspect of customer service; 4. "Service" ranks the highest in providing customer value; 5. "Market share" wins the best score in promoting value added for customer; 6. Among new staff, satisfaction goes to "public praise" and the "complementary distribution system;" 7. Staff with less education is more satisfied with "customer relationship," "high value in C/P" and "returning and exchanging goods;" 8. What senior retailers concern is the "corporate image;" 9. The big retailers are relatively satisfied with CRM; 10. Consolidate the responsibility for regional operation and construct prospect of enterprise development; 11. Set up market competition order and protect the health rights and interests of those who are under the age of 18.
Bruce, Helen Louise
The concept of customer perceived value occupies a prominent position within the strategic agenda of organisations, as firms seek to maximise the value perceived by their customers as arising from their consumption, and to equal or exceed that perceived in relation to competitor propositions. Customer value management is similarly central to the marketing discipline. However, the nature of customer value remains ambiguous and its measurement is typically flawed, due to the poor conceptual foundation upon which previous research endeavours are built. This investigation seeks to address the current poverty of insight regarding the nature and measurement of customer value. The development of a revised conceptual framework synthesises the strengths of previous value conceptualisations while addressing many of their limitations. A multi-dimensional depiction of value arising from customer experience is presented, in which value is conceptualised as arising at both first-order dimension and overall, second-order levels of abstraction. The subsequent operationalisation of this conceptual framework within a two-phase investigation combines qualitative and quantitative methodologies in a study of customer value arising from subscription TV (STV) consumption. Sixty semi-structured interviews with 103 existing STV customers give rise to a multi-dimensional model of value, in which dimensions are categorised as restorative, actualising and hedonic in type, and as arising via individual, reflected or shared modes of perception. The quantitative investigation entails two periods of data collection via questionnaires developed from the qualitative findings, and the gathering of 861 responses, also from existing STV customers. A series of scales with which to measure value dimensions is developed and an index enabling overall perceived value measurement is produced. Contributions to theory of customer value arise in the form of enhanced insights regarding its nature. At the first-order dimension level, the derived dimensions are of specific relevance to the STV industry. However, the empirically derived framework of dimension types and modes of perception has potential applicability in multiple contexts. At the more abstract, second-order level, the findings highlight that value perceptions comprise only a subset of potential dimensions. Evidence is thus presented of the need to consider value at both dimension and overall levels of perception. Contributions to knowledge regarding customer value measurement also arise, as the study produces reliable and valid scales and an index. This latter tool is novel in its formative measurement of value as a second order construct, comprising numerous first-order dimensions of value, rather than quality as incorporated in previously derived measures. This investigation also results in a contribution to theory regarding customer experience through the identification of a series of holistic, discrete, direct and indirect value-generating interactions. Contributions to practice within the STV industry arise as the findings present a solution to the immediate need for enhanced value insight. Contributions to alternative industries are methodological, as this study presents a detailed process through which robust value insight can be derived. Specific methodological recommendations arise in respect of the need for empirically grounded research, an experiential focus and a twostage quantitative methodology.
Brege, Harald, Hampusson, Petter
This thesis is aimed at finding out how integration of IT systems creates value for companies and is conducted as a qualitative case study, where six companies are interviewed about their integration solutions. The interviewees were five CIOs and one Managing Director. Four of the companies interviewed have genuine Application Integration solutions, where a middleware platform is the hub of the integration system, while the remaining two used solutions based around a system of point-to-point integrations. The value of an integration solution will be considered a combination of the benefits an integration solution provides, openness aspects, and the price models used to pay for the system. Value is defined as what the company gains, in monetary terms, in exchange for what it pays for an offering (Anderson, Kumar, & Narus, 2007). This definition further defines the attractiveness of an offering as the value minus the price. When discussing the value of an IT system, it is important to consider the difference between the potential value, which is the maximum the system can deliver with an ideal environment and usage, and the realised value, which is some fraction of the potential value that a company actually gains, of the system (Davern & Kauffman, 2000; Smith & Nagle, 2005). Affecting the realisation of potential value are certain factors, called conversion contingencies, which are things like preparation of implementation projects or efforts at using all aspects of a system. Benefits are analysed according to a framework that divides IT systems benefits into five categories: operational, managerial, strategic, IT infrastructure, and organisational benefits (Shang & Seddon, 2000). These categories are focused around, respectively, productivity gains, enhanced planning capabilities, new strategic capabilities, better IT administration, and process improvements. We conclude that most companies gain several large benefits in the operational and managerial types, while the other three types have fewer reported benefits. We conclude that there seems to be quite a lot of unrealised potential value in the integration solutions, if the view of the potential of integration from the technological side is used. We also conclude that companies in certain environments and with more complex organisational structures seem to have a larger value potential than others, meaning they have more to potentially gain from an integration solution. For openness, five aspects of open source software are studied: lock-in, cost, security, flexibility/modifiability, and community. These aspects are mainly derived from literature on open source. The first conclusion we make regarding openness is that most of the CIOs seems not to be fully aware of what the term truly entails. Companies’ opinions regarding open source can be seen on a range between two extremes: those who want to modify or develop software and those who only want to use standard systems. The former category has more to gain from the aspects of cost and modifiability than the latter, but both categories can gain from the lock-in, security, and community aspects. The combination of factors that creates the price of an offering can be described as a price model. To study the value of price models of integration solutions, the SBIFT model (Iveroth, et al., 2013) is used, where the price model is divided into five dimensions, scope, base, influence, formula and temporal rights. None of the interviewed companies were satisfied with the alternatives for price models currently on the market. It was concluded that the dissatisfaction mostly stemmed from the facts that the companies had little opportunity to affect the price model, meaning they could not adapt it to better fit their internal conditions, the complexity of the license agreements, and that it was hard to get vendors to cite a price for a system. Price models that would be more attractive are e.g. models with a larger variable part, like transaction-based ones, or models that affect the time scale of the contract, even though no single model seemed more attractive to all companies.
Framtidens boende : Vad som påverkar kundernas val av bostäder / The future of housing : What affects the customers' choice of housingFalkenström, Erik, Halvarsson, Jacob January 2013 (has links)
Bygg- och fastighetssektorn står för närmare 40 procent av Sveriges energianvändning och miljöpåverkan. Därför har större fokus på energieffektiva och miljöcertifierade byggnader ökat det senaste decenniet inom branschen. För att fortsätta utvecklingen framåt kom EU med direktiv för medlemsländerna, där mål sattes för åren 2020 och 2050 gällande energianvändningen.Syftet med arbetet är att ta reda på vilken påverkan olika faktorer har när kunderna gör sina val av bostäder i framtiden. Faktorer som arbetet främst fokuserar på är energi, miljö och utformning.Arbetet bygger till stor del på intervjuer från mäklare samt olika aktörer från byggbran-schen. Mäklarnas syn på vilka faktorer som eftersöks på marknaden ansågs som ett bra tillvägagångsätt eftersom det är de som jobbar med kunderna. Intervjuer gjordes även med aktörer för att jämföra om deras syn överensstämde med mäklarnas.Efterfrågan på energieffektiva och miljöcertifierade bostäder har idag ingen stor inver-kan för kundens val av bostad. Dock tyder det på att medvetenheten och efterfrågan från kunderna kommer öka i framtiden.En viktig del i framtidens bostäder blir även utformningen, att projekt anpassas efter målgrupp och att undersökningar för vilka ytor som skapar värde för kunderna görs. En flexiblare planlösning där kunderna med enkla medel kan påverka utformningen av sina bostäder är en betydande faktor som kommer vara avgörande för framtidens bostäder.
UAB "Parex investicijų valdymas" klientų lojalumo didinimas / Increasing Customer Loyalty at UAB "Parex investiciju valdymas"Lazdauskaitė, Laura 16 June 2009 (has links)
Klientų lojalumo valdymo idėja sulaukia vis daugiau įmonių dėmesio, o šiandieninėje ekonomikos recesijoje, klientų išsaugojimas ir jų lojalumo didinimas tampa svarbiausia veiklos kryptimi. Daugiausiai dėmesio įmonės pradėjo skirti ne naujų klientų paieškai, o santykių su esamais klientais išsaugojimui. Šiame darbe nagrinėjama valdymo įmonė UAB „Parex investicijų valdymas“, kuri teikia investavimo paslaugas. Didžiausią įmonės gaunamų pajamų dalį sudaro klientų aptarnavimas, todėl efektyvus santykių su klientais valdymas yra vienas iš didžiausią įtaką įmonės sėkmei turinčių veiksnių. Valdymo įmonė neturi klientų lojalumo didinimo strategijos, nebuvo plėtojama santykiai su esamais klientais, todėl pastaruoju metu įmonę palieka vis daugiau klientų, o tai kelia grėsmę įmonės konkurencingumui. Darbe nagrinėjama problema – kaip padidinti esamų klientų lojalumą įmonei. Išsiaiškinus veiksnius, kurie įtakoja lojalumą, tikimasi pasiūlyti efektyvius problemos sprendimo būdus. Baigiamojo darbo tikslas yra parengti klientų lojalumo didinimo strategiją. Išsiaiškinti klientų lojalumą skatinančius veiksnius ir paruošti vadybinius pasiūlymus buvo atliktas kiekybinis aprašomasis tyrimas. Remiantis apklausos, kurioje dalyvavo 63 respondentai, duomenimis, naudojant SPSS programą atlikta ir aprašyta empirinio tyrimo analizė. Gauti duomenys parodė, kad svarbiausi veiksniai, įtakojantys klientų lojalumą, yra konfliktų valdymas, darbuotojų profesionalumas, bendrovės patikimumas. Prioritetinės... [toliau žr. visą tekstą] / The customer loyalty management concept is receiving more and more companies focus and in today’s economic recession, customer retention and increasing their loyalty is a key operational decision. The focus is turned from the need for a search for new customers to the relationship with existing customer retention. In this paper the UAB “Parex investiciju valdymas” company which provides investment services is described. The highest revenue of the company consists of customer service, and effective customer relationship management is one of the greatest impacts on the company’s success factors. The management company has no strategy how to strengthen customer loyalty and has never been developing relationships with existing customers. Many customers recently left the company and this poses a threat to the company’s competitiveness. This paper examines the problem how to increase existing customer loyalty to the company. The clarification on the factors that affect loyalty would be helpful for companies in defining solutions. The final goal of this research is to develop customer loyalty strategy. In order to ascertain customer loyalty and a preparation of management proposals a quantitative descriptive study was carried out. Based on the data which were gained from the 63 respondents’ answers, the analysis is done on. Conflict management, professional employees, the company’s creditability and the service of buying and selling are the most important factors influencing... [to full text]
Customer Value Creation : How do external factors influence SME's customer value creation in a new foreign market? A case study of Axelent A.B.Andrade, Débora Mengarda, Prada, Danielle Fiamoncini January 2014 (has links)
When companies go international some factors present in the host country act like forces that might drive the company to standardize or adapt its strategies. The choices between to standardize or to adapt to local needs are of a great importance, since it can have significant impact in the company’s performance in the foreign market. In this paper these forces are characterized in country specific and industry specific factors. The aim of this study is to investigate the influence of external factors in the customers’ value creation in a new foreign market, under standardization and adaptation strategies. In order to fulfill the purpose of the paper, a qualitative research was conducted using a single case study of a Swedish SME, focusing on a single product, namely machine guarding, in connection with one foreign market, Brazil. The study shows that the factors that were most influenced in the customers’ value creation were social/cultural aspects and competition, which tend to lead the company to adapt in order to fulfill local needs and to react to the competitiveness. It was also presented that economic factors and market size did not represent any influences in the standardization or adaptation strategies of the company studied. However, other external factors, as technological, political/legal and industry structure, have shown impact to some degree, whether in adaptation or standardization strategies.
The nature of high-street fashion brands amongst female adolescents is a combined set of fast fashion movements and early adopter demands within a compressed timeframe. This research has investigated the need for a communication plan to appropriately deliver the brand message for this sector. There are a number of information barriers for high-street fashion brands to build customer value and differentiate the core values of their brands from competitors because of 1) imbalanced strategic communication implementation particularly in the encoding process, 2) ambiguous interpretation of target audience behaviour as a key disseminator of brand messages and 3) a lack of an integrated communication approach to complement the brand building communication plan. Accordingly, there is a need for a brand building communication framework to formulate and direct the female adolescent perceived values within a limited time based on mutual understanding and shared requirements between a high-street fashion brand and its target audience. Moreover, a strategic plan using an integrated brand-building communication in the encoding process which optimises the contribution of the audience must be developed. This research has revealed that high-street fashion brands should concentrate on consumer self-construal, consumer-brand congruence and consumer-brand relationships of female adolescents in order to clearly construct brand messages which match audiences’ values and lifestyles. Due to the needs for informative cooperation amongst the target audiences, the brand-building communication strategy as a persuasive medium, which encourages audiences and prospects to initiate interactivity with the high-street fashion brand, was thoroughly examined in the empirical study. A conceptual model of a high-street fashion brand-building communication was developed and evaluated by means of design research methodology and soft systems methodology. The proposed model explains the platform of brand-building communication strategy in the encoding process for the high-street fashion market. A number of advantages are offered: Firstly, brand managers may use the model to overcome the barriers to integrate a fashion brand communication strategy. Secondly, it can enhance the recognition of fashion brand-building communication. Thirdly, the model offers an approach to leverage customer-brand relationships by means of the communication process. Fourthly, it allows the description of a holistic view of brand message construction in the encoding process. Finally, it offers a strategy to integrate online and off-line communications.
Creating customer value through knowledge integration : How internal stakeholders can be involved in the product development processAlenvret, Caroline, Evaldsson, Johannes January 2015 (has links)
The increasing globalisation of the market is followed by increased competition between organisations. Therefore it becomes more important to create products with high customer value. To be able to create customer value, deep understanding of the customers’ needs must be obtained by employees, shared between them and transformed into products. Further consequences of globalisation are increasing differences between customers’ needs, which results in demand for customisable and flexible products.The purpose of this study was to analyse how organisations can create more customer value through increased knowledge integration. The focus was on how knowledge that already resides within a globally dispersed organisation can be integrated during the product development process.This study showed that customer value is created throughout the product development process by integrating the knowledge held by R&D and internal stakeholders. Different types of value are created at different phases in the product development process. One important finding is that different parts of the augmented value are created throughout the entire product development process. Since employees obtain different knowledge depending on which customer they interact with, it is important to utilise knowledge from a large number of employees with different roles and in different countries. Hence, the significance of knowledge integration must be disseminated and understood across the organisation. After completing the product development process additional customer value is created by the internal stakeholders’ who sell and implement the product, but it is during the product development process that the basis for their value creation is established.Knowledge needs to be integrated in a formalised, repeatable way, so that the R&D department can ensure that the right product is developed at the right time. Integration means that the tacit knowledge that resides within one employee is codified into an explicit form that can be exploited by more employees. Therefore, four steps must be performed and repeated iteratively to create and spread knowledge throughout the organisation. The first step includes communication by exchanging tacit knowledge. The second step entails documenting the knowledge, and the third step involves combining the knowledge residing in the organisations into one common knowledge system. The final step includes distributing the knowledge so that it recievess wide attention within the organisation. Several factors that have a negative impact on these four steps, and knowledge integration, need to be countered somehow. However, it was found that there are several mechanisms that facilitate knowledge integration, and most often the presence of several mechanisms at the same time had a better effect.
Understanding Swedish students’ Perspective in Decision to Study at Universities in Thailand : The case study of Mälardalen University StudentsChoolirat, Kanokkan, Rattanalertthada, Adthawat January 2009 (has links)
The main objective of this thesis is to understand why there is imbalance of exchange students of Sweden and Thailand. We have analyzed the interviewed data of Swedish students who had experience of studying at universities in Thailand. Our research has revealed the factors and issues behind the imbalance situation. After analyzing factors we have proposed some recommendations in order to improve the pedagogy to increase the number of Swedish students deciding to study at Universities in Thailand so that the exchange imbalance could be reduced. Furthermore, we have proposed a favor product package for Swedish students that can help them to decide to study in Thailand.
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