An Empirical on the Customer Value and Loyalty for Use of Korea On-line Shopping Mall by the Chinese Consumer

2015 ◽  
Vol 16 (6) ◽  
pp. 133-150 ◽  
Author(s):  
Jehong Lee
Keyword(s):  
Customer Value ◽  
Shopping Mall ◽  
Chinese Consumer ◽  
On Line

Loyalty of on-Line Bank Customers

1999 ◽  
Vol 14 (4) ◽  
pp. 375-386 ◽  
Author(s):  
Leif B. Methlie ◽  
Herbjørn Nysveen
Keyword(s):  
Customer Value ◽  
Explanatory Power ◽  
Search Costs ◽  
Marketing Strategies ◽  
Market Place ◽  
Traditional Markets ◽  
Brand Reputation ◽  
Value Propositions ◽  
On Line ◽  
Business Sectors

Electronic commerce changes the relationships between sellers and buyers dramatically. The new properties of electronic markets offer customers added values. New customer value propositions have to be established in most markets and new marketing strategies must be formulated. One of the business sectors most heavily affected is banking. How can banks retain loyal customers when moving into electronic banking? Research in marketing has unveiled several determinants of customer loyalty. However, this knowledge is based on research on customers in traditional markets. In this paper we focus on customers’ loyalty in on-line banking. The findings indicate that determinants of loyalty in on-line banking environments are similar to those in the physical market-place. However, customer satisfaction is found to have the most significant impact, followed by brand reputation, while switching costs and search costs, although significant, have minor explanatory power. The implications of these findings on banks’ marketing strategies are discussed.

SRI’s turnaround: how four principles guided high-value, market-creating innovation

2017 ◽  
Vol 45 (4) ◽  
pp. 3-8
Author(s):  
Steve Denning
Keyword(s):  
Business Model ◽  
Customer Value ◽  
Large Scale ◽  
Leadership Strategies ◽  
Content Type ◽  
Value Propositions ◽  
On Line ◽  
Market Needs ◽  
Working Hypotheses ◽  
Practical Implications

Purpose The article explores the leadership strategies of a CEO who defied the odds against culture change and accomplished a storied turnaround, Curt Carlson who introduced a culture of innovation at SRI International. Design/methodology/approach Under Carlson’s leadership, SRI developed a methodology for rapid, large-scale, serial innovation, starting with a focus on important customer and market needs. The innovation proposals had to develop compelling hypotheses for both the product offering and the business model. Findings Need, Approach, Benefits per costs and Competition (NABC). the methodology Carlson and his team developed, contains the fundamental framework for creating customer value, it applies to the entire enterprise. It brings all functions together using a short, easy to remember meme that starts every conversation with a focus on customer need. Practical implications One of the most spectacular and best-known SRI innovation wins was Siri, the intelligent personal computer assistant and on-line knowledge navigator, an integral part of the iPhone. As a case example, Siri illustrates the power of the NABC approach. Originality/value Carlson stresses that the key element in SRI’s success with Siri was not just the technology. It was getting the entire value proposition right. “One of the things that changed at SRI was the realization that we needed to have really solid working hypotheses, both for the product and the business model, before we started spending significant money on technology. That’s one of the biggest mistakes firms make. They rush ahead and want to build the product before they de-risk their value propositions.

scholarly journals Assessment of Shopping Mall Customers’ Experience through Criteria of Attractiveness in Tier-II and Tier-III Cities of India: An Exploratory Study

2020 ◽  
Vol 23 (1) ◽  
pp. 70-93
Author(s):  
Ashish Gupta ◽  
Vaibhav Mishra ◽  
Anushree Tandon
Keyword(s):  
Exploratory Study ◽  
Customer Value ◽  
Structural Model ◽  
Evaluation Criteria ◽  
Shopping Mall ◽  
Facilities Management ◽  
Tier Ii ◽  
Shopping Experience ◽  
Tenant Mix ◽  
Different Levels

The present research attempts to develop a theoretical framework for the assessment of shopping mall customer experience dimensions. It further classifies the variables associated with retail experiences that may attract customers in Tier-II and Tier- III cities towards the malls. Exhaustive literature review and expert opinion approaches have been used to explore the evaluation criteria for the assessment of the mall experience. ISM is used to develop a structural model that represents relationships among variables at different levels along with driving and dependence relationships in the structural model. The result highlights that factors like customer value orientation, tenant mix, employees, facilities management are the most significant benchmarking criteria for customers’ assessment of their mall experience in the present study. To achieve profitable operations in these cities, retailer’s need to acquaint themselves with the expectations of customers in order to attract their attention. This indicates that it is imperative for mall managers to identify how consumers benchmark different parameters while evaluating a mall experience. Understanding the importance of such parameters will allow malls to be built according to some standard specifications that can meet a consumer’s threshold for appeal and attractiveness. The study adds to the existing literature of assessing shopping experience in Tier-II and Tier-III cities’ malls through a structural model. The most and the least dominant factors found in this study will help mall managers to develop strategies to enhance the customer shopping experience in malls.

Sign in / Sign up

Export Citation Format

Share Document