scholarly journals Aprendizagem centrada no cliente: apresentação da Matriz GAP

2021 ◽  
Vol 9 (2) ◽  
pp. 67-76
Author(s):  
Bruno Garcia Antunes ◽  
Árlen Almeida Duarte de Sousa
Keyword(s):  
Customer Centricity

Objetivo: apresentar uma ferramenta que seja usada como bússola no processo de aprendizado profissional para que as pessoas possam ser capazes de entregar melhores resultados em suas empresas, empregos e, consequentemente, para si mesmas, contribuindo para o desenvolvimento econômico através da educação, do emprego e do empreendedorismo. Materiais e Métodos: para a elaboração da ferramenta foi realizada uma pesquisa metodológica utilizando referências de autores e cientistas especialistas em negócios, gestão, customer centricity e educação. Resultados: a utilização da ferramenta pode proporcionar a visão, o alinhamento, a prática e a melhoria contínua dos conhecimentos necessários para a eficiente execução das atividades profissionais voltadas para aquilo que as empresas e, principalmente, os clientes demandam, otimizando os resultados e trazendo sentido para o aprendizado profissional. Considerações Finais: as transformações tecnológicas, a inovação e as mudanças sociais, de hábitos e de consumo, trazem uma nova realidade para as pessoas e o mundo do trabalho. São necessárias alternativas que auxiliem as pessoas no processo de aprender a aprender, desaprender e reaprender, para que se possa capturar todo o valor que esse novo mundo está gerando e para que as pessoas não fiquem na retaguarda do conhecimento e do desenvolvimento. A Aprendizagem Centrada no Cliente se propõe a ser uma alternativa eficiente.

Enabling Customer-Centricity and Relationship Management using Net Promoter Score

2018 ◽  
Vol 9 (2) ◽  
pp. 115-126 ◽  
Author(s):  
Nicoleta Valentina Florea ◽  
Dorina Antoneta Tănăsescu ◽  
Anişoara Duică
Keyword(s):  
Relationship Marketing ◽  
Performance Indicators ◽  
Simulation Modeling ◽  
Customer Value ◽  
Future Trends ◽  
New Methods ◽  
Net Promoter Score ◽  
Net Promoter ◽  
Customer Centricity ◽  
Loyal Customers

Abstract We are in the fifth era of marketing development, that of relationship marketing, where the environment is influenced by globalization, informatization, market liberalization, and the overcapacity of production, and the focus will be not on increasing the volume of production, but on obtaining profit using relationship with profitable customers. Customer-centricity, customization, one-to-one relationship and measuring the value of each customer is an advantage in the fearless market. Organizations if they knew what customers wants would offering only those products or services they want, but to help them to know the customers’ needs better, they use models, new methods and calculation of performance indicators. One of the models which help organizations to determine the customer value and centricity is Net Promoter Score (NPS), its formula being developed by Reichheld F. in 2006. Our research is made on 10 organizations and on 150 respondents and is consisting in using NPS in order to observe customers’ perception of the analysed brands, to measure how well the brand is having satisfayed and loyal customers, and the desire for recommendation of the analysed brand. Our article is using simulation, modeling and IT programs to observe possible relationships and future trends.

Praxisleitfaden Customer Centricity

2021 ◽  
Author(s):  
Michael Nenninger ◽  
Melanie Seidel
Keyword(s):  
Customer Centricity

Re-conceptualising call-centres as sites of control: the insider perspective

2014 ◽  
Vol 48 (1/2) ◽  
pp. 25-46 ◽  
Author(s):  
Edward Kasabov ◽  
Anna C.C.C. da Cunha
Keyword(s):  
Design Methodology ◽  
Customer Orientation ◽  
Practical Importance ◽  
Call Centre ◽  
Structured Interviews ◽  
Content Type ◽  
Call Centres ◽  
Customer Dissatisfaction ◽  
Customer Centricity

Purpose – The role of call-centres during service recovery has attracted much attention in research. However, marketers know less about controlling customers during recovery interactions and consequences of such control. In order to address this gap and empirically ascertain whether service interactions are marked by customer centricity or by employees exerting control over customers, the aim of the authors was to organise an empirical research in two Brazilian call-centres. Design/methodology/approach – The research consisted of direct, open observation and 33 semi-structured interviews with insiders (call-centre managers, supervisors and operatives). Findings – Four key findings emerged during interviews with insiders. First, control over customers may be more widely practiced than assumed in certain sections of marketing academe. Second, such control is viewed positively by call-centre insiders and is sanctioned by management. Third, control does not disempower and demoralise call-centre staff but protects operatives. Finally, control does not seem to unavoidably generate lasting customer dissatisfaction. These findings are incorporated in a framework of call-centre management which incorporates control through scripting. Research limitations/implications – The discussion calls for the revisit of certain marketing concepts and philosophies, including customer orientation, by demonstrating that control over customers is practised and should not be viewed negatively or avoided altogether in practice and as a topic of analysis. A re-conceptualisation of call-centres as sites of control over customers is proposed. Originality/value – Control and power are rarely analysed in services marketing. This is one of a few studies that makes sense of providers' (insiders') viewpoints and argues that control may play a constructive role and should be seen as a legitimate topic of services and call-centre analysis. As such it addresses a question of intellectual and practical importance which is rarely discussed and may be viewed as incongruous with an age when customers are assumed to have rights.

scholarly journals Customer Centricity in Medical Affairs Needs Human-centric Artificial Intelligence

2021 ◽  
Vol 35 (1) ◽  
pp. 21-29
Author(s):  
Alexander Bedenkov ◽  
Carmen Moreno ◽  
Lyra Agustin ◽  
Nipun Jain ◽  
Amy Newman ◽  
...  
Keyword(s):  
Artificial Intelligence ◽  
Customer Centricity

Customer centricity and guanxi prevalence as social capital: a study of international business relationships

2018 ◽  
Vol 33 (8) ◽  
pp. 1209-1220 ◽  
Author(s):  
Angeline Close Scheinbaum ◽  
Stephen W. Wang
Keyword(s):  
Structural Equation ◽  
Equation Modeling ◽  
Global Business ◽  
Global Marketing ◽  
Logistics Industry ◽  
Content Type ◽  
Global Logistics ◽  
High Level ◽  
Customer Centricity

Purpose This research blends perspectives of the Eastern phenomenon of guanxi with the more Western perspectives of relationship marketing and customer centricity. Extending scholarship on guanxi in marketing (e.g. Park and Luo, 2001; Sheu and Hu, 2009; Luo et al., 2008; Fowler and Reisenwitz, 2014), the objective is to highlight the indirect role of customer centricity (i.e. how visible or central it is for the business partner to communicate with/have information sharing with), for firms in regions with a prevalence of guanxi. Design/methodology/approach The empirical model is tested in context of global marketing in the business-to-business (B2B) logistics industry (n = 508). A total of 508 global logistics employees and managers with experience in global business participated in the survey in Taiwan. Structural equation modeling was used for data analysis with multi-group analyses. Findings Customer centricity intensifies positive outcomes of guanxi prevalence. Specifically, a high level of customer centricity strengthens established associations among guanxi prevalence, trust, relationship commitment and firm performance. Originality/value While most work on guanxi has a focus in China, this research focuses on Taiwan. While building on a wealth of literature, relatively less work has focused on customer centricity.

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