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Reference Ambekar, S.B., Edlabadkar, A., Shrouty, V. 2013. A Review: Implementation of FMEA, International Journal of Engineering and Innovative Technology (IJEIT), 2(8), 37-41. Andrews, J., Eade, E., 2013. Listening to Students: Customer Journey Mapping at Birmingham City University Library and Learning Resources , New Review of Academic Librarianship, 19(2), 161-177. Antonacopoulou, E., Kandampully, J., 2000. A lchemy: the transformation to service excellence , The Learning Organization, 7(1), 13-22. Bailey, D., 1994. Recovery from Customer Service

necessary to rethink ways of creating emotional and positive shopping and product experiences in an IoT context. The customer journey reinvented – a relationship revo- lution Even modern versions of the digital-analog cus- tomer journey continue to be rooted more in the thinking of the twentieth century than in the digital opportunities of the twenty-first: a purchasing decision as a consciously man- aged process following a funnel logic and characterized by individual touchpoints in its individual phases (see Figure 1). This view implicitly assumes that consumers

Abstract

Growing levels of regulation force financial institutions to change their business models toward lower risk levels, higher capital adequacy, service quality, and more stable revenue pools. In parallel with the regulatory changes, the banks are subject to pressure from accelerated technology development and social changes. These two factors influence the behavior of customers and induce changes in the customer relationship management (CRM). Taking the example of retail banking, the factors and their impacts are explained. Additionally, a view on the FinTech industry is presented, highlighting areas where traditional financial institutions are losing market share to technology-savvy and socially oriented new ventures with exceptional CRM capabilities. The conclusion contains proposed strategic actions that need to be undertaken in order to prepare the financial services industry for managing customer relationships in the increasingly technosocial environment.

, and then build it. Is the social media hype about being cool or about making money? For Adam Froman, the answer is easy: Marketers need to be very clear about how social media activity supports overall business strategy. Only if the digital experience fi ts into the whole customer journey will consumers become engaged and add value to the company … and only then will the social brand become cool. MIR Interview with Adam Froman, CEO of Delvinia and AskingCanadians™ mir: So, in those early years was it mostly creating websites for clients? adam froman: Yes

incumbents need not watch this devel- opment in passive awe. Many technologies are already avail- able that help brick-and-mortar stores gather more valuable information about their customers, allowing them to improve shopper experience, retain customers, and ultimately increase profits. If used in a smart, transparent and non-offending way, the technologies described below can make a physical store almost as data-rich as a website (see Figure 2). > In-store cameras and sensors for tracking the customer journey Insights from tracking the shopper path in a store

Abstract

The dynamic development of analytical methods used for the modelling of town travel increases the demand for various kinds of data necessary to estimate the road traffic volume on transport networks. The estimation of traffic volume generated by particular facilities located in a city is an important element of modelling. Among these facilities, large shopping malls are considered to be one of the most significant road traffic generators. The estimation of transport attractiveness of such large objects is a big challenge in modelling customers’ journey to large shopping malls. In this study, a new method is proposed for the assessment of transport attractiveness of large trade and service facilities.

Abstract

Banks are automating their processes, migrating their infrastructure and applications to the cloud to create a seamless customer journey. Transformative technology has enabled banks and financial institutions to automate their operations based on advanced data-driven. Banks are adopting AI based anti-money-laundering, anti-fraud, compliance, credit-underwriting and smart contracts technology in their operations. These applications have been embraced by the investment banks as regulatory framework are failing to combat conventional way in combating against money laundering. Artificial Intelligence will focus on cognitive application in functional areas of business along with investment and compliance sectors of financial services industry. Adopting AI based anti-money-laundering, anti-fraud, compliance, credit-underwriting and smart contracts technology in their operations.

Summary

The evolution of hypermedia space and growing saturation of the market with mobile devices, an increasing role of Big Data, which allow for multidimensional analysis of data from offline and online markets, growing popularization of solutions of Market Intelligence supported by Cloud Computing technology as well as development of potential and opportunities of adapting the Artificial Intelligence (AI) and Internet of Things (IoT) in commerce cause that customers and their experience become a major point of activity of companies/brands. Shopping experience of a buyer is an effect of multiple and multidimensional contacts, often conducted simultaneously in many channels and in the real time. It forces an increasingly growing number of challenges that companies/brands are presented with if they want to optimize a space of customer journey and have to ensure continuity, coherence and complexity of experiences for their customers. Searching or creating these benefits that customers expect and their constant development becomes a prerequisite in this situation so that variety of positive experiences resulting in customer satisfaction and happiness could be guaranteed.

The paper is an attempt to verify the essence of omnichannel commerce from the consumer’s perspective. The author discusses a problem of omnichannel model while taking into consideration some elements that can influence building and intensification of buyers’ experiences and behavior in various channels of commerce. The discussion is supported with the results of own studies in that area.

., Charoensuksai, N. (2014). Mapping customer journeys in multichannel decision-making. Journal of Direct, Data and Digital Marketing Practice, 15, 317-326. doi: 10.1057/dddmp.2014.24. Baumol, W.J., Litan, R. E., & Schramm, C.J. (2007). Good capitalism, bad capitalism, and the economics of growth and prosperity.

commerce: The role of word of mouth and observational learning, International Journal of Information Management, Retrieved from http://dx.doi.org/10.1016/j.ijinfomgt.2015.11.005 . [15] Wolny, J., Charoensuksai, N. (2014). Mapping customer journeys in multichannel decision-making. Journal of Direct, Data and Digital Marketing Practice, Vol. 15, No. 4, pp. 317-326. [16] Wolny, J., Charoensuksai, N. (2014). Mapping customer journeys in multichannel decision-making. Journal of Direct, Data and Digital Marketing Practice, Vol. 15, No. 4, pp. 317-326. [15] World Travel