Thesis (doctoral)--Universität Siegen, 2007. / Includes bibliographical references (p. 265-295).

Thesis (doctoral)--Oestrich-Winkel, European Business School, 2008. / Includes bibliographic references (p. 269-313).

No description available.

This research investigates the relationship between the leadership, internal quality, and customer satisfaction levels in the dealerships of a South African motor vehicle organisation. The Service Profit Chain provides the background theory to this relationship, by suggesting that various factors within the service delivery system of an organisation affect the level of customer satisfaction. From the Service Profit Chain, it is established that two of the prevalent factors affecting customer satisfaction, are leadership and internal quality. The Full Range Leadership Development Theory provides the backdrop for analysing the leadership style of each dealership by using the Multifactor Leadership Questionnaire. The Competence Process forms the theoretical construct against which the internal quality of these dealerships is assessed using the Organisation Competence Analysis Questionnaire. Information was gathered, using these two instruments, from a sample of 85 motor vehicle dealerships within South Africa. The customer satisfaction levels at each of these dealerships, is measured by the motor vehicle organisation’s own instrument, known as the Customer Satisfaction Index. Data obtained from each instrument, for the respective dealerships, was then statistically analysed. However, due to the low reliability of the instruments used in this research, the results of this study indicate that there is no relationship between the leadership, internal quality, and customer satisfaction levels within a South African motor vehicle organisation. Therefore we can conclude that the null hypotheses can not be rejected.

The move from hazardous waste management to pollution prevention is viewed as a paradigm shift in American industry. Pollution prevention involves source reduction to reduce the amount of hazardous waste that is generated, and recycling of those wastes that cannot be prevented within the production process. The first piece of federal pollution prevention legislation was enacted in 1990. Subsequently, six states have passed similar laws that require industries producing hazardous waste to shift to less polluting practices. The Oregon Toxics Use Reduction and Hazardous Waste Reduction Act of 1989 requires businesses to develop and implement a hazardous waste reduction plan that reduces not only the amount of hazardous waste generated, but also the type and amount of materials classified as "toxic". Within the geographical region of Oregon, California, Washington, Alaska, and Idaho, only four studies exist that have researched waste reduction opportunities in the automobile industry. The purpose of this study was: 1) to determine the number of Small Quantity Hazardous Waste Generators within the Oregon automobile dealership industry, 2) to determine the amount of used radiator coolant and used crankcase oil that is generated by Oregon dealerships (two waste streams that are not being tracked by the regulatory community), 3) to compare the waste disposal practices of urban and rural facilities, and 4) to develop a "Model" Toxics Use Reduction and Hazardous Waste Reduction Plan to be used in regional training sessions. Based on a 74% rate of return (160 out of 215 dealerships), the results indicated that the gross quantities of the materials investigated (solvents, used oil, and used antifreeze) were greater in urban dealerships. These differences were not significant when quantities of material were standardized to the number of repair orders written. Urban dealerships generate 0.462 gallons of used oil per repair order written and rural dealerships generate 0.481 gallons. Urban dealerships also generate 0.209 pounds of hazardous waste for each repair order while rural dealerships generate 0.412 pounds. The data were used to develop a "Model" Toxics Use Reduction and Hazardous Waste Reduction Plan for this industry. The plan, which was published by the Oregon Department of Environmental Quality (DEQ), provides dealerships and the entire automobile repair industry with a step by step guideline to comply with Oregon law in reducing the amount of toxic materials used and hazardous waste generated. / Graduation date: 1994

The entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file. Title from PDF of title page (University of Missouri--Columbia, viewed on October 20, 2009). Thesis advisor: Dr. Esther Thorson. Includes bibliographical references.

M.Com. (Business Management) / Please refer to full text to view abstract

The automobile dealership is one of the more important types of small business. The operation of such a business is an integral part of the economy of the country, and conditions existing in the automobile field are usually fairly representative of those in other types of small business; therefore, the general personnel policies of an automobile dealership are basically similar to personnel policies of other small businesses in the distributive field. A study of personnel policies in this field will be of some use to anyone interested in the problems of small business.

This thesis aims to provide a better understanding of the ways in which the Internet supports the consumer decision process of potential customers in an online car retail environment. The thesis is mainly focused on how this can be done in South Africa. A case study approach was adopted in investigating the case of McCarthy Call-a-Car. Interviews were carried out with McCarthy Call-a-Car employees and documents and the Call-a-Car website, were analysed. It was revealed that Call-a-Car focuses on using the Internet to support customers in the pre-purchase phase only. The purchase and post-purchase phases are carried out offline at its dealership network and Club McCarthy respectively. The findings showed that Call-a-Car views the Internet as a marketing tool that provides convenience to customers searching for product information in the pre-purchase phase. The interviews revealed that due to Call-a-Car's strategy, as well as practical problems of selling online, the customer will still have to visit a dealership to conclude a purchase and for post-purchase support. From this research it appears that there are three main issues arising out of Call-a-Car's usage of the Internet in the customer buying process: firstly, the research revealed that instead of cutting out the middle-man, the Internet has created new types of intermediaries called "cybermediaries" and that Call-a-Car is one such intermediary. Secondly, it was revealed that trust is crucial in the online environment and that Call-a-Car builds trust through branding. Thirdly, the Internet has not affected prices online, despite theoretical estimations that the Internet would induce lower prices. The main recommendations for future research are empirical studies to investigate if the cybermediary model is unique to the car industry and whether this business model could be applied to other look and feel industries such as real estate. Future studies could also investigate the mechanics of trust-building and brand-building in the online environment and finally, studies from the customer perspective considering what Internet tools the customer would like to see online to support them during their buying decision process.

This research was motivated by the lack of systems and methodologies in the automotive retail business sector to adequately monitor and analyse prospective customers' behaviours as a basis for developing sales. The objective of this research was to determine if lead scoring would indeed represent a good investment of time and resources for Barloworld Motor Retail. The real value for Barloworld Motor Retail is in the proven methodology for properly managing leads and the sales process. Lead scoring should have sales teams more focused because of the qualified opportunities. The sales cycle can also be efficiently managed from introduction to closure. What is Lead Scoring? In short, lead scoring identifies or measures the value of a lead to determine to which extent a lead could result in a sale. The aim of the lead scoring process is to gather as much information as possible from the prospective customer. Once information has been acquired, it is important to hand over the hot leads to sales while the warm and cold leads remain with marketing to be nurtured. A lead is a potential customer who wants to learn more about what a company has to offer, and who has acknowledged having a requirement or need that a company could help satisfy. Where this position is coupled with elements of the ideal or desired customer profile, a meaningful lead definition emerges. When a salesperson receives a lead as depicted in Figure 1, the decision must be made as to whether to promote the lead into an opportunity or recycle it back to marketing. The crucial determination would be whether the prospect is ready to enter a buying cycle, or not. Figure 1 also illustrates the lead scoring "evaluation" process. The researcher used the Barloworld Automotive www.mywheels.co.za Webpage to obtain information for this research project. The results obtained from this measurement were compared with the results obtained from other marketing initiatives and practices in the automotive industry to describe the value of lead scoring. This research is undertaken under two main headings, namely marketing and evaluating a lead management system by introducing lead scoring. In reference to marketing, Albee (2010) says that lead scoring is based on marketing that can automate the ability to know exactly when the leads in the nurturing program are sales ready and then transition them to the sales force without delay. Chekitan and Schultz (2005), introduced the notion of SIVA which stands for Solution, Information, Value, and Access. This is basically the four p's of the marketing mix, namely product, promotion, price and placement Kotler (2000) renamed and reworded to provide a customer focus. Marketing managers use this model to generate the best possible response from the target market by blending four or more combinations in the best way. The elements of the marketing mix are all controllable variables. The marketing mix can be adjusted on a frequent basis to meet the changing needs of the target market and the other dynamics of the marketing environment. The study of internet consumer behaviour is a fundamental part of the gathering of information related to lead scoring. To an extent it is also relevant to the formulation of a leads nurturing model that will positively influence buyer perceptions and help to trigger the purchase decision. With regard to the purchasing of motor vehicles, consumers will seldom make a purchase decision without personal exposure by way of sensory explanation (look, feel and touch). Internet marketing connects the physically remote consumer with the product benefits through a process of abstract positioning, and focuses on obtaining "hits" from consumers who are competent and enabled to make a positive purchase decision. Internet marketing refers to the strategies that companies use to market their products or services online. The marketing concept remains the guiding concept for companies wishing to design and implement an effective leads scoring system. Lead scoring is the process that involves the following activities: • Lead identification; • Lead collection and consolidation; • Predictive analysis of lead scoring; • Lead nurturing; • Lead distribution.