A survey was undertaken for a contract cleaning company in Durban. In order to preserve the confidentiality of the information contained in this dissertation, a fictitious name, Kleen Co, has been used. The aim of the survey was to find further similarities within the existing segments. At present, the traditional geographic and industry-type bases of segmentation (namely healthcare, hospitality, offices and shopping centres in various regions) are used. Recent literature suggests that similarities can be sought in three areas: 1. expectations of service; 2. perceptions of service; 3. unique benefits of the service. In the survey, clients were asked to rate their expectations and perceptions for six attributes (price of the cleaning service, customer service, quality of cleaning, innovativeness of cleaning methods, assessment of cleaning requirements, and consistency of the cleaning service) . They were also asked to rate the relevance of four reasons for outsourcing (cheaper to outsource, need for specialised cleaning, company policy to outsource, and labour problems). The results indicate that price and innovation can be used as further bases for segmentation for the following segments: • offices and healthcare have the same high expectation for price; healthcare and hospitality have the same high expectation for innovation; • shopping centres and hospitality have the same low expectation for price; • offices and shopping centres have the same low expectation for innovativeness; • healthcare and hospitality have the same high perceptions for price and innovation; • offices and shopping centres have the same low perceptions for price and innovation. For outsourcing are concerned, the following reasons were found: • offices: all reasons are relevant except for price of service. • healthcare: need for specialised cleaning and labour problems are relevant; price of service and company policy are irrelevant; • shopping centres: price of service and company policy are relevant; need for specialised cleaning and labour problems are irrelevant. • hospitals: all reasons are relevant except company policy to outsource. Although the main aim of the survey was to identify new segments, client satisfaction was also measured. Clients were asked whether they had raised a complaint with the company and, if so, how satisfied they were with the outcome. This was done in order to test the loyalty of clients, the hypothesis being that the longer the client had been with Kleen Co, the more satisfied they would be with the outcome of their complaints - and more loyal. However, the data reflect that clients who have been with the company for more than four years are no more satisfied in this regard than clients who have been with the company for shorter periods of time. / Thesis (MBA)-University of Natal, Durban, 2001.

Abstract available in attached PDF document. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.

Companies seeking competitive advantage in the highly competitive fast moving consumer goods (FMCG) industry can no longer differentiate themselves from competitors on products and pricing alone. Customer service and the perceived value that customers gain from suppliers is key in staying ahead. The FMCG industry in South Africa (SA) does not place much emphasis on evaluating customer service. This study is an evaluation of the outbound logistics customer service of Unilever Home and Personal Care (UHPC), a multinational FMCG company in SA. The study focuses on attributes of customer service that major retail customers with distribution centres {DC's) consider important and evaluates logistics customer service against key competitors. A survey of three major retail customers' of UHPC was conducted in the major regions of SA. Thirty self-administered questionnaires were sent out to staff at Shoprite, Clicks and Spar DC's across SA. Staff targeted were those associated with inbound logistics and included people as senior as DC Managers to Receiving Controllers. As these are specialised job functions, the sample size comprised of only 30 respondents. A total of 24 responses were analysed to determine the attributes of customer service which UHPC customers consider important and also to determine the perceived performance of UHPC against other competitors. The results revealed that DC customer consider order accuracy, timeliness of delivery, order quality, product availability, order fulfilment, personnel contact, cooperation of supplier, alerts on transportation delays, relationship with supplier and service level agreements to be the ten most important attributes of logistics customer service. The different customer groups did not rank the attributes in the same way. Shoprite and Clicks perceive UHPC's logistics customer service to perform from good to excellent on all 32 attributes whilst Spar felt that UHPC under-performed on 8 attributes. UHPC was highly rated amongst key competitors in the local FMCG industry and outperformed competitors on 28 attributes of logistics customer service. The following areas of improvement were identified for UHPC: order discrepancy handling after delivery, quality/durability of packaging, personal contact knowledge and ability and helpfulness in solving problems and supplier innovation in improving delivery. Recommendations for improvement in UHPC's logistics customer service were made based on the results and the literature review which included repeating the survey at least quarterly on attributes needing improvement so as not having to wait for at least 3 years for another competitor benchmarking survey. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2005.

Thesis (MPhil)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Customer Relationship Management (CRM) systems are increasingly becoming strategic business imperatives to organizations. This thesis states that many companies do fail to get the intended returns from CRM infrastructures simply because they see CRM as merely technological solutions to attracting and retaining customers while failing to see it as a business strategy and integrated into the business model or concept. In the first chapter, the review of literature about CRM, the aims, specific objectives, and methodology used to finalize this paper, problems and challenges surrounding CRM systems are discussed. The second chapter consists of the definition of CRM systems from various multi-disciplinary perspectives as taken from different authors. Besides, the nature, potential benefits and costs to both customers and organizations, and the different types of CRM programs are discussed in detail. In chapter three, the need to integrate CRM strategies into organizational corporate strategy and competitive strategies of various functions of an organization are discussed. Besides, the customer segmentation strategies and market segmentation strategies are explained. In chapter four, the relationships between CRM strategies and the various organizational forces such as organizational culture, structure, business processes, and measuring process re-engineering are discussed. In chapter five, the alignment of support technologies with CRM strategies is discussed in detail. The sections in the chapter include the role of ICTs in CRM systems, the use of Customer Knowledge Management (CKM) in CRM strategies, Customer data analysis, the role of data marts in CRM projects, computer system architecture and data storage management, data sources for CRM purposes, the role of database management systems in CRM systems, the role of customer contact points in CRM systems, database structures for CRM infrastructure, and the use of data mining for data analysis and information delivery. In Chapter six, the need to establish value-adding processes and the creation of value in CRM systems to both customers and organizations are mentioned as the main requirements in CRM strategies. Such sub-topics in this chapter include the customer value proposition, determination of acquisition and retention strategies and customer net value, customer service excellence, the relationship between value-adding services and personalized treatment of customers, and loyalty programs. In Chapter seven, the reasons for customer defection and the mechanisms to prevent the defection possibilities are discussed. Then, the thesis is summarized and concluded. / AFRIKAANSE OPSOMMING: Klanteverhoudingsbestuurstelsels - hierna verwys as CRM-stelsels - word toenemend belangrik vir die strategiese besigheidsbelang van organisasies. Hierdie tesis sal poog om te toon dat baie maatskapye CRM bloot as 'n tegnologiese oplossing beskou en derhalwe nie daarin slaag om met hul CRM-infrastruktuur beoogde organisasie doelwitte te behaal nie. CRM word meesal beskou as 'n tegnologiese hulpmiddel om kliente te bekom en te behou, en nie as 'n besigheidstrategie wat in die besigheidsmodel en -konsep geintergreer behoort te word nie. Die eerste hoofstuk, dek 'n literatuur-oorsig oor CRM, stel sekere spesifieke doelwitte met die studie, bespreek die metodologie wat vir die studie hieroor gebruik is en stel die probleme en uitdagings rondom CRM stelselimplementering. Die tweede hoofstuk handel oor die definisies van CRM-stelsels gesien vanuit die perspektiewe van verskillende outeurs. Verder word die aard, potensiele voordele en koste vir beide kliente en organisasies tov die implementering van CRM, asook die verskillende tipes CRM programme wat beskikbaar is, bespreek. In hoofstuk drie, word die belangrikheid om CRM strategiee met die van die organisasie se kooperatiewe en mededingende strategie te intergreer en te belyn, beklemtoon. Verder word verskeie mark-segmentasie strategiee bespreek. In hoofstuk vier gaan die bespreking oor die verband tussen CRM strategiee en die verskillende organisasie faktore soos organisasiekultuur, organisasiestruktuur, besigheidsprosesse. Die meting en beheer van die interverwantskappe van hierdie faktore word op grond van besigheidsprosesheringeneurings- (BPR) beginsels bespreek. In hoofstuk vyf word die inlynstelling/belyning van ondersteuningstegnologiee met CRM strategiee deeglik bespreek. Die afdelings van hierdie hoofstuk behels die bespreking van die rol van Inligtings Kommunikasie Tegnologie (ICTs) in CRM stelsels, die gebruik van Kliente Kennisbestuur (CKB) in CRM strategiee, klient-data analisering, die rol van data-marts in CRM projekte, rekenaarstelsel argitektuur en databergingsbestuur, data bronne vir CRM doeleindes, die rol van databasisbestuurstelsels (DBMS) in CRM, die rol van klient kontak punte, databasis-strukture vir CRM infrastruktuur, en die gebruik van datadelwings- (data-mining) tegnieke vir data analisering en inligtingsontdekking. Hoofstuk ses bespreek die behoefte om waardetoevoegende prosesse te implementeer, en om die skepping van waarde uit CRM stelsels vir beide die klient en die organisasie as die vernaamste doelwitvereiste vir 'n CRM stategie te vestig. Verder behels die onderwerpe in hierdie hoofstuk, die klient waarde-aanbod/proposisie, die bepaling van klientwerwing en -behoud strategiee, die bepaling van klient se netto-waarde, die vestiging van 'n klientediens uitnemendheidsprogram, die verband tussen waardetoevoegende dienste, die verpersoonlike hantering van kliente, en laastens die vestiging van lojaliteitsprogramme. In die finale hoofstuk word die redes vir klientedros/defeksie en die meganisme om die moontlikheid daarvan te verhoed bespreek. Daarna volg 'n opsomming en word sekere gevolgtrekkings gemaak.

With global competition becoming a key concept in the majority of companies worldwide, it is necessary for organisations to develop operations strategies that enable them to meet their customers‘ needs. Organisations will never be capable of reaching future goals without their customers. For this reason it is imperative for organisations to identify what competitive factors are required by the market, and which performance objectives are needed in order to increase the competitiveness of the organisation. In this research, Chapters 1 and 2 were used to identify the main and subproblems of the research, to delimit the research and to provide literature background to operations strategies and related operations topics. The empirical study in Chapter 3 was used to gather information pertaining to the specific requirements of ESA’s customers, and the operations performanceof ESA. Chapter 4 was used to analyse the data gathered from the empirical study. From this analysis it was possible for the researcher to identify the specific requirements of ESA’s customers and the operations performance of ESA. Chapter 5 was used to provide recommendations to bridge the performance gap between the customer requirements and the operations performance of ESA. By effectively implementing all of the recommendations suggested in this research, ESA will be able to improve its operation performance and meet the specific requirements of its market and its customers.

Contact Centres (CCs) are at the forefront of interaction between an organisation and its customers. Currently, 17 percent of all inbound calls are not resolved on the first call by the first agent attending to that call. This is due to the inability of the contact centre agents (CCAs) to diagnose customer queries and find adequate solutions in an effective and efficient manner. The aim of this research is to develop an intelligent user interface (IUI) model to support and improve CC operations. A literature review of existing IUI architectures, modelbased design and existing CC software together with a field study of CCs has resulted in the design of an IUI model for CCs. The proposed IUI model is described in terms of its architecture, component-level design and interface design. An IUI prototype has been developed as a proof of concept of the proposed IUI model. The IUI prototype was evaluated in order to determine to what extent it supports problem identification and query resolution. User testing, incorporating the use of eye tracking and a post-test questionnaire, was used in order to determine the usability and usefulness of the prototype. The results of this evaluation show that the users were highly satisfied with the task support and query resolution assistance provided by the IUI prototype. This research resulted in the design of an IUI model for the domain of CCs. This model can be used to assist the development of CC applications incorporating IUIs. Use of the proposed IUI model is expected to support and enhance the effectiveness and efficiency of CC operations. Further research is needed to conduct a longitudinal study to determine the impact of IUIs in the CC domain.

The purpose of this research was to investigate what is involved in IT Service Management and how the NMMU can implement it to improve the quality of IT service support and service delivery. The IT Service Management approach was investigated but the main focus was on the Service Support and Service Delivery in the ITIL framework. Higher Education was analyzed to try and measure the maturity level of the ITIL process implementation to see where Higher Education in South Africa is and to determine the gaps. Findings from the empirical study will be presented and recommendations highlighted to Top management and the IT department in order to promote and improve the quality of the IT service being delivered to users and customers. The data was collected and administered by means of a structured questionnaire based on the ITIL Service Capacity Maturity Model and Rick Leopoldi’s alternative Maturity Assessment method. An Association of South African University Directors of Information Technology (ASAUDIT) questionnaire on Service Management was also used to supplement the questionnaire. It was discovered that the implementation of ITIL in most organizations brought about improvements and benefits in the quality of the IT service being delivered.

The main objective of this study was to critically investigate the mediating role that the use of mobile technology plays in the linkage between customer satisfaction and customer loyalty in a semi-urban environment. The research problem focused on the application of mobile technology in the linkage between customer satisfaction and customer loyalty in the clothing industry in King Williams Town. In accomplishing this objective, this research study hypothesised that mobile technology plays a mediating role in the linkage between customer satisfaction and customer loyalty of customers of clothing retailers in South Africa. Multiple regression was conducted to test for the first hypothesis. The first secondary objective aimed at establishing if there is disconfirmation between customer expectations and the performance of clothing retail outlets in King Williams Town. In exploring this objective, it was hypothesised that there is negative disconfirmation between customer expectations and performance. A paired sample test was conducted to test for this hypothesis. In addition, the influence of service quality and customer satisfaction on customer loyalty was explored. To accomplish these, it was hypothesised that both service quality and customer satisfaction have an influence on customer loyalty. Pearson’s Correlation and the Chi-Square Test were applied to test the influence of service quality and Customer satisfaction on Customer loyalty. Data was analysed using the Statistical Package for Social Sciences (SPSS) statistical software. Regression analysis, chi-square tests, Paired sample tests and correlation reports were used to analyse data inferentially. Reliability and validity of the research was also tested using Cronchbach’s alpha test. The results show that mobile phones have become a basic necessity for customers and that mobile technology plays a mediating role in the linkage between customer satisfaction and customer loyalty; however, the mediation is partial. The results also show that there is positive disconfirmation between customer expectations and retailer performance; that both service quality and customer satisfaction have a positive correlation with customer loyalty and that mobile technology enhances customer loyalty. Finally, the results show that the total service experience of customers is favourable vii because the five components of service quality were rendered at a high level of service quality. The study offers several managerial recommendations. Firstly, retail managers should make strategic investments in mobile technology and use this technology to the full to reap the benefits of technologically advanced mobile communication. Secondly, managers should be creative in their use of this mobile technology to enhance customer satisfaction and, hence, customer loyalty. Thirdly, managers should prioritise the improvement of all five components of service quality in order to enhance customer loyalty. Finally, managers should provide a customer-centred service experience that exceeds customer expectations for service quality and mobile communication, one that maximises customer satisfaction and loyalty. The implementation of these recommendations could result in clothing retailers providing a customer-focused service experience in all five aspects of service quality. To successfully implement these recommendations, clothing retailers should: ensure that expectations created, could be accomplished or exceeded to build and enhance customer satisfaction; create expectations that are realistic to avoid negative disconfirmation and hence customer dissatisfaction; implement innovative and creative mobile communication strategies to build and enhance customer loyalty; and finally, improve loyalty programmes to enlarge the customer base.

M.Comm. / Previously the engine components industry relied on being in the game by competing on product availability, product quality and pricing. The cost of not having customer driven strategic plans created certain drawbacks. These include: the use of crisis management (companies being reactive rather than proactive), diverse directions being taken and redundancy, loss of competitive edge and openness to outside influences. Local component manufacturers have to reduce their dependence on OEM manufacturing alone. This means that they will have to move into the after market, locally and overseas, and export more to foreign OEMs and component producers. Those who do not make the transition will have to diversify or close their doors. The result is that South African engine component companies do not only have to adapt to the reality of pricing pressure of intense competition, but also have to adapt to the increased service expectations of customers on all levels. Service quality can be defined as the extent of discrepancy between customers' expectations and their perceptions (Zeithaml, et al, 1990: 19). The question arises whether engine component companies in the current climate are basing their competitive advantage on a customer-orientated culture with an inner driving force. Service quality is an abstract and elusive concept, because it is intangible, heterogeneous and inseparable from production and consumption. In the process of growing towards customer retention and moving away from the initial concept of just providing customer satisfaction through product availability, product quality, basic service and pricing, superior service quality must be obtained. The measurement of perceived service quality within the engine component industry has not received much attention up till now. This dissertation addresses the problem of measuring the current quality of service (in the engine component industry), and provides guidelines on closing existing gaps. The objectives of the study can be summarised as follows: To assess the service expectations of engine component suppliers' customers. To assess customer perceptions of the performance of the engine component suppliers. To assess which customer - orientated strategies are perceived to be employed by engine component suppliers. To assess how engine component suppliers can narrow or eliminate the customerprovider gaps that exist.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Customer relationship management (CRM) is perceived as critical to the longterm success of any organisation, since CRM could be developed into a core competence providing a competitive advantage. Although the importance of CRM is recognised worldwide, most implementations of CRM systems fail to achieve their goals. Trends show that CRM success is still the exception and not the rule. The main objective of this study is to examine the value and characteristics of CRM systems and determine the most common factors that impact on the success of CRM systems implementations. CRM is a business strategy that integrates people, processes and technology, and places the customer at the core of the business. CRM aims to increase business performance and enhance customer value by increasing customer retention, acquisition, satisfaction and loyalty resulting in increased revenue and profitability. The study found that the implementation of CRM systems involves a completely new way of doing business. The major problems experienced in the implementation of CRM systems are identified as change management problems and too much emphasis on technology. The study paints out that technology alone will not guarantee the success of CRM systems implementations, since CRM systems are not so much about technology but more about people and business processes. It is recommended that more emphasis should be placed on cultural and behavioural change in the business environment by focusing on the management of change of the people using CRM systems. A CRM systems implementation model based on previous studies and literature relating to CRM has been developed in the South African context. This model is derived from the Gartner model, the customer management assessment tool and different readiness approaches for CRM systems implementations. The study concludes· with the development of a measuring instrument for the implementation of CRM systems. / AFRIKAANSE OPSOMMING: Die persepsie is dat klienteverhoudingebestuur (KVB) krities tot die langtermyn sukses van enige organisasie is, aangesien KVB ontwikkel kan word in 'n kernvaardigheid wat 'n kompeterende voordeel verskaf. Alhoewel die belangrikheid van KVB wereldwyd erken word, misluk die meeste KVB implementerings om hulle doelwitte te bereik. Tendense toon dat KVB sukses steeds die uitsondering en nie die reel is nie. Die doel van die studie is om die waarde en eienskappe van KVB stelsels te ondersoek en om die mees algemene faktore wat 'n impak op die sukses van KVB stelsels implementerings het, te bepaal. KVB is 'n besigheidstrategie wat mense, prosesse en tegnologie integreer en kliente as die kern van die besigheid beskou. KVB het ten doel om die werkverrigting van die besigheid en die waarde vir die klient te verhoog deur verbetering van die retensie, werwing, tevredenheid en lojaliteit van kliente, wat 'n verhoogde inkomste en winsgewendheid tot gevolg het. Die studie het gevind dat 'n KVB stelsel 'n totale nuwe manier van besigheid behels. Die belangrikste probleme wat met die implementering van KVB stelsels ondervind word, is geidentifiseer as veranderingsbestuursprobleme en te veel klem op tegnologie. Die studie het ook aangetoon dat tegnologie alleen nie die sukses van KVB stelsels implementerings sal waarborg nie, omdat KVB stelsels nie soseer om tegnologie gaan nie, maar meer om mense en besigheidsprosesse. Dit word aanbeveel dat meer klem op kulturele en gedragsveranderinge in die besigheidsomgewing geplaas moet word deur te fokus op die bestuur van verandering van die mense wat KVB stelsels gebruik. 'n KVB stelsels implementeringsmodel gebaseer op vorige KVB verwante studies en literatuur, is in die Suid-Alrikaanse konteks ontwikkel. Hierdie model is afgelei van die Gartner model, die klientebestuur assesseringshulpmiddel en verskillende gereedheidsbenaderinge vir KVB stelsels implementerings. Die studie sluit af met die ontwikkeling van 'n meetinstrument vir die implementering van KVB stelsels.