The Theoretical Underpinnings of Customer Asset
... Inattention to underlying sources of customer value can have substantial ramifications for the business performance of service organizations (Johnson and Selnes 2004). For example, telecommunications companies derive important revenues from the number of phone minutes called per customer (i.e., usag ...
... Inattention to underlying sources of customer value can have substantial ramifications for the business performance of service organizations (Johnson and Selnes 2004). For example, telecommunications companies derive important revenues from the number of phone minutes called per customer (i.e., usag ...
I Business - DoYouBuzz
... manufacturer, service provider, or other entity based on favourable attitudes and behavioural responses, such as repeat purchases”. (Zikmund et al. 2003:p69) “Managing customer loyalty is a critical component of CRM. In many companies, the question ‘What can we do to increase customer loyalty’ is a ...
... manufacturer, service provider, or other entity based on favourable attitudes and behavioural responses, such as repeat purchases”. (Zikmund et al. 2003:p69) “Managing customer loyalty is a critical component of CRM. In many companies, the question ‘What can we do to increase customer loyalty’ is a ...
Competitive Advantage Management Level
... The IS/IT can identify the importance of value creating activity linkages and provide better coordination among them to create customer value. The competitors can easily imitate the value creation activities, but they will not be able to easily copy the linkages within and in between value creating ...
... The IS/IT can identify the importance of value creating activity linkages and provide better coordination among them to create customer value. The competitors can easily imitate the value creation activities, but they will not be able to easily copy the linkages within and in between value creating ...
Advances in Natural and Applied Sciences
... Malaysian Export Companies Saad Dubayyan Alshammari and Rabiul Islam School of Economics, Finance & Banking, College of Business, University Utara Malaysia, 06010 UUM, Sintok, Malaysia. ...
... Malaysian Export Companies Saad Dubayyan Alshammari and Rabiul Islam School of Economics, Finance & Banking, College of Business, University Utara Malaysia, 06010 UUM, Sintok, Malaysia. ...
International marketing strategies in the luxury cosmetic industry
... perspective of marketing management. Globalization, defined “…as a process whereby large firms seek market shares in international markets by building structural entry barriers and by reducing the effect of international barriers” (Solberg 2004, 23), thus significantly influenced academic research c ...
... perspective of marketing management. Globalization, defined “…as a process whereby large firms seek market shares in international markets by building structural entry barriers and by reducing the effect of international barriers” (Solberg 2004, 23), thus significantly influenced academic research c ...
Direct Marketing, Indirect Profits: A Strategic Analysis of Dual
... Strategic Analysis of Dual-Channel Supply Chain Design ...
... Strategic Analysis of Dual-Channel Supply Chain Design ...
free sample here
... a separate mission and objectives and that can be planned independently from other company businesses. 2. To assess the attractiveness of its various SBUs and decide how much support each deserves. Most companies are well advised to “stick to their knitting” when designing their business portfolios. ...
... a separate mission and objectives and that can be planned independently from other company businesses. 2. To assess the attractiveness of its various SBUs and decide how much support each deserves. Most companies are well advised to “stick to their knitting” when designing their business portfolios. ...
Marketing: Creating and Capturing Customer Value
... demands. Given their wants and resources, people demand products with benefits that add up to the most value and satisfaction. Outstanding marketing companies go to great lengths to learn about and understand their customers’ needs, wants, and demands. They conduct consumer research and analyze moun ...
... demands. Given their wants and resources, people demand products with benefits that add up to the most value and satisfaction. Outstanding marketing companies go to great lengths to learn about and understand their customers’ needs, wants, and demands. They conduct consumer research and analyze moun ...
University Of Chicago: Online Vs. Offline Competition
... value is over $79 billion, 40 percent higher than the combined value of two large and successful offline retailers, Target and Kohl’s, who have 2800 stores between them. Jeff Bezos conceived of Amazon as a business model with many potential advantages relative to a physical operation. It held out th ...
... value is over $79 billion, 40 percent higher than the combined value of two large and successful offline retailers, Target and Kohl’s, who have 2800 stores between them. Jeff Bezos conceived of Amazon as a business model with many potential advantages relative to a physical operation. It held out th ...
- TestbankU
... Course LO: Identify and describe the processes and tools of strategic marketing 2) Cosmetics firm SatinSilk is revamping its mission statement and advertising strategy. The CEO stresses that the new mission statement should be market-oriented rather than productoriented. Which of the following missi ...
... Course LO: Identify and describe the processes and tools of strategic marketing 2) Cosmetics firm SatinSilk is revamping its mission statement and advertising strategy. The CEO stresses that the new mission statement should be market-oriented rather than productoriented. Which of the following missi ...
an investigation of marketing strategies adopted
... sequences into a cohesive whole. The various strands of the strategy , which might include advertising, channel marketing, internet marketing, promotion and public relations can be orchestrated. Many companies create strategy tactics that then become strategy goals for the next level or group. Each ...
... sequences into a cohesive whole. The various strands of the strategy , which might include advertising, channel marketing, internet marketing, promotion and public relations can be orchestrated. Many companies create strategy tactics that then become strategy goals for the next level or group. Each ...
PDF
... marketing institutions is to provide all participants with greater flexibility and incentives to act as profit-maximizing firms. The reforms made the primary societies the residual claimants. This essentially puts them in the role of the principal–with the added bit of realism that the principals’ a ...
... marketing institutions is to provide all participants with greater flexibility and incentives to act as profit-maximizing firms. The reforms made the primary societies the residual claimants. This essentially puts them in the role of the principal–with the added bit of realism that the principals’ a ...
Marketing Orientation and Strategies in The Netherlands
... with suppliers. Four main alternative objectives were considered: hold/defend position, steady growth, aggressive growth, and withdrawal. Five types of strategic focus were distinguished: expanding the total market, entering new market segments with present products, introducing new products to exis ...
... with suppliers. Four main alternative objectives were considered: hold/defend position, steady growth, aggressive growth, and withdrawal. Five types of strategic focus were distinguished: expanding the total market, entering new market segments with present products, introducing new products to exis ...
MARKETING Starter: Chapter 2 - We can offer most test bank and
... Nike began making running shoes in the 1960s and quickly expanded into numerous products for other sports and outdoor activities. From the beginning, Nike marketed aggressively through sports stars’ endorsements, mega-events, and its “Just Do It” ads. It marketed a way of life, and an attitude, not ...
... Nike began making running shoes in the 1960s and quickly expanded into numerous products for other sports and outdoor activities. From the beginning, Nike marketed aggressively through sports stars’ endorsements, mega-events, and its “Just Do It” ads. It marketed a way of life, and an attitude, not ...
Marketing: An Introduction, 12e (Armstrong/Kotler) Chapter 2
... Course LO: Identify and describe the processes and tools of strategic marketing 2) Cosmetics firm SatinSilk is revamping its mission statement and advertising strategy. The CEO stresses that the new mission statement should be market-oriented rather than productoriented. Which of the following missi ...
... Course LO: Identify and describe the processes and tools of strategic marketing 2) Cosmetics firm SatinSilk is revamping its mission statement and advertising strategy. The CEO stresses that the new mission statement should be market-oriented rather than productoriented. Which of the following missi ...
Market-Based Assets and Shareholder Value
... must be cultivated and leveraged (cf. Hunt and Morgan 1995). These assets can be conceptualized as marketbased assets, or assets that arise from the commingling of the firm witb entities in its external environment. Leveraging such assets requires marketers to go beyond the traditional inputs to mar ...
... must be cultivated and leveraged (cf. Hunt and Morgan 1995). These assets can be conceptualized as marketbased assets, or assets that arise from the commingling of the firm witb entities in its external environment. Leveraging such assets requires marketers to go beyond the traditional inputs to mar ...
Understanding the marketing process
... The matching process referred to earlier takes place in what we can call the marketing environment, which is the milieu in which the firm is operating. Perhaps the most obvious constituent of the marketing environment is our competitors, for what they do vitally affects our own behaviour as a compan ...
... The matching process referred to earlier takes place in what we can call the marketing environment, which is the milieu in which the firm is operating. Perhaps the most obvious constituent of the marketing environment is our competitors, for what they do vitally affects our own behaviour as a compan ...
Chapter 02 Implementing Strategy: The Value Chain, the Balanced
... B. The balanced scorecard can be used to measure the organization's performance. C. Value chain analysis can be used for analyzing the organization's product design, product testing, advertising, and production processes. D. SWOT analysis is most helpful for non-profit organizations when it deals wi ...
... B. The balanced scorecard can be used to measure the organization's performance. C. Value chain analysis can be used for analyzing the organization's product design, product testing, advertising, and production processes. D. SWOT analysis is most helpful for non-profit organizations when it deals wi ...
The Impact of Customer Orientation on the Business Strategies: the Customisation
... Background: As Porter’s diamond (1990) suggested, the business environment highly influences firms’ strategies. Today, most of the companies have to decide their strategy depending from a worldwide business environment. Yet, strategy researches and the growing importance of marketing for business su ...
... Background: As Porter’s diamond (1990) suggested, the business environment highly influences firms’ strategies. Today, most of the companies have to decide their strategy depending from a worldwide business environment. Yet, strategy researches and the growing importance of marketing for business su ...
Service parts pricing
Service Parts Pricing refers to the aspect of Service Lifecycle Management that deals with setting prices for service parts in the after-sales market. Like other streams of Pricing, Service Parts Pricing is a scientific pursuit aimed at aligning service part prices internally to be logical and consistent, and at the same time aligning them externally with the market. This is done with the overarching aim of extracting the maximum possible price from service parts and thus maximize the profit margins. Pricing analysts have to be cognizant of possible repercussions of pricing their parts too high or too low in the after-sales market; they constantly have to strive to get the prices just right towards achieving maximum margins and maximum possible volumes.The after-sales market consists of service part and after-sales service. These areas often account for a low share in total sales, but for a relatively high share in total profits. It is important to understand that the after-sales supply chain is very different from the manufacturing supply chain, and hence rules that apply to pricing manufacturing parts do not hold good for pricing service parts. Service Parts Pricing requires a different outlook and approach.Service networks deal with a considerably higher number of SKUs and a heterogeneous product portfolio, are more complex, have a sporadic nature of demand AND have minimal response times and strict SLAs. Companies have traditionally been content with outsourcing the after-sales side of their business and have encouraged third-party parts and service providers in the market. The result has been a bevy of these operators in the market with strict price competition and low margins.Increasingly, however, companies are realizing the importance of the after-sales market and its impact on customer retention and loyalty. Increasingly, also, companies have realized that they can extract higher profit margins from the after-sales services market due to the intangible nature of services. Companies are investing in their after-sales service networks to deliver high levels of customer service and in return command higher prices for their parts and services. Customers are being sold the concept of total cost of ownership (TCO) and are being made to realize that buying from OEMs comes packaged with better distribution channels, shorter response times, better knowledge on products, and ultimately higher product uptime.The challenge for companies is to provide reliable service levels in an environment of uncertainty. Unlike factories, businesses can’t produce services in advance of demand. They can manufacture them only when an unpredictable event, such as a product failure, triggers a need. The challenge for Service Parts Pricing is to put a value to this customer need. Parts that are critical, for example, can command higher prices. So can parts that only the OEM provides in the market. Parts that are readily available in the market cannot, and must not, be priced to high. Another problem with after-sales market is that demand cannot be stimulated with price discounts, customers do not stock up service parts just because they are on discount. On the up-side, the fact that most service parts are inelastic means pricing analysts can raise prices without the adverse effects that manufacturing or retail networks witness.These and other characteristics of the after-sales market give Service Parts Pricing a life of its own. Companies are realizing that they can use the lever of service part pricing to increase profitability and don't have to take prices as market determined. Understanding customer needs and expectations, along with the company's internal strengths and weaknesses, goes a long way in designing an effective service part pricing strategy.