Improving customer retention at a selected medical fund through internal service quality and customer relationship management
- Authors: Xaluva, Bongiwe Lumka
- Date: 2012
- Subjects: Customer relations -- Management , Customer services , Consumer satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8638 , http://hdl.handle.net/10948/d1008118 , Customer relations -- Management , Customer services , Consumer satisfaction
- Description: In today’s competitive arena, organisations need strategically to shift their focus from primarily concentrating on new customer acquisitions and rather to realise the importance of improving customer defections, thus looking at strategically retaining the existing customer base. Customer retention to all intents and purposes reflects the core of any service offering organisation and drives the competitiveness and viability of the business. Customer retention is a concern for all sector organisations including the medical aid schemes industry. It has been proven that retaining customers is less costly than attracting new ones and through a satisfied customer a business can elevate its competitiveness in the market. The significance of the study hinges on the importance of each business having comprehensive knowledge of why customers remain loyal patrons or why they choose to defect. It is important to note that the financial resources and time the business expends on improving service to the customer become futile if not matched by the high performance of the internal business units’ strategies. Having an understanding of customer movement will assist the organisation in properly addressing such issues and employing strategic processes that will enable the business to improve its retention strategies and curb defections. The primary objective of the current study was to investigate the impact internal service quality and customer relationship management have on customer retention. The study employed the SERVQUAL model as a measuring tool in establishing the relationship. The study investigated how customer retention (the dependent variable) is influenced by the different elements of internal service quality, namely assurance, empathy, service reliability, responsiveness, tangibles and elationship management, which represented the independent variables. The sample comprised eighty-one (81) out of a possible 130 AA Medical Scheme participants through the organisation’s four national offices. The empirical results showed that of all the variables relationship management, responsiveness and the tangibles have a positive impact on customer retention in medical aid schemes.
- Full Text:
- Date Issued: 2012
- Authors: Xaluva, Bongiwe Lumka
- Date: 2012
- Subjects: Customer relations -- Management , Customer services , Consumer satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8638 , http://hdl.handle.net/10948/d1008118 , Customer relations -- Management , Customer services , Consumer satisfaction
- Description: In today’s competitive arena, organisations need strategically to shift their focus from primarily concentrating on new customer acquisitions and rather to realise the importance of improving customer defections, thus looking at strategically retaining the existing customer base. Customer retention to all intents and purposes reflects the core of any service offering organisation and drives the competitiveness and viability of the business. Customer retention is a concern for all sector organisations including the medical aid schemes industry. It has been proven that retaining customers is less costly than attracting new ones and through a satisfied customer a business can elevate its competitiveness in the market. The significance of the study hinges on the importance of each business having comprehensive knowledge of why customers remain loyal patrons or why they choose to defect. It is important to note that the financial resources and time the business expends on improving service to the customer become futile if not matched by the high performance of the internal business units’ strategies. Having an understanding of customer movement will assist the organisation in properly addressing such issues and employing strategic processes that will enable the business to improve its retention strategies and curb defections. The primary objective of the current study was to investigate the impact internal service quality and customer relationship management have on customer retention. The study employed the SERVQUAL model as a measuring tool in establishing the relationship. The study investigated how customer retention (the dependent variable) is influenced by the different elements of internal service quality, namely assurance, empathy, service reliability, responsiveness, tangibles and elationship management, which represented the independent variables. The sample comprised eighty-one (81) out of a possible 130 AA Medical Scheme participants through the organisation’s four national offices. The empirical results showed that of all the variables relationship management, responsiveness and the tangibles have a positive impact on customer retention in medical aid schemes.
- Full Text:
- Date Issued: 2012
Investigating customer service excellence at Lakeside Spar
- Authors: Meyer, Warren Carlo
- Date: 2009
- Subjects: Consumer satisfaction , Customer services , Customer relations management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8700 , http://hdl.handle.net/10948/1016 , Consumer satisfaction , Customer services , Customer relations management
- Description: Service delivery is critical to the customer’s perception of value and is core to the success of an organisation. Excellent customer service incorporates the critical aspects of: expedient service delivery; open and honest communication; individual, personalised service; engendering customer loyalty; problem-solving; under-promising and over-delivering; meeting and exceeding expectations; efficient use of infrastructure, systems and procedures to facilitate efficient operations and, in particular, effective use of knowledge management with a focus on customer lifecycle care (Kingstone, 2004, 2005; Zarbock, 2006). Best-practice organisations now use Customer Relationship Management (CRM) programmes that are customer-centric based in order to ensure excellent customer service delivery. Recently, organisations such as Tesco and Nordstrom have adopted customer-centric CRM successfully, providing concrete proof that this CRM model is sustainable and that it produces the highly lucrative win-win benefits which organisations seek (Beasty, 2005; Hallberg, 2001:19; Gratehouse, 2002; Rowe, 2002). 5 Glossary • Continuous improvement: an approach to improving performance which assumes more and smaller incremental improvement steps (Pycraft, Singh, Phihlela, Slack, Chambers, Harland, Harrison, & Johnston, 2002); • Connectivity: the ability to communicate with another system or piece of hardware or software, or with an internet site (Encarta World English Dictionary); • Customer-centric: the use of every touch-point to stimulate interest, close business, satisfy a need or demonstrate commitment to the customer relationship (Gianforte, 2005); • Customer expectations: the customer's perception of the quality of service (LeBoeuf, 1991) and value (Thompson, 2004); • Customer Experience Management: managing customer interactions to build brand equity and long-term profitability (Thompson, 2006a); • Customer lifecycle care: to ensure that every touch-point fulfils its value-potential, regardless of whether the interaction happens in marketing, sales or customer service (Gianforte, 2005); • Customer loyalty: customer’s attitudes and behaviour relating to their perception of value at every touch-point where they feel welcome, important and valued (Thompson, 2004); • Customer Relationship.
- Full Text:
- Date Issued: 2009
- Authors: Meyer, Warren Carlo
- Date: 2009
- Subjects: Consumer satisfaction , Customer services , Customer relations management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8700 , http://hdl.handle.net/10948/1016 , Consumer satisfaction , Customer services , Customer relations management
- Description: Service delivery is critical to the customer’s perception of value and is core to the success of an organisation. Excellent customer service incorporates the critical aspects of: expedient service delivery; open and honest communication; individual, personalised service; engendering customer loyalty; problem-solving; under-promising and over-delivering; meeting and exceeding expectations; efficient use of infrastructure, systems and procedures to facilitate efficient operations and, in particular, effective use of knowledge management with a focus on customer lifecycle care (Kingstone, 2004, 2005; Zarbock, 2006). Best-practice organisations now use Customer Relationship Management (CRM) programmes that are customer-centric based in order to ensure excellent customer service delivery. Recently, organisations such as Tesco and Nordstrom have adopted customer-centric CRM successfully, providing concrete proof that this CRM model is sustainable and that it produces the highly lucrative win-win benefits which organisations seek (Beasty, 2005; Hallberg, 2001:19; Gratehouse, 2002; Rowe, 2002). 5 Glossary • Continuous improvement: an approach to improving performance which assumes more and smaller incremental improvement steps (Pycraft, Singh, Phihlela, Slack, Chambers, Harland, Harrison, & Johnston, 2002); • Connectivity: the ability to communicate with another system or piece of hardware or software, or with an internet site (Encarta World English Dictionary); • Customer-centric: the use of every touch-point to stimulate interest, close business, satisfy a need or demonstrate commitment to the customer relationship (Gianforte, 2005); • Customer expectations: the customer's perception of the quality of service (LeBoeuf, 1991) and value (Thompson, 2004); • Customer Experience Management: managing customer interactions to build brand equity and long-term profitability (Thompson, 2006a); • Customer lifecycle care: to ensure that every touch-point fulfils its value-potential, regardless of whether the interaction happens in marketing, sales or customer service (Gianforte, 2005); • Customer loyalty: customer’s attitudes and behaviour relating to their perception of value at every touch-point where they feel welcome, important and valued (Thompson, 2004); • Customer Relationship.
- Full Text:
- Date Issued: 2009
Customer relations management in SMMEs: an integrated approach
- Authors: Sandekela, Lindela Prince
- Date: 2008
- Subjects: Customer relations -- Management , Small business -- South Africa -- Management , Customer services
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8725 , http://hdl.handle.net/10948/889 , Customer relations -- Management , Small business -- South Africa -- Management , Customer services
- Description: The research study was conducted to cover the Buffalo City Municipality (BCM) retail industry with direct emphasis on the supermarket industry. The research problem is as a result of the retail businesses in the BCM that continue to consider that if they have large data warehouses with masses of customer information, they have all what it takes to run a profitable business. Their failure to understand the organizational implications of moving towards a customer-centric approach often results in high costs from bad customer service and handling of customer complaints. The main problem was stated and sub-problems introduced from the main problem to address them by way of qualitative and quantitative research. Related literature was reviewed on Redefining the Customer, Customer Satisfaction and Customer Relationship Management and a Customer Management Model was proposed. During empirical survey, a questionnaire based on literature reviewed was designed for the survey. A pilot study was conducted to identify and rectify problems and shortcomings relating to the questionnaire. The pilot study indicated that the data likely to be collected will address the main and sub-problems of the research. A total of thirty five questionnaires which contained closed-ended and open-ended questions were distributed to the population sample as selected. Results of the study were critically analysed and interpreted quantitatively and qualitatively by means of tables and discussion for the development of an Integrated Model for managing customers. The analysis of the study which was based on the literature reviewed and the findings from the empirical survey were concluded to present a solution to the problem. In view of the shortcomings identified by the literature review and integration thereof with the results of the empirical study, an Integrated Customer Management Model was developed.
- Full Text:
- Date Issued: 2008
- Authors: Sandekela, Lindela Prince
- Date: 2008
- Subjects: Customer relations -- Management , Small business -- South Africa -- Management , Customer services
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8725 , http://hdl.handle.net/10948/889 , Customer relations -- Management , Small business -- South Africa -- Management , Customer services
- Description: The research study was conducted to cover the Buffalo City Municipality (BCM) retail industry with direct emphasis on the supermarket industry. The research problem is as a result of the retail businesses in the BCM that continue to consider that if they have large data warehouses with masses of customer information, they have all what it takes to run a profitable business. Their failure to understand the organizational implications of moving towards a customer-centric approach often results in high costs from bad customer service and handling of customer complaints. The main problem was stated and sub-problems introduced from the main problem to address them by way of qualitative and quantitative research. Related literature was reviewed on Redefining the Customer, Customer Satisfaction and Customer Relationship Management and a Customer Management Model was proposed. During empirical survey, a questionnaire based on literature reviewed was designed for the survey. A pilot study was conducted to identify and rectify problems and shortcomings relating to the questionnaire. The pilot study indicated that the data likely to be collected will address the main and sub-problems of the research. A total of thirty five questionnaires which contained closed-ended and open-ended questions were distributed to the population sample as selected. Results of the study were critically analysed and interpreted quantitatively and qualitatively by means of tables and discussion for the development of an Integrated Model for managing customers. The analysis of the study which was based on the literature reviewed and the findings from the empirical survey were concluded to present a solution to the problem. In view of the shortcomings identified by the literature review and integration thereof with the results of the empirical study, an Integrated Customer Management Model was developed.
- Full Text:
- Date Issued: 2008
Creating value through customer relationships in the services sector
- Authors: Allie, Hisham
- Date: 2007
- Subjects: Customer services , Value added
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8740 , http://hdl.handle.net/10948/790 , Customer services , Value added
- Description: Many academic studies in the past have focussed on how to create value for businesses in terms of adding profit to the bottom line through performance, and many argue that adding value for the client is also viewed as a profitable business strategy. This strategy translates as a win-win business relationship since long-term relationships ensure customer loyalty, customer retention and repeat business. In the services sector, it is difficult to quantify the worth or value that a particular service has since services are intangible products. The perception of value of such a service is known as “perceived value” since value recognition rests with the consumer who attempts to quantify the worth of that service. It is generally accepted in the services sector that establishing long-term, mutually beneficial, meaningful business relationships add value for the client and helps them to attach a value to the services that company provides. A company cannot establish such relationships without the help of its employees who represents the face of the organisation and implements the value adding strategy on the organisation’s behalf. Recent studies have begun to address this, examining value creation in business relationships in the context of the sale of tangible goods. The process of value creation for customers in services relationships remains underresearched. Perceived value explains why customers choose one particular service over another, why service companies gain competitive advantage by maintaining genuine longterm customer relationships, and why “the personal touch”, created through emotional attributes such as trust, caring and empathy, adds value from customers’ perspective. This dissertation presents a study of perceived value from the perspective of the customer within the context of the delivery of a credence product in a services relationship model. Using grounded theory methodology; following in-depth interviews with consumers of general insurance, a number of customer-value creation dimensions for businesses have been identified. Parallel interviews with members of staff from the supplier company add a further perspective. This research demonstrates how organisations or suppliers in the services industry can add value when delivering a credence product in a services relationship context. It is believed that an understanding of the value-adding dimensions can be implemented to create opportunities to build value for customers, with commensurate benefits for suppliers. Following analysis of the interviews held with each buyer, a total of six value dimensions are identified in the findings chapter. Each dimension is individually described, discussed, and illustrated with quotations from customers and supplier’s staff. Other issues relating to value arising from the interviews are examined in the discussion chapter. Three areas for further research are proposed in the conclusion.
- Full Text:
- Date Issued: 2007
- Authors: Allie, Hisham
- Date: 2007
- Subjects: Customer services , Value added
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8740 , http://hdl.handle.net/10948/790 , Customer services , Value added
- Description: Many academic studies in the past have focussed on how to create value for businesses in terms of adding profit to the bottom line through performance, and many argue that adding value for the client is also viewed as a profitable business strategy. This strategy translates as a win-win business relationship since long-term relationships ensure customer loyalty, customer retention and repeat business. In the services sector, it is difficult to quantify the worth or value that a particular service has since services are intangible products. The perception of value of such a service is known as “perceived value” since value recognition rests with the consumer who attempts to quantify the worth of that service. It is generally accepted in the services sector that establishing long-term, mutually beneficial, meaningful business relationships add value for the client and helps them to attach a value to the services that company provides. A company cannot establish such relationships without the help of its employees who represents the face of the organisation and implements the value adding strategy on the organisation’s behalf. Recent studies have begun to address this, examining value creation in business relationships in the context of the sale of tangible goods. The process of value creation for customers in services relationships remains underresearched. Perceived value explains why customers choose one particular service over another, why service companies gain competitive advantage by maintaining genuine longterm customer relationships, and why “the personal touch”, created through emotional attributes such as trust, caring and empathy, adds value from customers’ perspective. This dissertation presents a study of perceived value from the perspective of the customer within the context of the delivery of a credence product in a services relationship model. Using grounded theory methodology; following in-depth interviews with consumers of general insurance, a number of customer-value creation dimensions for businesses have been identified. Parallel interviews with members of staff from the supplier company add a further perspective. This research demonstrates how organisations or suppliers in the services industry can add value when delivering a credence product in a services relationship context. It is believed that an understanding of the value-adding dimensions can be implemented to create opportunities to build value for customers, with commensurate benefits for suppliers. Following analysis of the interviews held with each buyer, a total of six value dimensions are identified in the findings chapter. Each dimension is individually described, discussed, and illustrated with quotations from customers and supplier’s staff. Other issues relating to value arising from the interviews are examined in the discussion chapter. Three areas for further research are proposed in the conclusion.
- Full Text:
- Date Issued: 2007
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