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Drivers of Customer Centricity: Role of Environmental-level, Organization-level and Department-level Variables

International Marketing, 13 (3), 32-53 Day, George S. (1994), “The Capabilities of Market-Driven Organizations”, Journal of Marketing, 58 (October), 37-52. Day, George S. (1999): „The Market-Driven Organization“, New York: Free Press Frankenberger Karolin, Weiblen Tobias, Gassmann Oliver (2013): „Network configuration, customer centricity, and performance of open business models: A solution provider perspective“, Industrial Marketing Management, 45 (5): 671-682 Gaurav Rajesh and Shainesh G. (2016): „The Changing

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Connecting the World and Reinventing Customer Centricity

Abstract

The classical customer journey with its touchpoints is transformed into a lifelong, interactive customer relationship within an IoT-based product-service ecosystem. The customer journey happens in multiple, partially automatic loops that make it significantly less predictable for manufacturers and retailers. For many product categories, the IoT is not going to take off until providers and retailers succeed in getting at what their customers really want. For one thing, they need to better understand individual usage behavior, and for another, there is a need to better personalize products and services, creating emotional and situation-specific customer experiences. Expanding the ability of digital products to communicate with each other, to record and analyze usage behavior and to implement concrete product improvements will be decisive. If customer centricity is reinvented in the IoT space, customers will see a real value and smart products will replace classical products in the next five to ten years.

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Customer Journey Clue-based Service Failure Prevention

Abstract

Customers and their perception towards service are considered as a determinant of service failure, and so, service failure and its prevention must be looked into from the perspective of the customers. This paper presents a customer-centric service failure prevention framework, which aims to provide a holistic way of service failure prevention by integrating service delivery assessment and failure analysis from a customer perspective, encompassing failure identification, assessment and prioritization of failures as a basis for corrective actions. Customer journey, service clues, and customer oriented-FMEA are employed to develop the proposed framework. The approach was applied to an enrolment process showing that using customer journey assists in determining customer processes, needs, wants and touch points in the service, and when used together with service clues further facilitates systematic and effective unveiling of potential failures that are important to customers. Assessment of failures and its prioritization with customer perspective leads to better prioritization that is reflective of the voice of customers. The case study shows that higher risk is imposed by actions emanating from the employees, reinforcing further that service failures not only concern functionality of the service but equally important also are the encounter of customers with service employees and the environment.

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Enabling Customer-Centricity and Relationship Management using Net Promoter Score

Abstract

We are in the fifth era of marketing development, that of relationship marketing, where the environment is influenced by globalization, informatization, market liberalization, and the overcapacity of production, and the focus will be not on increasing the volume of production, but on obtaining profit using relationship with profitable customers. Customer-centricity, customization, one-to-one relationship and measuring the value of each customer is an advantage in the fearless market. Organizations if they knew what customers wants would offering only those products or services they want, but to help them to know the customers’ needs better, they use models, new methods and calculation of performance indicators. One of the models which help organizations to determine the customer value and centricity is Net Promoter Score (NPS), its formula being developed by Reichheld F. in 2006. Our research is made on 10 organizations and on 150 respondents and is consisting in using NPS in order to observe customers’ perception of the analysed brands, to measure how well the brand is having satisfayed and loyal customers, and the desire for recommendation of the analysed brand. Our article is using simulation, modeling and IT programs to observe possible relationships and future trends.

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SME Customer Service Excellence: A Singaporean Case Study

Abstract

In Singapore, service sectors are dominated by SMEs. This study set out to investigate customer satisfaction as a critical factor in SME survival and indeed in helping to maintain the overall health of the economy. In this study, data were collected from a Singaporean SME which supplies and installs glass for construction projects. Departments involved were Sales & Marketing, Administration, and Installation. A questionnaire survey was administered to every customer of the company in 2013 in order to evaluate the services provided by the three departments. Customers were categorized into five groups: main contractors, designers/sub-contractors, property managers, home owners and commercial owners. Data were analyzed in terms of thirteen customer service variables identified from the literature. Statistical methods were applied to data analysis and findings were arrived at. Findings were found to be sufficiently significant to permit the formulation of a Total Customer Service Excellence Model for SMEs in Singapore.

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All Customers are Equal, but Some are More Equal Should Firms Prioritize their Customers ?

References Dhar, Ravi and Rashi Glazer (2003), “Hedging Customers,” Harvard Business Review, 81 (5), pp. 86 - 92. Homburg, Christian, Sabine Kuester, and Harley Krohmer (2009), “Marketing Management - A Contemporary Perspective,“ London: McGraw-Hill. Shah, Denish, Roland T. Rust, A. Parasuraman, Richard Staelin, and George S. Day (2006), “The Path to Customer Centricity,” Journal of Service Research, 9 (2), pp. 113 - 124. Zeithaml, Valarie A., Roland T. Rust, and Katherine N. Lemon (2001), “The

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Challenges in Creating Transformative Growth for Companies In Digital Economy

Summary

Digital economy creates waves and waves of disruptions. To survive and thrive in digital economy, where technology is disrupting industries from education to even manufacturing, companies are looking for new approaches to stay relevant. As the world becomes more digitalized, customer-centric approach to product development, short product cycles and rapid decision-making is needed. At the same time, while optimizing the existing core business, companies must grow more entrepreneurial culture and transformational growth engines inside the companies. Following this path, the major challenge for companies is how to implement strategic growth innovation along with executing traditional business model and operational excellence. This paper aims to explore and present the importance of digital transformation and innovations. Companies should strive to build collaborative relationships as a means to creating transformational growth. It is suggested that information and communications technologies are significant in the process of strategic planning. The Paper also emphasizes the importance of organizational structure and culture required for implementing strategies that are aligned with digital transformation.

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3. Industrial Design and Contextualism: The Applied Arts Constituent/ Curriculum Imperatives in Design Practice and Education

References 1. Archer, B. (1974). Design Awareness. Toronto: Thorn Press. 2. Barnwell, M. (2011). Design, Creativity and Culture. New York: Black Dog Pub. 3. Beyer, H. & Karen, H. (1998). Contextual Design; defining customer - centred products/ systems. San Francisco: C.A. Morgan Kaufman Pub. 4. Coelho, A. (Eds.) (2011). Industrial Design-New Frontiers. Retrieved from http//www.intechopen.com/books/industrialDesign-New Frontiers 5. David, F. W & Noller, N. (1982). Experimental

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Use of Content Marketing Strategy Tools in the Polish Research Institutes

References 1. Trends 2014 in Online Marketing: Content Marketing, http://www.omedia24.de/blog/trends/trends-2014-im-online-marketing-content-marketing/ (24.03.2014). 2. What is Content Marketing?: Content Marketing, http://www.forbes.com/sites/joshsteimle/2014/09/19/what-is-content-marketing/ (19.09.2014). 3. Content marketing defined: a customer-centric content marketing definition, http://www.iscoop.eu/content-marketing/content-marketing-defined-customer-centric-content-marketing-definition/ (29

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The Role of Marketing in Corporations within the Post Communist Context: Perceptions of Marketing Managers in Czech Corporations

? In Does Marketing Need Reform? Fresh Perspectives on the Future (pp. 3-12). New York: M. E. Sharpe, Inc. Sheth, J. N., Sisodia, R. S. & Barbulescu, A. (2006). The Image of Marketing. In Does Marketing Need Reform? Fresh Perspectives on the Future (pp. 26-36). New York: M. E. Sharpe, Inc. Sheth, J. N., Sisodia, R. S. & Sharma, A. (2000). The Antecedents and Consequences of Customer-Centric Marketing. Journal of the Academy of Marketing Science, 28 (1), 55-66. Smith, J. W. (2006). Coming to Concurrence. In Does

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