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Customer relationship management solutions in organisationsLigthelm, Verina 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: "Globally, businesses invested about $8 billion in hardware, software and
external services in 1999 to design and implement eCRM solutions. And these
investments will grow to over $38 billion by 2003. We also see that it is
happening everywhere from New York City to Sydney and Frankfurt to Seoul
and Rio de Janeiro."
Stanley A. Brown (2000:xiii).
The ever-changing global environment brings new challenges and opportunities
to the business environment. These rapid changes in the marketplace force
companies to reconsider the ways in which they do business. Companies will
not be able to avoid macro-environmental scanning and scenario planning.
Companies that will survive in this unpredictable arena must develop skills to
become faster and more efficient. The most significant changes and challenges
will be in new competition faced by companies (for example, from previously
unexpected sectors) and in changes in customer demands.
Recent rapid technological developments have created new methods of doing
business, resulting in new markets and new business practices. The world-wide
market place now allows customers to obtain price and quality information
readily and reliably - 24 hours a day, 7 days a week.
Companies will not be able to gain and retain competitive advantage by
developing skills in only one area. 'Customers are increasingly difficult to satisfy
and require quality, promptness and realistic prices for products and services.
Customers prefer to be treated as individuals with individual needs and
requirements, and not as part of the mass-market. Segmentation alone will not
assist companles per se - implementation of the segmentation supported by
specific business processes and technologies will result in the required shift
from a product-orientated approach to a market-orientated approach.
A business objective for companies in the New Economy must be to increase
customer retention, leveraged by a customer-driven focus. An increase in customer retention will benefit the company - it is more expensive to acquire
new customers than retain an existing customer base.
This study argues that a customer-driven focus supported by the latest ecommerce
processes and technology will assist companies in gaining and
retaining a competitive advantage. The study will focus on the successes, and
factors contributing to these successes, of Customer Relationship Management
(CRM) software implementation.
In addition to the above, the study will focus on the reasons why ROl (Return on
Investment) on CRM implementation projects is inadequate in many cases. A
further objective of this study will be to describe the main reasons why up to
60% of CRM implementations fail at first pass, and examine how to reduce this
percentage significantly.
The study will finally demonstrate that the critical question for managers is not
whether a CRM system is necessary, but which products to implement and
which factors to take into account before implementing the project. / AFRIKAANSE OPSOMMING: "Globally, businesses invested about $8 bill/ion in hardware, software and
external services in 1999 to design and implement eCRM solutions. And these
investments wil/ grow to over $38 billion by 2003. We also see that it is
happening everywhere from New York City to Sydney and Frankfurt to Seoul
and Rio de Janeiro."
Stanley A. Brown (2000:xiii)
Die deurlopend veranderende wêreld veroorsaak dat daar gedurig nuwe
uitdagings en geleenthede in die besigheidswêreld ontstaan. Hierdie skielike
veranderinge dwing besighede om in diepte te kyk na die manier waarop hulle
besigheid doen. Dit sal onwys wees vir besighede om makro-ekonomiese
vooruitskatting en scenario-beplanning te vermy. Besighede wat in hierdie
onvoorspelbare omgewing wil oorleef, sal vaardighede moet ontwikkel om
ratser en meer effektief te wees. Die ingrypendste veranderinge en uitdagings
sal wees in die vorm van nuwe kompetisie waardeur besighede bedreig sal
word - byvoorbeeld uit voorheen onverwagte sektore - asook veranderinge in
verbruikersbehoeftes.
Snelle tegnologiese ontwikkeling het nuwe besigheidsmetodes tot stand
gebring, met gevolglike nuwe markte en nuwe besigheidspraktyke. Die
wêreldmark maak dit nou vir verbruikers moontlik om inligting vinnig en
betroubaar in die hande te kry - 24 uur per dag, 7 dae per week.
Besighede sal nie 'n kompeterende voorsprong kan realiseer deur vaardighede
in slegs een area te ontwikkel nie. Verbruikers is toenemend moeiliker om
tevrede te stel, en dring aan op kwaliteit, flinkheid en realistiese pryse vir
produkte en dienste. Verbruikers wil behandel word as individue met
individuele behoeftes en nie as deel van 'n gesiglose massa nie. Segmentasie
alleen kan besighede nie in hierdie verband help nie - die noodsaaklike skuif
van 'n produkgeorienteerde benadering na 'n markgeorienteerde benadering sal
teweeggebring moet word deur segmentasie wat ondersteun word deur
spesifieke besigheidsprosesse en tegnologieë. Besighede in die Nuwe Ekonomie sal hulle ten doel moet stel om verbruikers te
behou. Hierdie doelwit moet onderlê word deur 'n verbruikergedrewe fokus. 'n
Toename in die behoud van verbruikers is voordelig vir die besigheid,
aangesien dit duurder is om nuwe kliënte te werf as om 'n bestaande
kliëntebasis te behou.
Hierdie studie maak die aanspraak dat 'n verbruikergedrewe fokus, ondersteun
deur die mees moderne e-handel prosesse en tegnologieë, besighede sal
ondersteun in die verkryging en behoud van 'n kompeterende voorsprong. Die
studie sal fokus op die suksesse, en die bydraende faktore tot sukses, wat kan
volg op die implementering van spesifiek sagteware vir Kliënteverhoudinge
Bestuur (Customer Relationship Management of CRM).
Die studie sal verder fokus op die redes waarom die Opbrengs op Belegging
(Return on investment of ROl) vir CRM implementasie projekte dikwels
ontoereikend is. Die studie sal ook die hoofredes aangee waarom soveel as
60% van alle CRM implementasies met die eerste poging misluk, en ondersoek
sal gedoen word na stappe om hierdie persentasie aansienlik te verminder.
Die studie sal uiteindelik aan die hand doen dat die kritiese vraag vir
bestuurders nie is óf 'n CRM stelsel noodsaaklik is nie, maar watter produkte
geïmplementeer moet word, en watter faktore in ag geneem moet word voor
implementasie.
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Knowledge based customer relationship management review and scoring modelWessels, Heinrich H. 10 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Knowledge Based Customer Relationship Management (KB-CRM) is derived from
Customer Relationship Management (CRM) and Knowledge Management (KM) that
are two crucial components of today's enterprise business models. This report
explores the fact that the management of the knowledge in the enterprise and
customer relationship management is directly related to the success of the enterprise
and attempts to understand the meaning of KB-CRM, what the domains are, and
how to diagnose KB-CRM. Based on the research the following definition for KBCRM
is derived in the report:
To knowledge-enable the enterprise to provide personalised and integrated sales,
service and marketing processes to acquire new customers, retain the right existing
customers and to grow the relationships with existing customers at every touch point,
anytime and anywhere to add value to both the customer and the organisation.
The report contains a literature survey of CRM and KM, a discussion of each of the
KB-CRM domains (customer, strategy, process, people and technology) and a
proposed KB-CRM diagnostic tool, derived from further research, that is applied in a
proof on concept environment in the report. / AFRIKAANSE OPSOMMING: Kennis Gebaseerde Klante Verhoudings Bestuur (KG-KVB) is afgelei van Klante
Verhoudings Bestuur (KVB) en Kennis Bestuur (KB) wat twee belangrike
komponente van vandag se besigheids model uitmaak. In die studie verslag word
die feit dat die bestuur van kennis en klante verhoudings in die onderneming direk
verwant is aan die sukses van die onderneming behandel en word 'n poging
aangewend om die betekenis van KG-KVB te verstaan, wat die domeine daarvan is
en hoe KG-KVB gediagnoseer kan word in die onderneming.
Gebaseer op 'n literatuur studie word die volgende definisie van KG-KVB in die
verslag afgelei: Om die onderneming kennis-bevoegd te maak om persoonlike en
geintegreerde verkoops, diens en bemarkings prosesse te verskaf om nuwe klante
te kan verwerf, die regte bestaande klante te kan behou en om die verhouding met
bestaande en moontlike klante by elke aanrakings punt te groei op enige tyd of enige
plek om waarde toe te voeg vir die klant en vir die onderneming.
Die studie verslag bestaan uit 'n literatuur studie van KVB en KB, 'n bespreking van
die domeine van KG-KVB (die klant, strategie, prosesse, mense en tegnologie) en 'n
voorgestelde KG-KVB dianoserings instrument wat afgelei is uit verdere navorsing
en toegepas is in 'n "bewys-van-konsep" in die verslag.
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Customer relationship management in the Internet era : a guide for SMEs in the field of software-based CRMMentz, Oliver 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The competitive situation in all markets is becoming stronger, and intemationalisation,
deregulation, shorter innovation cycles, and the increasingly technical similarity of products is
further intensifying competition. There is a growing need for companies to find new ways to
be able to compete in the market. It is especially true for small and medium-sized enterprises,
with little financial and human resources, as it is essential in order to compete with larger
organisations.
The new hype around customer relationship management (CRM) arose recently with the rapid
developments in information technology (IT). Today when spoken about CRM almost always
the discussion is about a software application. This work wants to give a broad overview of
the concepts of customer relationship management and what it entails, including a definition,
objectives and measurements. Other important issues, like privacy, around CRM are looked at
as well and the link between CRM and IT is explained. One section of this document
comprises a closer look on the software applications that are available.
The evaluation of real life examples in the form of case studies led to an implementation
framework that is especially suited for small and medium-sized enterprises. There are some
important factors regarding the implementation that businesses have to make considerations
for. Many things can go wrong, however, the success will compensate for everything. This
work is explaining the key factors for a successful implementation and gives reasons why
many CRM projects fail. Finally, there is an outlook on future developments in the field of
CRM. / AFRIKAANSE OPSOMMING: Die kompeterende situasie in alle markte raak sterker, en internasionalisering, deregulasie,
korter innoverings-siklusse en die verhoogde tegniese ooreenkomste van produkte verhoog
kompetisie verder. Daar is 'n groeiende behoefte vir maatskappye om nuwe maniere te vind
om te kan kompeteer in die mark. Dit is veral waar vir klein en medium-grootte
ondernemings, met klein finansiële en menslike hulpbronne, en dit is onontbeerlik om te kan
kompeteer met groter organisasies.
Die nuwe reklame rondom kliënte verhoudingsbestuur het onlangs onstaan met die vinnige
ontwikkelings in inligtingstegnologie. Wanneer daar vandag gepraat word van kliënte
verhoudingsbestuur, gaan die bespreking byna altyd oor die sagteware
aanwendings/toepassings. Hierdie werke wil 'n wye oorsig bied van die konsep van kliënte
verhoudingsbestuur en wat dit behels, insluitende 'n definisie, doelwitte en maatstawwe.
Ander belangrike punte, soos privaatheid rondom kliënte verhoudingsbestuur word ook na
gekyk, sowel as die skakel tussen kliënte verhoudingsbestuur en inligtingstegnologie word
bespreek. Een afdeling van hierdie dokument bestaan uit 'n meer gedetailleerde kykie na die
sagteware toepassings wat beskikbaar is.
Die evaluasie van werklike voorbeelde in die vorm van gevallestudies het gelei na die
implementasie raamwerk wat veral geskik is vir klein en medium-grootte ondernemings. Daar
is sommige belangrike faktore aangaande die implimentering, wat besighede in oorweging
moet bring. Baie dinge kan verkeerd gaan, alhoewel die sukses sal opmaak vir alles. Hierdie
werke verduidelik die sleutelfaktore vir 'n suksesvolle implimentasie, en bied redes waarom
baie kliënte verhoudingsbestuursprojekte faal. Laastens, is daar ook die vooruitsig van
toekomstige ontwikkelings in die veld van kliënte verhoudingsbestuur.
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Guidelines for transforming a service organisation to a customer relationship management enterprisePienaar, Wiloma 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Customer Relationship Management (CRM) has been referred to as the new
"mantra" of marketing management (Winer, 2001: 89), however CRM is a business
strategy that calls for the establishment, development, maintenance and optimisation
of long-term profitable and mutually beneficial relationships between organisations
and their customers. It is a journey of strategic, structural, process, organisational
and technological change through which an organisation can manage its enterprise
better around customer behaviour.
CRM as a business strategy was thought necessary due to stronger and rapidly
changing forces that influence business. Forces include globalisation, mature
markets, emerging markets, deregulation, convergence of industries and continuous
changes in customer behaviour. These changes forced business to realise that
customers are an organisation's only sure revenue source and that building
relationships with its customers is the best source of profitable and sustainable
revenue growth (Brown, 2000: xii).
Organisations worldwide spent almost US$44bn in 2000 on CRM initiatives and it is
estimated to grow to US$125bn by 2004. The promise of CRM is enchanting,
however many organisations will quickly point out that in practise it can be extremely
costly to implement and it can be disastrous for building relationships with customers.
One of the biggest mistakes that were made when organisations implemented CRM
programmes is that CRM was regarded as a technology intervention or solution that
would enable any organisation to build long-lasting and profitable relationships with
its customers. Not all CRM programmes succeed or achieve the strategic objectives
organisations want it to achieve. It is therefore necessary to develop a framework that
can assist organisations in their efforts to develop and implement a CRM programme.
This thesis provides a system approach and assessment toolkit to guide and assist
service organisations to develop and implement CRM programmes and through this
to become a CRM enterprise. A CRM enterprise holds the customer-driven vision
necessary to succeed in the ever changing environment of the global economy. A system approach was chosen as the preferred method to develop and implement a
CRM programme for two reasons. First, CRM programmes are extremely complex as
it is a business strategy that impact organisation wide when it is developed and
implemented. And secondly, a system approach requires a person to think systemic
about systems like CRM. It forces the developer and implementer of a CRM
programme to consider the whole impact of the changes across an organisation. / AFRIKAANSE OPSOMMING: Kliënte verhouding bestuur is beskryf as die nuwe deuntjie bemarking bestuur
(Winer, 2001: 89), maar kliënte verhouding bestuur is veel meer 'n besigheids
strategie was vrae oor die vestiging, ontwikkeling, onderhoud en optimaliseering van
lang termyn winsgewende en wedersydse begunstigde verhoudings tussen
organisasies en hul kliënte. Dit is 'n reis van strategiese, strukturele, proses,
organisatoriese en tegnologiese verandering waardeer 'n organisasie sy besigheid
beter kan bestuur rondom kliënte gedrag.
Kliënte verhouding bestuur is nodig as 'n besigheid strategie as gevolg van sterker
en vinniger kragte wat besigheid beinvloed. Kragte sluit in globalisering, ontwikkelde
markete, ontwikkelende markte, deregulering, samesmelting van industrieë, en die
alewige verandering in kliënte behoeftes. Hierdie kragte forseer besigheid om te
besef dat kliënte 'n organisasie se sekerste bron van inkomste is en dat 'n
organisasie verhoudinge moet bou met hul kliënte om 'n bron van volhoubare
inkomste te verseker (Brown, 2000: xii).
Organisasies wêreldwyd het ongeveer US$44bn in 2000 spandeer op kliënte
verhouding bestuur initiatiewe en dit is vooruit geskat dat dit kan groei tot US$125bn
teen 2004. Die belofte van kliënte verhouding bestuur is betowerend, maar verskeie
organisasies sal dit vinnig uitwys dat kliënte verhouding bestuur in die praktyk baie
duur wees om in werking te stel en dat dit rampsoedig kan wees vir die bou van
verhoudings met kliënte.
Een van die groostste foute wat organisasies gemaak het met die implementering
van 'n kliënte verhouding bestuur program was om dit te beskou as 'n tegnologiese
intervensie wat die organisasie in staat sou stelom lang termyn winsgewende
verhoudinge te bou met hul kliënte. Nie alle kliënte verhouding bestuur programme is
suksesvol nie. Dit is daarvoor nodig om 'n raamwerk te ontwikkel wat organisasies
sal help on 'n kliënte verhouding bestuur program te ontwikkel en te implementeer.
Hierdie tesis verskaf 'n sisteembenadering en 'n evalueringprogram wat organisasies
kan help om 'n kliënte verhouding bestuur program te ontwikkel en te implementeer en deur middel hiervan In kliënte-organisasie te word. In Kliënte-organisasie het die
kliënte-aangedrewe visie wat nodig is om in vandag se al veranderde omgewing
volhoubaar en suksesvol te wees.
In Sisteem benadering was gekies as die voorkeur metode om In kliënte verhouding
bestuur program te ontwikkel en te implementeer vir twee redes. Die eerste rede is
dat In kliënte verhouding bestuur program baie kompleks is aangesien dit In
organisasie wyd impak het wanneer dit ontwikkel word en geïmplementeer word. Die
tweede rede is dat In sisteem benadering die beplanner en implementeerder forseer
om die hele impak van verandering in ag te neem oor die hele organisasie.
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Assessing the impact of customer relationship management on customers in ABSA's Western Cape corporate and business banking divisionBotes, Antoon Abraham Adriaan 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTACT: Many organisations implement customer relationship management (CRM) systems and processes but very few are able to obtain noticeable successes or even measure the successes. The successful implementation of CRM can have a very positive effect on customer service. Not only will it improve customer satisfaction, but it will increase customer loyalty and also lead to repurchases.
Improved customer relationships will have a positive effect on profitability since it will reduce costs and the longer the relationship the higher the profits will be. Firms should know the long-term value of their clients and the lifetime value of their customers should be calculated, otherwise the value of existing customers will not be appreciated, and the loss of value that follows from departing customers will not be fully understood.
It is critical for any organisation to employ highly professional and trained staff who can interact with customers in such a manner that their needs are satisfied and that value is optimised. In Absa‟s case the relationship executives need to have regular contact with their customers and they need to understand the industries within which the customers operate. They also need to have a very good product and service knowledge.
In the research done for this report, the author researched CRM, customer service and relationship marketing. The CRM model which was implemented in the medium business segment of Absa Corporate and Business Bank in the Western Cape was analysed as was the new operating model which was implemented in April 2007. Customers and relationship executives were presented with questionnaires which had to be completed. These questionnaires dealt with the implementation of CRM and the impact, if any, it had on customer service.
Conclusions and recommendations were made based on the research and findings. / AFRIKAANSE OPSOMMING: Baie organisasies implementeer kliënteverhoudingsbestuur in een of ander vorm maar baie min van hierdie organisasies slaag daarin om enige merkbare verskil aan hul kliëntediens te maak. Geen of weinig suksesse word behaal en word in die meeste gevalle nie eers gemeet nie. Die suksesvolle implementering van 'n kliënteverhoudingsbestuursproses kan 'n baie positiewe uitwerking op kliëntediens teweegbring en kan ook veroorsaak dat kliënte baie meer lojaal teenoor organisasies word en sodoende ook herhaalde aankope maak.
Sterker kliënteverhoudings kan 'n positiewe uitwerking op winsgewendheid veroorsaak aangesien dit kostes sal verminder en hoe langer die verhouding, hoe hoër sal die winsgewendheid wees. Organisasies behoort die waarde wat in langtermyn verhoudings gesetel is, te verstaan en hierdie waarde behoort bereken te word. Die berekening van die waarde van langtermyn verhoudings sal organisasies in staat stel om die waarde van bestaande kliënte te waardeer en die impak van die verlies van hierdie kliënte te kan begryp.
Dit is krities belangrik vir enige organisasie om hoogs professionele en opgeleide personeel aan te stel wie aan kliënte se behoeftes kan voldoen op so 'n wyse dat die maksimum waarde van die verhouding ontgin word. In Absa se geval moet die verhoudingsbestuurders gereelde kontak met hulle kliënte hê en moet hulle die industriëe waarin hulle kliënte funksioneer, ten volle verstaan. Hulle moet ook 'n baie goeie produkkennis en 'n begrip van kliëntediens hê.
Die navorsing wat vir hierdie verslag gedoen is, fokus op kliënte verhoudingsbestuur, kliëntediens en verhoudingsbemarking. Die verhoudingsbestuurmodel wat in die medium segment van Absa Korporatiewe en Besigheidsbank in die Weskaap geïmplementeer is asook die nuwe bedryfsmodel wat in April 2007 geïmplimenter is, is volledig ontleed. Verhoudingsbestuurders en kliënte het vraelyste voltooi wat gehandel het oor verhoudingsbestuur en die impak, indien enige, wat dit op kliëntediens gehad het .
Gevolgtrekkings en aanbevelings is gedoen, gebaseer op die navorsing en bevindings wat gemaak is.
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2016-12-31 Investigating the impact of employee motivation on the level of external customer service within NedbankMavrothalassitis, Paul 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2010. / The necessity for organisations to deliver exceptional service to customers remains a primary factor for sustainability. Organisations continuously seek differentiation from their competition to realise their strategic goals. The main aim of organisations is to satisfy their employees, customers, stakeholders and regulators, and in doing so they would continue to prosper and reflect a positive return on equity. Organisations strive to be market leaders in the area of customer service by ensuring that employees remain engaged and motivated at all times to ensure that a competitive advantage is evident. This study was conducted in the retail banking environment of Nedbank which investigated the link between employee motivation and how this would affect external customer service. The research results were illustrated by means of qualitative and qualitative measurement frameworks, thereby illustrating the effects of employee motivation on the levels of customer service. The study displays that employee motivation determines the outcome of service levels and the delivery of exceptional customer service by satisfied and informed employees.
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Assessing the impact of customer relationship management on customers in ABSA's Western Cape corporate and business banking divisionBotes, Antoon Abraham Adriaan 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTACT: Many organisations implement customer relationship management (CRM) systems and processes but very few are able to obtain noticeable successes or even measure the successes. The successful implementation of CRM can have a very positive effect on customer service. Not only will it improve customer satisfaction, but it will increase customer loyalty and also lead to repurchases.
Improved customer relationships will have a positive effect on profitability since it will reduce costs and the longer the relationship the higher the profits will be. Firms should know the long-term value of their clients and the lifetime value of their customers should be calculated, otherwise the value of existing customers will not be appreciated, and the loss of value that follows from departing customers will not be fully understood.
It is critical for any organisation to employ highly professional and trained staff who can interact with customers in such a manner that their needs are satisfied and that value is optimised. In Absa‟s case the relationship executives need to have regular contact with their customers and they need to understand the industries within which the customers operate. They also need to have a very good product and service knowledge.
In the research done for this report, the author researched CRM, customer service and relationship marketing. The CRM model which was implemented in the medium business segment of Absa Corporate and Business Bank in the Western Cape was analysed as was the new operating model which was implemented in April 2007. Customers and relationship executives were presented with questionnaires which had to be completed. These questionnaires dealt with the implementation of CRM and the impact, if any, it had on customer service.
Conclusions and recommendations were made based on the research and findings. / AFRIKAANSE OPSOMMING: Baie organisasies implementeer kliënteverhoudingsbestuur in een of ander vorm maar baie min van hierdie organisasies slaag daarin om enige merkbare verskil aan hul kliëntediens te maak. Geen of weinig suksesse word behaal en word in die meeste gevalle nie eers gemeet nie. Die suksesvolle implementering van 'n kliënteverhoudingsbestuursproses kan 'n baie positiewe uitwerking op kliëntediens teweegbring en kan ook veroorsaak dat kliënte baie meer lojaal teenoor organisasies word en sodoende ook herhaalde aankope maak.
Sterker kliënteverhoudings kan 'n positiewe uitwerking op winsgewendheid veroorsaak aangesien dit kostes sal verminder en hoe langer die verhouding, hoe hoër sal die winsgewendheid wees. Organisasies behoort die waarde wat in langtermyn verhoudings gesetel is, te verstaan en hierdie waarde behoort bereken te word. Die berekening van die waarde van langtermyn verhoudings sal organisasies in staat stel om die waarde van bestaande kliënte te waardeer en die impak van die verlies van hierdie kliënte te kan begryp.
Dit is krities belangrik vir enige organisasie om hoogs professionele en opgeleide personeel aan te stel wie aan kliënte se behoeftes kan voldoen op so 'n wyse dat die maksimum waarde van die verhouding ontgin word. In Absa se geval moet die verhoudingsbestuurders gereelde kontak met hulle kliënte hê en moet hulle die industriëe waarin hulle kliënte funksioneer, ten volle verstaan. Hulle moet ook 'n baie goeie produkkennis en 'n begrip van kliëntediens hê.
Die navorsing wat vir hierdie verslag gedoen is, fokus op kliënte verhoudingsbestuur, kliëntediens en verhoudingsbemarking. Die verhoudingsbestuurmodel wat in die medium segment van Absa Korporatiewe en Besigheidsbank in die Weskaap geïmplementeer is asook die nuwe bedryfsmodel wat in April 2007 geïmplimenter is, is volledig ontleed. Verhoudingsbestuurders en kliënte het vraelyste voltooi wat gehandel het oor verhoudingsbestuur en die impak, indien enige, wat dit op kliëntediens gehad het .
Gevolgtrekkings en aanbevelings is gedoen, gebaseer op die navorsing en bevindings wat gemaak is.
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CRM for banking industry in China.January 2003 (has links)
by Chan King-Yan, Chu Kin-Yan Jeannie, Hsu Mei-Ying. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaf 64). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / Chapter / Chapter I. --- Project Overview --- p.1 / Chapter II. --- Methodologies Applied --- p.3 / Step 1 Exploratory Research --- p.3 / Step 2 Interviews --- p.3 / Chapter III. --- The importance of CRM in China banking industry --- p.5 / Economic Globalization and China's Accession into WTO --- p.5 / The Influence of Information Technology (IT) --- p.5 / Changes in the Dynamics of Supply and Demand in the Financial Market --- p.5 / Rapid Response to Market Demands and High Level of Customization --- p.6 / Chapter IV. --- Current situation of CRM --- p.7 / The Reasons for the Failure of CRM --- p.7 / Treat Technology as the Primary Driver of Customer Strategy --- p.7 / Lack of Executive Support --- p.7 / Data Is Ignored --- p.8 / Information system (IS) organization and business users cannot work together --- p.8 / No Attention Is Paid to Skill Sets --- p.9 / CRM in China --- p.9 / CRM Industry Is in Chaos --- p.9 / Resistance of CRM Implementation --- p.10 / Willingness to Invest in CRM Training --- p.10 / Chapter V. --- Business environment of China --- p.11 / Politics --- p.12 / Economics --- p.15 / Demographic --- p.16 / Technology --- p.20 / Chapter VI. --- CRM implementation in Guangdong Development Bank in China --- p.22 / Introduction of Guangdong Development Bank --- p.22 / Strengths and Weaknesses --- p.22 / Feasibility and Benefits of Executing CRM --- p.26 / The Effect of External and Internal Factors on Strategy Formulation --- p.30 / Strategy Translation and Implementation --- p.34 / Stage 1 - Develop Prerequisite Arenas before Implementing CRM --- p.34 / Stage 2: Establish CRM system --- p.41 / Stage 3: Performance Indicators --- p.43 / Chapter VII --- RECOMMENDATIONS --- p.45 / Actions to Guarantee Long-term Success --- p.45 / APPENDIX --- p.49 / BIBLIOGRAPHY --- p.64
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Three essays on service innovation and new service development.January 2013 (has links)
服務業的重要性在過去的三十年間變得越來越為突出,因為服務幾乎佔據了多數發達經濟體國內生產總值的絶大部分,而傳統上以製造業為主的國家現在也開始在服務行業有突飛猛進的增長。與此同時,服務創新被看作是“下一個重大事件“,但是目前關於創新的研究卻仍集中于製造業的創新,而缺乏對比服務創新和製造業創新並且聚焦于服務創新和新服務開發活動的實證研究。本篇論文致力於消減這樣的不足,以實證的方式通過三個不同的研究探討了若干關於服務創新的研究問題,其資料來源於組織層面686家服務企業及1646家製造企業的資料、專案層面從一個大型多部門的中國服務企業獲得的關於多個新服務開發專案的資料。 / 研究1從服務主導邏輯和資源基礎觀出發,以實證研究方式探討並比較了顧客導向對於服務創新和製造業創新的不同影響。該研究主要涉及兩個研究問題:1)顧客導向是否正向影響服務創新性和產品創新性,而這樣的影響在服務企業和製造企業中有何不同表現?2)供應商合作和技術能力是否作為仲介變數影響了顧客導向和服務/產品創新性之間的關係,而這種影響是否在服務企業和製造企業中表現的不同?通過對於這兩個問題的實證研究,本文對服務創新對比製造業創新、以及服務主導邏輯方面的文獻和理論做出了貢獻,並且也為製造企業和服務企業的決策者提供了一些管理啟示。 / 研究2通過分析來自於中國一家大型移動電訊運營商的70個新服務開發專案,借鑒並擴展了現有服務創新研究。該研究首先試圖證實一個現有的關於服務創新的分類法,接著又通過實證研究的結果延伸了該分類法,最後提出了一些關於不同種類服務創新的假設並初步驗證了這些假設。該研究的結果對於服務創新分類有理論貢獻,也對如何在網路環境下管理新服務開發活動有著啟示。 / 研究3 是建立在研究2基礎上的跟進研究。通過使用多案例研究方法,探討了服務創新如何在大型組織中進行推廣。該研究關注三個問題:1)哪些組織因素影響了服務創新的成功推廣?2)服務創新的種類如何影響其推廣,而不同種類的服務創新又該如何相應地推廣?3)開發和推廣團隊的轉變如何影響服務創新的推廣?本研究從研究2涉及的70個服務創新專案中挑選了10個作為案例,每個均採取了有時間跨度的縱向案例研究。本研究對服務創新推廣相關文獻和理論做出了貢獻,亦為服務企業尤其是具有多個業務部門及分公司的大型服務企業的經理人們提供了管理啟示。 / The importance of service sector has grown significantly over the past three decades as services dominate the majority of GDP in most advanced economies and even countries that historically focused on manufacturing are now growing rapidly in services. Meanwhile, service innovation has been regarded as “the next big thing, but the majority of innovation research still focuses on innovation in manufacturing. There is a scarcity of empirical studies to address the differences between service innovation and manufacturing innovation and to focus on service innovation and new service development activities. This thesis is an effort to remedy that deficiency by empirically addressing several major issues about service innovation with three studies, based on organizational-level data collected from 686 service companies and 1646 manufacturing companies and project-level data of new service development projects collected from a large multi-units service company in China. / In Study 1, the impact of customer orientation on service innovation and manufacturing innovation has been empirically investigated and compared through the theoretical lens of service-dominant logic and resource-based view. This study mainly addresses two research questions: 1) Does customer orientation positively relate to both service and product innovativeness and how does this effect differ between service and manufacturing firms? 2) Do supplier collaboration and technological capability mediate the relationship between customer orientation and service/product innovativeness differently in service firms and manufacturing firms? By empirically addressing these two research questions, this study contributes to the literature on service versus manufacturing innovation and service-dominant logic, and provides some managerial implications for decision makers in both manufacturing firms and service firms. / Study 2 builds on and extends extant service innovation research by investigating 70 new service development (NSD) projects of a large mobile telecom firm in China. This study first seeks to validate an existing taxonomy of service innovation, and then seeks to extend the taxonomy, grounded on the empirical research findings. Finally this study develops propositions concerning service innovation types and provides preliminary empirical investigation. Results from the analyses contribute to the literature on the taxonomy of service innovation and provide insightful implications as how to manage the NSD activities in the network environment. / Study 3 is a follow-up study of the second study. This study uses a multiple-cases research design to study the deployment of service innovations in a large organization. Three important research questions are addressed: 1) what are the organizational factors leading to successful deployment of innovations? 2) How does the type of service innovation influence the deployment and how should different types of innovation be deployed accordingly? 3) How does the change of development and/or deployment team influence the deployment of innovations? 10 cases out of the 70 service innovations covered in Study 2 are selected and a longitudinal case-study approach is employed. This study contributes to literature of service innovation deployment and provides managerial implications for managers in service firms, especially those large service firms with multiple units or subsidiaries. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Wang, Qiang. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2013. / Includes bibliographical references (leaves 118-128). / Abstract also in Chinese. / ABSTRACT --- p.I / ABSTRACT (CHINESE) --- p.IV / ACKNOWLEDGEMENTS --- p.VI / TABLE OF CONTENTS --- p.VIII / LIST OF FIGURES --- p.XI / LIST OF TABLES --- p.XII / Chapter CHAPTER 1 --- INTRODUCTION --- p.1 / Chapter 1.1 --- The Definition and Characteristics of Service --- p.2 / Chapter 1.2 --- Service Innovation and New Service Development --- p.3 / Chapter 1.3 --- Structure of the Thesis --- p.4 / Chapter CHAPTER 2 --- LITERATURE REVIEW --- p.7 / Chapter 2.1 --- Service Innovation versus Manufacturing Innovation --- p.7 / Chapter 2.2 --- The Taxonomy of Service Innovation --- p.10 / Chapter 2.3 --- Mainstream Theories Being Used in Service Innovation --- p.15 / Chapter 2.3.1 --- Service-dominant logic (SDL) --- p.15 / Chapter 2.3.2 --- Resource-based view (RBV) --- p.17 / Chapter 2.3.3 --- Dynamic capabilities view (DCV) --- p.18 / Chapter 2.3.4 --- Other theories or perspectives --- p.19 / Chapter CHAPTER 3 --- THE EFFECTS OF CUSTOMER ORIENTATION ON PRODUCT/SERVICE INNOVATIVENESS AND FIRM PERFORMANCE: A COMPARATIVE STUDY OF MANUFACTURING AND SERVICE FIRMS --- p.24 / Chapter 3.1 --- Introduction --- p.24 / Chapter 3.2 --- Theoretical Background and Literature Review --- p.27 / Chapter 3.2.1 --- Service versus manufacturing innovation --- p.27 / Chapter 3.2.2 --- Customer orientation --- p.31 / Chapter 3.2.3 --- Service-dominant logic --- p.34 / Chapter 3.3 --- Research Framework and Hypotheses --- p.35 / Chapter 3.3.1 --- The effect of customer orientation on innovation performance --- p.36 / Chapter 3.3.2 --- A customer-centric model of firm resources --- p.32 / Chapter 3.3.3 --- A comparison of the model in service versus manufacturing firms --- p.42 / Chapter 3.4 --- Research Methodology --- p.45 / Chapter 3.4.1 --- Measures --- p.45 / Chapter 3.4.2 --- Sampling and data collection --- p.49 / Chapter 3.4.3 --- Respondent profile --- p.50 / Chapter 3.5 --- Analysis and Results --- p.52 / Chapter 3.5.1 --- Non-response bias and common method bias --- p.52 / Chapter 3.5.2 --- Reliability and validity --- p.53 / Chapter 3.5.3 --- Hypotheses testing results --- p.55 / Chapter 3.6 --- Discussion and implications --- p.57 / Chapter 3.6.1 --- Theoretical implications --- p.57 / Chapter 3.6.2 --- Managerial implications --- p.60 / Chapter 3.6.3 --- Limitations and avenues for future research --- p.61 / Chapter CHAPTER 4 --- A TAXONOMY OF SERVICE INNOVATION BASED ON ANALYSES OF NEW SERVICE DEVELOPMENT PROJECTS IN A MOBILE TELECOM FIRM --- p.63 / Chapter 4.1 --- Introduction --- p.63 / Chapter 4.2 --- Theoretical Background and Research Propositions --- p.65 / Chapter 4.2.1 --- Service innovation and its typology --- p.65 / Chapter 4.2.2 --- The relationship between different service innovation types --- p.68 / Chapter 4.2.3 --- Service innovation type and collaboration --- p.69 / Chapter 4.3 --- Methodology --- p.70 / Chapter 4.3.1 --- Research design and level of analysis --- p.70 / Chapter 4.3.2 --- Data collection --- p.72 / Chapter 4.3.3 --- Data analysis method --- p.74 / Chapter 4.4 --- Results --- p.77 / Chapter 4.4.1 --- The taxonomy of service innovation --- p.77 / Chapter 4.4.2 --- A refined taxonomy of service innovation --- p.79 / Chapter 4.4.3 --- External collaborations and duration of projects --- p.81 / Chapter 4.5 --- Discussion and Conclusion --- p.83 / Chapter 4.6 --- Limitations and Future Research --- p.86 / Chapter CHAPTER 5 --- THE DEVELOPMENT AND DEPLOYMENT OF SERVICE INNOVATIONS: A LONGITUDINAL CASE STUDY --- p.89 / Chapter 5.1 --- Introduction --- p.89 / Chapter 5.2 --- The Deployment of Service Innovation --- p.90 / Chapter 5.2.1 --- The locus of service innovation --- p.93 / Chapter 5.2.2 --- The deployment of different types of service innovation --- p.94 / Chapter 5.2.3 --- The organization for deployment --- p.96 / Chapter 5.3 --- Research Method --- p.98 / Chapter 5.3.1 --- Empirical case research --- p.98 / Chapter 5.3.2 --- The deployment of service innovations studied --- p.100 / Chapter 5.4 --- Results --- p.102 / Chapter 5.4.1 --- An overview of the deployment outcomes --- p.102 / Chapter 5.4.2 --- The locus of the service innovations --- p.103 / Chapter 5.4.3 --- The three types of service innovation --- p.105 / Chapter 5.4.4 --- The organization for the deployments --- p.106 / Chapter 5.5 --- Discussion and Conclusion --- p.110 / Chapter 5.6 --- Limitations and Future Research --- p.113 / Chapter CHAPTER 6 --- CONCLUSION --- p.115 / Chapter REFERENCES --- p.118 / Chapter APPENDIX A. --- MEASUREMENT ITEMS FOR STUDY 1 --- p.129 / Chapter APPENDIX B. --- THE CASE RESEARCH PROTOCOL FOR STUDY 3 --- p.131
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Customer relationship management (CRM): a critical analysis of how CRM can be successfully implemented by NMB Bank limited.Buzuzi, Livison N. January 2002 (has links)
This is a study on NMB and seeks to establish what the bank could do, through the implementation of CRM, to attract new customers and retain existing ones in the face of intensifying competition. The number of banks in Zimbabwe has increased tremendously over the last five years from less than seven to over fifteen. Ironically, this has taken place against a background of an ailing economy, which is shrinking and a reducing number of viable companies that can be targeted for banking business. A review of the history of banking in Zimbabwe was undertaken to show how NMB decided on CRM as a means of making a difference with customers and thus have a competitive edge over its rivals. In particular, the attitude of banks to customers and customer expectations was looked at together with the changes that have taken place over the years. Literature on CRM was reviewed and more attention was paid to the main causes of failures in the implementation ofCRM and how this could be avoided in the case of NMB. Lessons were drawn from what other banks like Nedcor and Standard Corporate and Merchant Bank (both of South Africa) have done to ensure a good measure of success in the implementation of CRM. Research was done to establish what it is that attracts customers to NMB, what NMB does better than its competitors and areas that NMB needs to improve on. Questionnaires (Appendices I and 11) were used in this regard and samples of customers from the three main sections of the bank (Treasury, Corporate Banking and Retail) were taken. The questionnaires had two sections, one with a select number of responses to choose from and the other open to unrestricted responses by the customers. The responses were analysed and presented in tabular form. Interviews were carried out on certain customers to get clarification on some responses to the questionnaires and to get firsthand feedback from different customers on their relationship with the bank. The major study findings were that customers greatly appreciate the personal attention that they are getting from NMB, which gave it an edge over its competitors. Customers value the fact that they can speak confidently to their bank knowing that their allocated Account Relationship Manager fully understands their business and that they have specific person/s to contact in the case of need. Regular visits and contact by NMB personnel was also cited as a strength. In one case, a customer related during an interview that no one from the previous bank had visited him in two years despite the fact that his office was less than one hundred meters from that bank! The study recommends a phased implementation of CRM with technology used as a tool and not as a champion of CRM. The emphasis is to be placed on the customer, the bank staff, the operational processes and maintaining the bank's strategy in focus. Unless all in the bank (from messenger to the CEO) share the same view of the customer's importance, CRM will be destined to fail due to inconsistencies within the system. On the other hand, unless the bank has a motivated, well informed and customer focused work force, then it is in vain that it is pursuing CRM. Operational processes too, must be refined with the primary objective of benefiting the customer and not merely for the convenience of the bank. The bank's strategy must keep customer interests at the fore since customers are the cause of the bank's existence. / Thesis (MBA)-University of Natal, 2002.
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