... To illustrate the application of the integrative approach of mechanism, a case of innovative ICT‐enabled residential video surveillance is given to identify customer needs based on Bernd Schmitt's five strategic experiential modules (SEMs). Afterward, the Kano questionnaire is developed and used in an on‐line...

... worlds. There is substantial potential in virtual worlds for new and innovative marketing methods that are highly engaging and take advantage of users' active role in virtual worlds. From the marketing point of view, virtual worlds can be especially used for connecting with customers, contributing...

...Marko Kohtamäki; Jukka Vesalainen; Elina Varamäki; Tero Vuorinen Purpose The purpose of this paper is to understand the effects of the customer company governance into supplier actors' experiences. Design/methodology/approach Comparative case study of four strategic networks and 16...

...Hans H. Bauer; Maik Hammerschmidt Purpose Synthesis of the customer lifetime value and the shareholder value (SHV) approach in order to develop an integrated, marketing‐based method for corporate valuation. Design/methodology/approach Discusses the limitations and assumptions of existing...

...Maria Holmlund; Tore Strandvik There is a growing interest in relationships in the marketing literature, which has resulted in increasing attention to relational aspects of business. How the actors perceive the relationship thus emerges as a key issue. Traditionally, customer perceptions...

... from new ideas – not simply from the adoption of value‐based measurement and incentive systems. Shareholder wealth creation is a creative act on the part of the management and employees of a business. It begins with customer value creation. In recent years, increased pressure from investors...

..., supply and selling chain is an important ingredient to success. In conclusion, notes that diversification is no simple panacea for companies suffering from the effects of declining demand from defence customers. In 1993 a postal questionnaire was distributed to a sample of 209 local suppliers of two...

... success, and the reality of the marketplace as seen by its customers. Until this gap was recognized it was not possible for the need for radical change to be accepted. The extent to which these challenges are inevitable is to ensure that appropriate performance indicators are used, as these are critical...

... performance in the creation of “value to the customer”. Consequently,customer value lies at the heart of the star. The first three points of the star – “define your purpose”, “face the customer” and “focus on essentials” ‐cover tools and techniques related to strategy formulation. These include vision, intent...

... and cannot be looked at in isolation. The main factors include: customer values,shareholder values and ability to act and react within a competitive environment. Proposes a holistic approach for defining competitiveness together with a mapping process which encompasses different dimensions of competitiveness...

...V.‐W. Mitchell A number of factors, including market competitiveness, the legal framework and increasing consumer expectations, are causing a focus on customer service of which complaint handling is a major part. Companies can accrue considerable advantages from taking complaint handling seriously...

... from domestic to overseas markets. Concludes that the study findings have important implications for business practitioners, as well as for future research directions in the field of export marketing. © MCB UP Limited 1992 Customers Export Greece Imports Marketing strategy 12...

... to create an environment for the accelerated growth of customer‐service alliances. In reviewing the forces behind these alliances, the article outlines the need for a systematic model outlining the stages of growth involved in such alliances. After exploring marriage and new job management integration...

... and durables. Recent European research in the areas of industrial and services marketing has revealed both the inadequacy of the old model and the basis for a new definition of marketing. This is geared to what the customer wants from marketing,rather than what is convenient for the company to provide – i.e...

... competitive advantage in the challenging 1990s. Unleashing the Power of Service Brands in the 1990s James Dobree and Anthony S. Page Service Companies in the 1990s Service companies enter 1990 poised on the horns of a dilemma. In the crucial service equation of "customer expectations" and "delivery", customer...

... British City. © MCB UP Limited 1989 Consumer behaviour Customers Planning Retailing Location 4 MANAGEMENT DECISION 27,5 A n examination of the cognitive connections of shopkeepers in the centre of a major British city. Retailing and the Importance of MicroLocational Linkages by Stephen...

... innovation strategies. © MCB UP Limited 1989 Customers Innovation Strategic planning Demographics Organizational change 22 MANAGEMENT DECISION 27,1 O nly companies which are innovative and open to change will succeed or even survive in today's competitive climate. Innovation: Some Sources...