scholarly journals Pozycja konkurencyjna banków spółdzielczych w segmencie mikroprzedsiębiorstw

2017 ◽  
pp. 37-50
Author(s):  
Marcin Idzik
Keyword(s):  
Customer Satisfaction ◽  
Competitive Advantage ◽  
Empirical Data ◽  
Representative Sample ◽  
Local Market ◽  
Competitive Position ◽  
Growth Trends ◽  
Market Shares ◽  
Cooperative Banks ◽  
Annual Turnover

The objective of this paper is to evaluate the competitive position of the cooperative banks and their ability to create the growth trends and effectively acquire new customers in the micro-company segment. The sources of the empirical data were the results of the nation-wide surveys conducted on a representative sample of N = 800 companies with up to 10 employees and an annual turnover of up to 2 m EUR. The analysis included the market shares, familiarity, brand potential and image as well as the customer satisfaction. The cooperative banks do not fully use their advantages in building their competitive advantage. A stable base of the “regular” customers contributes to their high market shares. The cooperative banks are not preferred by the prospective customers. The competitive position of the cooperative banks is based on the niche areas where the cooperative banks operate and the service costs as well as the emotional circumstances of operating on the local market. The application of the marketing tools is inevitable and should be the elementary part of the support provided for the cooperative banks.

Tingkat Kepuasan Nasabah Pada Bank Syariah Mandiri Cabang Bogor

2019 ◽  
Vol 4 (2) ◽  
pp. 34
Author(s):  
Priyo Wismantoro ◽  
Fika Dwiyanti
Keyword(s):  
Quality Of Service ◽  
Customer Satisfaction ◽  
Service Quality ◽  
Competitive Advantage ◽  
Customer Service ◽  
General Level ◽  
Customer Focus ◽  
Quality Improvements ◽  
Level Of Satisfaction

Business banking is a service business based on principles of trust and t5he customer is a major asset. Under conditions of business competition among banks strict bank that has resulted in only a competitive advantage (compatative advantage as well as a competitive advantage) who can reach the highest position in the eyes of cusmers or the public. Competitive advantage can be obtained from the quality of customer servicr, so the focus on customers (customer focus), responsive to the development of customer desires and continuously innovate is an acitivity that can be done to anticipate the cimpetitive conditions. In this case, the bank should always evaluate the quality of service given to customers and is reflected in the level of customer satisfaction obtained. Rate the quality of service branch of bank syariah mandiri bogor whole is still under service, because it still was below expectations, this is evident also that the general level of service is still not meeting customer expectations, because the level of hope (expectation0 the customer is generally higher than the level of performance (perfromance) or perception(perception)customer.        Empathy dimension of service quality dimensions are most critical or have any impact on the most powerful influence on the level of satisfaction. In this case, the willingness og bank syariah mandiri branch bogor provide individual attention in serving its clients is crucial. Empathy dimension attributes inclide individual attention, operational time , personal attention, giving interests, and understand the needs. These attributes is the main priority of service quality improvements are intensive and comprehensive.           Customer service strategy to be implemented by the management of bank syariah mandiri in perspective five dimensioris of service quality(tangibles, realiability,responsiveness, assurance and empathy) looks not optimal. In an effort to provide the best service (service excellence) and focus to the customer(customer focus), then the customer satisfaction can be obatained with significantly improved and the improvement of quality of serivice aspects and impticalions of the strategy need to be consldered

An Analysis of Competitive Oscillations between Japanese Twin Cities

1989 ◽  
Vol 21 (6) ◽  
pp. 803-816 ◽  
Author(s):  
H Kohsaka
Keyword(s):  
Dynamic Model ◽  
Diffusion Of Innovation ◽  
The Other ◽  
Twin Cities ◽  
Competitive Condition ◽  
Medium Term ◽  
Competitive Position ◽  
Retail Development ◽  
Market Shares ◽  
Strong Competition

In this paper keenly-competing Japanese twin cities are examined and the competitive oscillations occurring between them is analyzed as a typical example of medium-term competitive processes. From an analysis of market shares for annual retail sales of women's and children's clothes it was found that there are certain oscillations between the twin cities. As these oscillations are derived from the strong competition between closely-located twin cities, they are called competitive oscillations. In order to analyze the generation of the competitive oscillations, an attempt to reproduce a strongly competitive condition by constructing a dynamic model of two-centre competition was made. As the twin cities share a large part of their populations, they are under strong competitive conditions in which major retail development at one city produces an absolute loss to the other city. Therefore, the twin cities seesaw through the introduction of innovations such as large shops in order to gain a more advantageous competitive position, resulting in competitive oscillations between them. This finding implies that the introduction of innovation to centres is a competitive device in the medium-term and is consistent with the view that the diffusion of innovation is closely related to the competitive process.

scholarly journals Determinants of building competitive positions of family enterprises – case study

2015 ◽  
Vol 6 (3) ◽  
pp. 111-121
Author(s):  
Anna Lemańska-Majdzik ◽  
Monika Sipa
Keyword(s):  
Competitive Advantage ◽  
Competitive Position ◽  
Family Enterprise ◽  
Family Enterprises ◽  
Production Company

Abstract The paper presents theoretical and practical aspects of the issue of a family enterprise and building a competitive advantage. The aim of the paper was to attempt to determine the elements building a competitive position of an enterprise and to identify the factors that have contributed to the success, with a case study of a family production company.

scholarly journals THE RELATIONSHIP BETWEEN CUSTOMER SATISFACTION AND INTERNAL SERVICE QUALITY FROM AN INTERNAL MARKETING PERSPECTIVE AND AN APPLICATION IN THE BANKING SECTOR

2016 ◽  
Vol 4 (2) ◽  
pp. 159-178
Author(s):  
Özlen Onurlu ◽  
Suna Karataş
Keyword(s):  
Customer Satisfaction ◽  
Competitive Advantage ◽  
Employee Satisfaction ◽  
Banking Sector ◽  
Internal Marketing ◽  
Competitive Environment ◽  
Long Run ◽  
Marketing Activities ◽  
The Relationship

In a highly competitive environment, the meeting of customer demands and expectations in an effective way is highly crucial for companies that want to have a competitive advantage and to keep on existing in the long run. The main objective of companies is making profit in a sustainable way and this is possible by assuring customer satisfaction. The quality of the services that companies offer their customers is closely related with the performance of the employees. This has made it necessary that marketing activities for employee satisfaction be developed prior to customer satisfaction. Feeling more motivated, workers start working more eagerly as a result of these marketing activities which are called internal marketing. So, companies make their profitability sustainable by means of keeping their customers satisfied and loyal. The aim of this paper is to investigate the relationship between internal marketing activities applied to employees and employee motivations.

scholarly journals Incorporating Customer Service Expectations In The Restaurant Industry: The Guide To Survival

2012 ◽  
Vol 28 (5) ◽  
pp. 931
Author(s):  
M.C. Cant ◽  
C. Erdis
Keyword(s):  
Customer Satisfaction ◽  
Empirical Study ◽  
Competitive Advantage ◽  
Customer Service ◽  
Exploratory Study ◽  
Restaurant Industry ◽  
Font Size ◽  
Research Results ◽  
Customer Expectations ◽  
Service Expectations

<span style="font-family: Times New Roman; font-size: small;"> </span><p style="margin: 0in 0.5in 0pt; text-align: justify; text-indent: 0in; mso-pagination: none;" class="MsoBodyTextIndent"><span style="font-family: Times New Roman; font-size: x-small;">With the remarkable growth and economic contributions of the services industry, companies are finding that they need to focus on service to keep up with rising customer expectations and to compete effectively. Thus excellent customer service in a restaurant has the potential of differentiating the restaurant from competing ones and could lead to creating a competitive advantage. Thus, if a restaurant becomes well known for its superior customer service, this can be used as a way of outmanoeuvring competing restaurants.<span style="mso-spacerun: yes;"> </span>This article examines customer service in selected restaurants in the Tshwane area. It is aimed at establishing criteria for excellent customer service in restaurants, which can serve as the basis for building good relationships with customers. An empirical study was conducted to namely to investigate customer service in selected restaurants in the Tshwane Area, with the aim to establish criteria for excellent customer service as a benchmark for establishing relationships with customers, by means of an exploratory study. A self-administered survey was conducted whereby questionnaires were handed to restaurant patrons with the restaurant bill folder.<span style="mso-spacerun: yes;"> </span>Based on the research results, criteria were developed for excellent customer service which can be used as a benchmark for establishing relationships with customers, by providing customer satisfaction, which leads to customer retention, loyalty and ultimately profitability for an organisation.</span></p><span style="font-family: Times New Roman; font-size: small;"> </span>

scholarly journals The mediating role of customer relationship management between e-supply chain management and competitive advantage

2022 ◽  
Vol 6 (1) ◽  
pp. 263-272 ◽  
Author(s):  
Abdalrazzaq Aloqool ◽  
Malek Alharafsheh ◽  
Hadeel Abdellatif ◽  
Lana Ahmad Suleiman Alghasawneh ◽  
Jassim Ah-mad Al-Gasawneh
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Competitive Advantage ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Chain Management ◽  
Competitive Position ◽  
The Relationship

The purpose of this study is to explore the role of implementing e-supply chain management (E-SCM) on the competitive position of companies and whether implementing customer relationship management (CRM) can affect the relationship between E-SCM and competitive advantage. To achieve this objective, a quantitative approach was utilized. A total of 300 questionnaires were distributed where 243 questionnaires were returned, with 17 incomplete questionnaires being excluded, leaving 226 usable questionnaires. PLS-SEM software was used to analyze the data. The results of this study demonstrate the imperative role of implementing E-SCM and CRM on creating a competitive advantage for firms. It also shows that CRM mediates the relationship between E-SCM and competitive advantage, suggesting that utilizing different technologies can help firms better communicate with their customers and thus better serve them which in turn will enhance customers’ satisfaction and thus boost the competitive position of the firm.

scholarly journals Factors Driving Customer Satisfaction at Shopping Mall Food Courts

2020 ◽  
Vol 13 (3) ◽  
pp. 27
Author(s):  
Maram A. Mahin ◽  
Iman M. Adeinat
Keyword(s):  
Customer Satisfaction ◽  
Competitive Advantage ◽  
Food Quality ◽  
Structural Equation ◽  
Service Industry ◽  
Service Providers ◽  
Descriptive Analysis ◽  
Shopping Mall ◽  
Equation Modeling ◽  
Food Variety

In the service industry, when providers generate a high level of customer satisfaction, they can gain and maintain a major competitive advantage in the marketplace. This competitive advantage can, in turn, lead directly to high profitability and growth. In the present competitive consumer landscape, world, shopping malls must deliver high-quality service to customers given that as a service ecosystem the mall must optimize its own resources and the resources of others to improve both its own circumstances and those of others. Against this general background, in this study, we assess the quality attributes of a food court located in a shopping mall by identifying factors related to the shopping mall&mdash;ambience, food variety, convenience, the tenants in the food court, food quality, food price, and restaurant staff. A descriptive analysis and a multivariate analysis, including structural equation modeling, are performed using IBM SPSS and AMOS statistical software. The results of the factor analysis indicate that food quality, followed by convenience and food variety, is the most important factor driving customer satisfaction. The results highlight the importance of networks between different stakeholders in such an ecosystem and provide developers and service providers with information in regard to the attributes most implicated in predicting customer satisfaction in a food court. On this basis, customers are viewed not only as evaluators but also as partners in producing service.

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 1226-1248
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

Supply Chain Management Practices, Competitive Advantage and Organizational Performance

2018 ◽  
pp. 1181-1207 ◽  
Author(s):  
Rajwinder Singh ◽  
H.S. Sandhu ◽  
B.A. Metri ◽  
Rajinder Kaur
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Customer Satisfaction ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Inventory Management ◽  
Structural Equation Modelling ◽  
Structural Equation ◽  
Management Practices ◽  
Chain Management

Supply chain is the process of continuous flow of products or services from source to the destination. Supply chain management has become an effective tool now a day to survive in this competitive world. Organizations do their best to harvest profits by adopting better supply chain management practices for competitive advantage and organizational performance. In this paper an attempt has been made to understand the relationship among supply chain practices, competitive advantage, and organizational performance using structural equation modelling. This research conceptualizes and develops five secondary dimensions of supply chain practices (Use of technology, SC speed, Customer satisfaction, SC integration, and Inventory management). The research also identifies four primary competitive advantage components (Inventory management, Customer satisfaction, Profitability, and Customer base identification) and six primary organizational performance components (Financial Performance, Market performance, SC competencies, Customer satisfaction, Stakeholder satisfaction, and Innovation and learning). The data for analysis was collected from top 10 non-livestock organized retail players operating in Punjab, Haryana, Chandigarh, New Delhi and, Gurgaon in India. The relationships in the proposed framework were tested using structural equation modelling. The results indicate that Indian retailers know that competitive advantage has high impact on SCP but they have less understanding in matching SCP and competitive advantage with organizational performance.

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