How libraries can enhance customer service by implementing a customer value mindset

2016 ◽  
Vol 22 (1) ◽  
pp. e1571 ◽  
Author(s):  
Art T. Weinstein ◽  
Donovan A. McFarlane
Keyword(s):  
Customer Service ◽  
Customer Value ◽  
Value Mindset

Customer Relationship Management as a Customer-Centric Business Strategy

2015 ◽  
pp. 182-218
Keyword(s):  
Life Cycle ◽  
Customer Service ◽  
Business Strategy ◽  
Customer Value ◽  
Life Cycle Management ◽  
Customer Relationship ◽  
Strategic Integration ◽  
Customer Life Cycle ◽  
Strategic Objective ◽  
Company Culture

CRM is fundamentally essential for the future of the company. CRM technologies enable the company to understand customer behavior better, predict their future behavior, deliver customized customer experience, and establish long-term customer relationships. However, considering that CRM is only limited with technology would be a big mistake for the company. Companies cannot deliver outstanding customer value, service, and experiences only through investing in CRM technologies. Strategic integration of CRM philosophy into company culture and operating processes are required to deliver superior customer service and experience. In the absence of CRM strategy, companies fail to harvest the benefits of CRM. The main purpose of this chapter is to discuss the characteristics as well as the strategic objective of CRM strategy. This chapter explains the customer life cycle management and proposes a holistic framework for customer life cycle management. This chapter ends with discussing the strategies to turn customers into assets and create devoted customers.

Mobile Commerce Applications and Adoption

2009 ◽  
pp. 1593-1601 ◽  
Author(s):  
Krassie Petrova
Keyword(s):  
Customer Service ◽  
Customer Value ◽  
Reference Model ◽  
Mobile Services ◽  
Mobile Commerce ◽  
Mobile Banking ◽  
High Penetration ◽  
Mobile Coupons ◽  
Schedule Change ◽  
Mobile Commerce Adoption

The potential advantages of mobile commerce applications have been discussed extensively in the recent literature, with many industries offering mobile services. Examples from the financial sector include instant funds transfer (mobile banking) and share trading (mobile brokerage). Commuter services such as sending schedule change alerts or using a mobile phone to pay for parking have become widespread. Applications based on the location of the user (e.g., offering mobile coupons to customers in the vicinity of a shop or a restaurant) are also being trialled (Barnes, 2002; Siau, Lim, & Shen, 2001; Varshney, Vetter, & Kalakota, 2000). Despite the potential benefits (for example, improved customer service) mobile commerce applications have not been widely adopted across business sectors. Mobile banking illustrates the point: initially, seen as the “killer application” of mobile commerce (Kannan, Chang, & Whinston, 2001), it has now been termed a “dead end” (Semrau & Kraiss, 2001). It has also been classified as an application which has not yet matured (Mallat, Rooi, & Tuunainen, 2004). However, innovative applications continue to emerge, for example, breaking news alerts (CNN, n.d.), and a mobile tutoring service (Butte, 2004). It has become important therefore to identify the determinants of mobile commerce adoption and the emerging adoption patterns. A significant number of results in this area have been reported in the literature. Recent examples include studies of mobile services adoption in areas characterized by relatively high penetration of mobile devices—such as Denmark (Constantiou, Damsgaard, & Knutsen, 2004), Singapore (Samtani, Leow, Lim, & Goh, 2004), and Finland (Carlsson, Hyvonen, Repo, & Walden, 2005). The identified drivers and inhibitors of mobile commerce adoption can be broadly classified as factors related to mobile infrastructure access, and factors relating to perceived consumer value. This article proposes a mobile commerce reference model which incorporates both infrastructure access and customer value and can be used to formulate research questions related to mobile commerce adoption. The remainder of the article is organized as follows: first, mobile commerce is defined and compared to electronic commerce. The next section introduces a mobile commerce reference model and discusses mobile commerce adoption. The article continues with a review of future trends and a brief conclusion.

Customer value in self-service kiosks: a systematic literature review

2018 ◽  
Vol 46 (5) ◽  
pp. 507-527 ◽  
Author(s):  
Yulia Vakulenko ◽  
Daniel Hellström ◽  
Pejvak Oghazi
Keyword(s):  
Literature Review ◽  
Customer Service ◽  
Systematic Literature Review ◽  
Value Creation ◽  
Customer Value ◽  
Managerial Decision ◽  
Content Type ◽  
Depth Analysis ◽  
Self Service ◽  
Self Service Technology

Purpose The purpose of this paper is to provide a cohesive overview of the available self-service and customer value literature, identify customer value in self-service kiosks (SSKs), and analyze this value from the customer experience perspective. Design/methodology/approach The study comprises a systematic literature review of available works on customer value. Findings The paper presents conclusions on the SSK’s technological forms, presence in industries, and conceptual state. The review also provides a cohesive inventory of customer value elements in SSKs. The in-depth analysis proposes two alternative models of the customer value creation process: linear and circular. Research limitations/implications The study reveals gaps stemming from the inconsistency and fragmented nature of previous research on customer value in SSKs. The gaps are treated as opportunities for future studies. Practical implications By identifying new sources of competitive advantage and new ways to improve customer service strategies and experience management, the findings support managerial decision making at the stages of considering, implementing, and improving SSK networks. Originality/value This study is the first to systematically review and provide an inventory of customer value elements in SSKs. It, therefore, offers new perspectives on customer value creation using self-service technology.

scholarly journals Creating Superior Customer Value in the Now Economy

2020 ◽  
Vol 6 (1) ◽  
pp. 20-33
Author(s):  
Art Weinstein
Keyword(s):  
Customer Value ◽  
Business Performance ◽  
New Technologies ◽  
Service Selection ◽  
Customer Relationships ◽  
Value Mindset ◽  
Growth Prospects ◽  
Exceptional Value ◽  
Time Segmentation ◽  
Business Sectors

Companies today must have a customer value mindset and deliver exceptional value. Solid customer relationships ensure retention and improve business performance. This conceptual article explains how to create and manage customer value in changing global markets. Key business sectors and growth prospects in the Now Economy are described. The Now Economy requires companies to master the 5-S formula—speed, service, selection, sociability, and solutions. As millennials are a major part of the digital marketplace, their preferences are explored. A framework for introducing and enhancing customer value based on service, quality, image, and price (S-Q-I-P) is recommended for marketing managers. Customer-centric, strategic implications for relationship management are provided. In addition, a customer value research agenda—related to speed, time, segmentation, product strategy, pricing, and new technologies—is offered to scholars.

Responding to change and customer value improvement: Pragmatic advice to banks

2019 ◽  
Vol 19 (3) ◽  
pp. 235-252 ◽  
Author(s):  
Brighton Nyagadza
Keyword(s):  
Customer Service ◽  
Financial Services ◽  
Customer Value ◽  
Environmental Scanning ◽  
Services Research ◽  
Policy Practice ◽  
Marketing Function ◽  
Responding To Change ◽  
Learning And Change ◽  
Entrepreneurial Strategy

This paper aims to suggest measures necessary for the survival of Zimbabwean banks and other related institutions globally. The author shares his insights pertaining to the ways in which banks can adapt in a bid to promote growth and sustainability. The banks in Zimbabwe have been on a quest for new innovative ways of improving their customer service experience. In the paper, matters relating to approaches useful for added customer value, leveraging environmental scanning, entrepreneurial strategy, envisaged business model, internal creative climate, key stakeholders role in driving customer value, collaboration, engagement, learning and change, refined team recruitment, development of agile marketing function leadership, adoption of IT function and networking are addressed, in line with Zimbabwean banks. The major contributions of the paper include exposing potential markets by suggesting the adoption of a 'Blue Ocean Strategy' through innovation and marketing functions, leveraging on key external stakeholders for survival, and inclination towards profitable collaborations or alliances, important for policy, practice, theory, and subsequent marketing and financial services research.

scholarly journals Factors Affecting Service Innovation, Customer Value toward Customer Satisfaction: Case on Health Care Industry

2019 ◽  
Vol 64 ◽  
pp. 213-222
Author(s):  
Yuzhou LUO ◽  
Wei WANG ◽  
Wou SAKURA
Keyword(s):  
Health Care ◽  
Customer Satisfaction ◽  
Customer Service ◽  
Customer Value ◽  
Product Life Cycle ◽  
Service Innovation ◽  
Health Care Industry ◽  
Service Value ◽  
Care Industry ◽  
Positive Correlations

The fierce competition among industries and the rapid environment changes have health care companies not only face the competitive prices of products but also bear the pressure of shortening product life cycle. Looking back the barter time before, there was not customer service. With the time and space changes, customer service is constantly enhanced along with the economic development. In the service era, a business should complete the service value from the aspect of customer to achieve the goal of customer satisfaction, actively understand customers’ real needs, and provide products and services required for customers in order to create higher service value for customers. Taking the employees of health care industry in Shanghai City as the research object, questionnaire survey is used for collecting relevant data. With statistical analyses, the following research conclusions are summarized: (1) Service innovation shows significantly positive correlations with customer value; (2) Customer value reveals remarkably positive correlations with customer satisfaction; (3) Service innovation reveals notably positive correlations with customer satisfaction. Reference for health care industry making operation policies is provided in this study. By strengthening customer value and customer satisfaction, it is expected to enhance customer loyalty and create the niche for the sustainable management of health care industry.

scholarly journals MANAGEMENT OF CUSTOMER VALUE TRAJECTORY СREATION IN SERVICE PROCESS

2021 ◽  
Vol 49 (2) ◽  
pp. 3-14
Author(s):  
Bakalinsky O. ◽  
Keyword(s):  
Customer Service ◽  
Service Provider ◽  
Public Transport ◽  
Customer Value ◽  
Service Process ◽  
Service Value ◽  
Managerial Decisions ◽  
Passenger Transportation ◽  
Passenger Satisfaction ◽  
The Difference

The aim of the study – development and testing of marketing tools that allow to analyze the trajectory of creation of clients attitude to the service, the results of its application are clear and understandable to the management of the service provider, and the conclusions from analysis of trajectory are more fully than known approaches can rationalize the management of elements of customer service value. Methods – passenger survey, measuring the consumer value of trips by public transport based on Likert scale, measuring the level of passenger satisfaction with public transport service based on semantic differential, development of cascade charts of trajectory of customer value of passenger transportation service. Results. When interacting with the market, rational management of the customer service value is an important factor of goals achieving by service provider. Customer service value is the client’s feeling of the difference between the benefits and the sacrifices gained in the process and the outcome of the service. To improve service, the provider usually measures the client’s perception of the service process at its some control points and (or) by specific elements of its customer value. Measurements of custormer service value are made in the form of client’s attitude using various ordinal scales. At this case the client’s attitude is a static indicator. The service provider often has no idea about the path of client’s consciousness changed before measuring the customer service value. But the final measured level of customer service value depends on trajectory of forming the clien’s attitude, so this information should be useful to manager. It can contribute to the further rationalization of managerial decisions aimed to improve the service. Based an example of public passenger transportation in city Kyiv shows how manager can uses the waterfall chart of customer value formation at managerial decisions to improve service.

scholarly journals A Mediating Role of Customer Value Between Customer Engagement and Loyalty: An Applied Study in Commercial Banks in Egypt

2018 ◽  
Vol 10 (1) ◽  
pp. 136 ◽  
Author(s):  
Eman Abdelhamid Hasnin
Keyword(s):  
Customer Service ◽  
Customer Loyalty ◽  
Commercial Banks ◽  
Customer Value ◽  
Customer Engagement ◽  
Suggested Approach ◽  
Mediating Role ◽  
Statistical Analysis Method ◽  
The Relationship

Purpose: The focus of this paper is providing a suggested approach to the nature of the relationship between the customer engagement and customer loyalty through the mediation role of the customer value.Methodology/approach: Through its selection of commercial banks in Egypt and the use of statistical analysis method SPSS.11. The data was analyzed using the AMOS pathway analysis to identify the nature of the relationships between variables.Findings: An artistic approach to understanding develop a model of the the relationship between customer value and customer loyalty within a mediating role of customer engagement in some commercial banks in Egypt. The research found that CE and CL improve the ability to building more effective customer service.

Value-Based Analysis of Mobile Tagging

2011 ◽  
Vol 7 (1) ◽  
pp. 93-104 ◽  
Author(s):  
Oguzhan Aygoren ◽  
Kaan Varnali
Keyword(s):  
Customer Service ◽  
Mobile Applications ◽  
Customer Value ◽  
Mobile Marketing ◽  
Academic Knowledge ◽  
Consumer Markets ◽  
Innovative Tool

Innovative use of the mobile medium in delivering customer value presents unprecedented opportunities for marketers. Various types of mobile applications have evolved to provide ubiquitous and instant customer service to capitalize on this opportunity. One application is mobile tagging, a mobile-based innovative tool for convergence marketing. The accumulated academic knowledge on mobile marketing lacks consumer-centric information about this phenomenon. This paper addresses this issue and contributes to the understanding of theoretical and practical issues related to the use of mobile tagging in consumer markets.

Reorganizing People in Customer Knowledge Management Change

2011 ◽  
pp. 49-62
Author(s):  
Minwir Al-Shammari
Keyword(s):  
Knowledge Management ◽  
Customer Service ◽  
Cultural Change ◽  
Customer Value ◽  
Customer Relationship ◽  
High Quality ◽  
Business Environments ◽  
Customer Knowledge Management ◽  
Long Life ◽  
Knowledge Intensive

The transition to knowledge-intensive customer-centric enterprise is important, but never easy. Reorganizing people is likely to face critical structural and cultural change issues related to people. Addressing these issues is essential for the continued success of customer-value-building services and products. In light of today’s competitive business environments and changing power of customers, organizations need to be able to deal with people-based issues in order to secure high quality customer service and long-life and profitable customer relationship. The chapter presents a recommended solution to deal with people change management in competitive business environments, viz. to ‘reorganize people’ in a customer-centric networked organization. ‘Reorganization of people’ is operationally defined by three sub-interventions: a) reconfiguring structure, b) reshaping culture, and c) rehabilitating people.

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