In the past years the competition in the restaurant trade in Umeå is increasing. There is more choice for the customers and thereby the restaurants have to work harder to attract customers. One way is to Market themselves differently. In this research we are studying one way of diversifying Service Marketing, namely through people. Especially in the restaurant sector the frontline employee is an essential part of the service. We argue that by improving the Internal Marketing a business can ensure, through Human Resource Management, to have a service-minded and customer-oriented workforce, motivated to deliver Service Quality. Further, by strengthening the Internal Branding the workforce will work in unity with the internal and external brand, being more willing and committed to deliver high quality services. We aim to find that through having well trained frontline employees the customer will know a difference and have a better experience when visiting the restaurant. Three restaurants in the Umeå market have been chosen for our study. To collect data from these restaurants we have conducted semi-structured qualitative interviews. The contributions of this study were that training, and especially learning by doing and experience, is crucial in learning ones job according to the respondents. Also that having a good balance between having standard procedures and employee empowerment could improve the Service Quality through reliability in the service delivery. Last but not least, a concept of Reciprocal Commitment was developed showing the importance of a business investing in the employee, training being part of that investment, to get the employee to invest his/her time and commitment in the business. Through this study we have developed a model showing the influence and benefits of training in the selected restaurants. We have realised that training is not the only way, but plays an important role in Marketing through people.

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.

This study investigates the role of integrated marketing communications in building customer based brand equity. The study was conducted in Pietermaritzburg and Durban in South Africa using the consumers of the Coca Cola brand as the study subjects. The aim of the study was to determine the differential effect that knowledge of the Coca Cola brand has on consumers’ responses to the marketing of the brand. The study commenced with a survey of literature related to the fields of integrated marketing communications and customer based brand equity. The theoretical framework was determined to be the customer based brand equity model of Keller (2008: 60). For the empirical research, the quantitative research methodology was employed. The primary data was collected from a sample of 285 Coca Cola drinkers from Pietermaritzburg and Durban in South Africa. The findings from the theoretical survey revealed that there are several promotional mix tools that can be used to market a brand and that these can be used in brand building to precipitate the strong, favourable and unique brand associations that are necessary for the development of brand equity. The results of the empirical study revealed that the Coca Cola brand does indeed employ several marketing communications tools and that they have been integrated in such a way that they present a cohesive and consistent message. Respondents revealed that this integration of communications has an impact on their attitudes and beliefs about the brand. The research determined that Coca Cola is a highly salient brand in the minds of consumers and that they hold positive associations about the brand. The study determined however that although they hold strong, favourable and unique brand association of the brand in their minds, the majority of respondents do not have the attitudinal attachment, active involvement and sense of community that are necessary for brand resonance. / Thesis (M.Com.)-University of KwaZulu-Natal, Pietermaritzburg, 2012.

This qualitative, case-based study examined how managers conceptualise customer value and translate customer learning into customer value creating processes. The study considered a sample of high and low performing firms operating in non-dynamic and dynamic market environments to investigate market and firm-level effects. It was found regardless of whether a firm operates in a non-dynamic or dynamic market environment, managers approach customer value as a time dependent and tridimensionally construct. In order to operationalise customer value, managers need to constantly consider: 1. The attributes or benefits that are embedded in or customers can associate with the firm’s products and services, 2. The consequences achieved by customers when using or being provided with the firm’s products and services, and 3. The goals and purposes which are achieved by customers after they use or received the firm’s products and services. In other words, in order to create optimal levels of customer value, managers must be able to map the configuration of activities that need to be undertaken at the firm to the configuration of commercial and assurance-based benefits customers want to have delivered to them through the firm’s products and services at different points in time. They must then be able to map these activities and benefits to the combination of resources that can realise them. This includes the combination of dynamic capabilities which the firm uses to develop products and services that can help customers cope with change and have their idiosyncratic problems addressed. However, it was found that firms that operate in dynamic market environments tend to invest in and develop more structured and ordered approaches to customer learning than the firms that operate in non-dynamic market environments. They also rely more on bottom-up/top down decision-making processes to develop the firm’s customer value delivery strategy than firms that operate in non-dynamic market environments. Firms that operate in non-dynamic market environments tend to use top-down decisionmaking processes and are more likely to lever off their strategic planning processes to develop their customer value delivery strategy than firms that operate in dynamic market environments. Consistent with these findings and the RBV literature, it was found that the high performing firms were better at creating value for their target customers across three customer value dimensions. Their managers were also better at identifying when it was in everyone’s best interests to differentiate between customer groups, and integrate and link critical customer learning and decision-making processes. This includes processes that promote strategic and operational forms of customer learning, and continual customer value learning and performance tracking. In summary, the study demonstrated that heterogeneous firm performance can be explained by the way managers at different firms are able to conceptualise customer value, how they develop their customer value delivery strategies, and their differing abilities to integrate key customer value learning and decision-making processes. Moreover, it demonstrated that a firm is more likely to sustain a competitive advantage and be persistently high performing if it develops a core customer value learning and customer value delivery competency. / Thesis (Ph.D.) -- University of Adelaide, Business School, 2009

This qualitative, case-based study examined how managers conceptualise customer value and translate customer learning into customer value creating processes. The study considered a sample of high and low performing firms operating in non-dynamic and dynamic market environments to investigate market and firm-level effects. It was found regardless of whether a firm operates in a non-dynamic or dynamic market environment, managers approach customer value as a time dependent and tridimensionally construct. In order to operationalise customer value, managers need to constantly consider: 1. The attributes or benefits that are embedded in or customers can associate with the firm’s products and services, 2. The consequences achieved by customers when using or being provided with the firm’s products and services, and 3. The goals and purposes which are achieved by customers after they use or received the firm’s products and services. In other words, in order to create optimal levels of customer value, managers must be able to map the configuration of activities that need to be undertaken at the firm to the configuration of commercial and assurance-based benefits customers want to have delivered to them through the firm’s products and services at different points in time. They must then be able to map these activities and benefits to the combination of resources that can realise them. This includes the combination of dynamic capabilities which the firm uses to develop products and services that can help customers cope with change and have their idiosyncratic problems addressed. However, it was found that firms that operate in dynamic market environments tend to invest in and develop more structured and ordered approaches to customer learning than the firms that operate in non-dynamic market environments. They also rely more on bottom-up/top down decision-making processes to develop the firm’s customer value delivery strategy than firms that operate in non-dynamic market environments. Firms that operate in non-dynamic market environments tend to use top-down decisionmaking processes and are more likely to lever off their strategic planning processes to develop their customer value delivery strategy than firms that operate in dynamic market environments. Consistent with these findings and the RBV literature, it was found that the high performing firms were better at creating value for their target customers across three customer value dimensions. Their managers were also better at identifying when it was in everyone’s best interests to differentiate between customer groups, and integrate and link critical customer learning and decision-making processes. This includes processes that promote strategic and operational forms of customer learning, and continual customer value learning and performance tracking. In summary, the study demonstrated that heterogeneous firm performance can be explained by the way managers at different firms are able to conceptualise customer value, how they develop their customer value delivery strategies, and their differing abilities to integrate key customer value learning and decision-making processes. Moreover, it demonstrated that a firm is more likely to sustain a competitive advantage and be persistently high performing if it develops a core customer value learning and customer value delivery competency. / Thesis (Ph.D.) -- University of Adelaide, Business School, 2009

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.

Measuring brand equity is an important brand management function but, the appropriateness of brand equity measurement methods remain a concern. This study applied levels three of brand equity measurement approach to have an understanding of consumers’ brand perception. It is hoped that this understanding could give brand managers the necessary tool to develop and deploy effective and efficient brand management strategies and tactics. At Ceres Fruit Juices (CFJ), brand equity is used to improve competitive marketing actions, gain larger margins, intermediary co-operation and management support for brand extension. This study measures CFJ Brand equity to understand consumers’ perception so that this understanding can be used to develop responsive brand management strategies and tactics. Brand equity measurement methods and model found in the literature shows that measurement success depends on the suitability of the method used. However, customers’ perception is at the centre of brand equity measurement approach – level three used in this study. With merger and acquisition taking place at Ceres Fruit Juices, brand equity measurement emerged as an important brand management function to leverage real brand value. This would inevitably lead to an improvement in customer service through adequate understanding of customers brand perception. Understanding gives brand managers the necessary tool to deploy responsive and efficient brand management strategies and tactics to lessen the severity of the negative impact merger and acquisition may have on brand equity. Thus, this study found measurement model and method to be an essential element of brand equity measurement.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology. / This thesis is prompted by the discussions around Customer Relationship Management (CRM) in the financial industry and life insurance companies in particular. The study seeks to gain better understanding of the influence that CRM has on Customer Loyalty in a selected South African life insurance company. While CRM has been approached by academics and practitioners from different perspectives, literature seems to be viewed as inconsistent and fragmented on this concept. The concept of CRM is a new approach by management in South Africa and it is due to this fact that there are not sufficient studies on it. The purpose of this thesis is to investigate the influence of Customer Relationship Management on customer loyalty in Metropolitan. To achieve this purpose, a questionnaire was distributed amongst selected Metropolitan customer service offices nationally and a selected number of customers were approached to participate in the study. The findings show that Customer Relationship Management has an influence on customer loyalty and that Metropolitan does employ the principles of Customer Relationship Management.

Communication with an organisation’s customers has become one of the most important factors that play a role in doing business today. Organisations that supply their customers with correct and different kinds of information create customer loyalty. Dairy farmers are no exception to the rule, because of the ongoing planning that dairy farmers need to do on a daily basis. Dairy farming in South Africa is extremely price sensitive and therefore information that can help in decision making plays an important role in making the right decision at the right time. The Internet has become an essential environment where information is readily available to anyone who has access to the technologies, such as smartphones, computers and tablets. Thus, it will be beneficial for both the organisation and the dairy farmer to have relevant information available on the organisation’s website. The information that is made available to the dairy farmers on these websites needs to be updated on a daily basis. The information must be relevant to dairy farming and must provide additional information besides the information that the specific organisation specialises in. Information as a Service (IaaS) for Dairy Farmers in South Africa is the focus of this research. The purpose of the investigation is to provide a means of providing the information needed by dairy farmers in South Africa, to enable them to make the right decisions on an operational level. The empirical data were collected, analysed and interpreted. From these findings a proposed communications framework is created to assist organisations to better communicate with dairy farmers in South Africa. The purpose of this research study is to design a framework which will provide IaaS to dairy farmers in South Africa. The research determined the different ways in which organisations can communicate with dairy farmers and the best time period in which that communication should take place for each specific communication strategy. Therefore, the aim of the research study was to determine the best ways to communicate with dairy farmers. A clear knowledge of the technologies that dairy farmers use to manage information was determined by the research study. The required information that dairy farmers need to make the correct decisions suitable for the requirement of farming on a practical level was determined by the research study.The proposed framework on Information as a Service for Dairy Farmers could help organisations to supply dairy farmers with the right information at the right time. The proposed framework will assist organisations dealing with dairy farmers easier and will also assist farmers, because the information provided as a service will be relevant to dairy farming. The treatise is an exploratory, mixed method research study which consists of literature reviews, surveys and cross-sectional studies. Secondary resources was used to conduct literature studies to determine the information needed by dairy farmers. A questionnaire was compiled from existing questionnaires as well as from literature studies and was completed by the respective respondents in the dairy farming community. The survey also consists of questions that determine what dairy farmers think about the service they receive from the organisations that they deal with. A cross-sectional study was used to compare the information needed specifically by pasture-based dairy farmers in relation to total mixed-ration-based dairy farmers. Both Descriptive and Inferential Statistical methods will be used for the analysis of the data. The communication systems can vary from Self-Help Groups to Mobile Technology. The type of communication system will depend on the systems that the organisation have available for their customers. The timing of communication with dairy farmers needs to be convenient and depends, according to literature, on the type of social networking that the organisation might use. An organisation that deals with dairy farmers needs to decide which Social Media site is most suitable when it needs to communicate with dairy farmers. The technology used to access information consist of Laptops, Smart Phones, Tablets and Desktops. Agricultural organisations provide information which dairy farmers need, to give them the correct guidance in performing good farming practices in order to produce safe, high-quality milk. The study will conclude with the development of a proposed communications framework where agricultural organisations can provide information as a service to dairy farmers.

This research contributes to an understanding of Japanese Foreign Investment (JFDI) in Poland, by using a Variety of Capitalism approach and drawing on literature from employment relations. It examines firstly, the extent to which Japanese production and managerial institutions and practices can be transplanted to different economic and cultural environments; and secondly, the character of workers' response towards these practices, in the context of JFDI in Poland. It draws on primary data drawn from interviews conducted with the managers and workers in five firms in a Japanese electronics manufacturing cluster in Toruń, Northern Poland, as well as the policy makers, researchers and journalists on a regional level. First, the transfer of Japanese management 'style' is considered in terms of recruitment, training practices, issues of monitoring and discipline and quality assurance policies. This study reveals that the transfer of Japanese typical practices is of minor importance to Japanese corporations based in Poland, and the character of these practices in the Polish workplace is peripheral. However, the subordination of labour is brought by the precarisation of employment, rather than the implementation of Japanese quality policies. Second, the focus of the research is on the response of workers and finds that they did not remain passive actors in this process and resisted the adapted form of Japanisation in Poland. Although the role of formal trade unions was limited, the data pointed to other forms of resistance, both conventional and novel, from sabotage, absenteeism, humour to insubordination and the use of blogging sites. In the context of the researched labour process, the empirical findings point to markers of collectivism in all forms of worker resistance and hence identified that the collective worker not only has not disappeared from both the labour process debate and the workplace itself, but, even if not evidently, is present through the resistance to management practices and control.