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Abstract

This quantitative correlational research examined the correlations between customer relation-ship management (CRM) usage, product innovation, and customer satisfaction. The general problem was the lack of evidence indicating the use of CRM system as effective in improving small- to medi-um-size companies’ performance. Hence, the specific problem was to determine the beneficial use of a CRM system for customer satisfaction and product innovation. Data were gathered through sur-veymonkey.com. A total of 97 respondents were selected as sample from 10 small- to medium-size companies to answer the survey questions. Respondents were top managers, middle managers, and first-line managers of the selected organization. Statistics of the study were provided with the help of IBM Statistical Package for Social and Sciences version 23. The findings showed a strong correlation between the use of CRM system and customer satisfaction. They indicated the use of CRM system could improve the relationship with existing customers, could help attract prospective customers, and could win back former customers.

Abstract

Do word-of-mouth and other peer influence processes really affect how quickly people adopt a new product? Can one identify the most influential customers and hence those who are good seeding points for a word-of-mouth marketing campaign? Can one also identify those customers most likely to be influenced by their peers? A pharmaceutical company seeking to improve its marketing effectiveness by leveraging social dynamics among physicians set out to answer these questions. There is indeed evidence of social influence, even after controlling for sales calls and individual characteristics. Also, people who are central in the network and those who use the product intensively are more influential. Finally, people who view themselves as opinion leaders are less affected by peer influence, whereas people who others really turn to for information or advice are not differentially affected. This last finding suggests that self-reported opinion leadership captures self-confidence, whereas a central position in the social network captures true leadership. Since sociometric techniques identify true opinion leaders more effectively than self-reports do, word-of-mouth programs targeting sociometric leaders are expected to be more effective than programs targeting self-reported leaders

Abstract

It is very common to add diverse new functionalities to existing base products (e.g., adding mobile television to a cell phone or internet access to a personal digital assistant). These convergent products offer users a broad choice of potential applications. However, it is not clear what additions are actually valued by consumers, and therefore also make sense from a manufacturer’s perspective. The current research addresses this very issue. It investigates the role of three factors on the evaluation of such convergent products (CPs); namely, (1) the consumption goal (utility versus fun-oriented) associated with the base product and the added functionality, (2) the prior ownership of the base product, and (3) the quality of the brand introducing the new functionality. In three experimental studies, the author explores the effect of each of the above three factors in the evaluation of CPs. On the basis of the results he presents some guidelines on how to extend existing products to create more value for consumers and manufacturers

://www.destatis.de/DE/ZahlenFakten/GesamtwirtschaftUmwelt/UnternehmenHandwerk/KleineMittlereUnternehmenMittelstand/KleineMittlereUnternehmenMittelstand.html . Gemünden, H. G. (1985): Wahrgenommenes Risiko und Informationsnachfrage : Eine systematische Bestandsaufnahme der empirischen Befunde. In: Marketing ZFP, 7 (1), p. 27–38. Hauschildt, J.; Salomo, P. (2011): Innovationsmanagement. 5. Aufl., München. Hultink, E. J.; Hart, P.; Robben, H.Pp. J.; Griffin, A. (2000): Launch Decisions and New Product Success: An Empirical Comparison of Consumer and Industrial Products. In: Journal of Product Innovation Management, 17 (1), p. 5–23. Huth, R.; Pflaum, D. (2005): Einführung in die Werbelehre. 7. Aufl., Stuttgart. Kohli, C. (1999

small and micro businesses – a study of three branches of industry in North Karelia (Vol. 6). Discussion papers , 17. Kotsemir, M., Abroskin, A., and Meissner, D. (2013). Innovation concepts and typology – An evolutionary discussion. Higher School of Economics Research Paper No. WP BRP , 5. https://doi.org/10.2139/ssrn.2221299 Koukkari, H. and Orstavik, F. (2015). The leitmotif of building-products innovation in Finland: From commercial technology exploitation to sustainable development. In F. Orstavik, A. Dainty, & C. Abbott (Eds.), Innovation in the Built

developing better measures of marketing constructs. Journal of Marketing Research, 16(1), 64-73. doi.org/10.2307/3150876 Crawford, M., & Di Benedetto, A. (2011). New products management (10th ed.). New York: McGraw-Hill Irwin. doi.org/10.1016/0923-4748(93)90075-T Dabrowski, D. (2008). New product practices and performance of German appliances companies. Argumenta Oeconomica, 2(21), 153-176. De Luca, L. M., & Atuahene-Gima, K. (2007). Market knowledge dimensions and cross‑functional collaboration: Examining the different routes to product innovation performance. Journal of

internal stickiness: Impediments to the transfer of best practice within the firm, Strategic Management Journal , 17: 27-43. Tidd, J., Besant, J. & Pavitt, K. (1997). Managing innovation: integrating technological, market and organizational change. John Wiley and Sons, Chichester. Utterback, J. & Abernathy, W. (1975). A dynamic model of process and product innovation, Omega , 3: 639-656. Van den Bosch, F. A. J., Volberda, H. W. & De Boer, M. (1999). Coevolution of Firm Absorptive Capacity and Knowledge Environment: Organizational Forms and Combinative Capabilities

become clear that increases in computing power and breakthroughs in machine learning were going to yield big dividends and transform many prod- uct markets. Although the benefits of these technologies are obvious and unquestionable, it is especially interesting for social scientists to examine whether the same developments also have a dark side for consumers. With the arrival of amaz- ing machines, will we eventually lose something important? The key insight of our research is that the benefits brought to us by recent product innovations also come with potential

, Learning Orientation and Product Innovation: Delving into the Organization’s Black Box, Journal of Market-Focused Management , Vol. 5, No. 1, pp. 5–23. Barney, J. (1986), Organizational culture: Can it Be a source of Sustained Competitive Advantage?, Academy of Management Review , 11 (July), pp. 656–665. Bowen, N., Guo, S. (2012), Structural Equation Modeling: Pocket Guides to Social Research Methods , Oxford University Press, New York. Bullinger, H.–J., Auernhammer, K., Gomeringer, A. (2004), Managing innovation networks in the knowledge-driven economy

of product innovation. Journal of International Business Studies, 41 (4), 606-619. Leff, N. H. (1964). Economic development through bureaucratic corruption. American Behavioral Scientist, 8 , 8-14. Reprint in A. J. Heidenhaimer, M. Johnson, & V. T. Le Vine (Eds.), Political corruption: A handbook (pp. 389-403). Oxford: Transaction Books. Leys, C. (1965). What is the problem about corruption? Journal of Modern African Studies, 3 , 215-230. Reprint in A. J. Heidenhaimer, M. Johnson, & V. T. Le Vine (Eds.), Political corruption: A handbook (pp. 389-403). Oxford