scholarly journals Literature Review of Customer Service Value and Building Customer Value Model under the Internet Service Situation

2016 ◽  
Vol 9 (4) ◽  
pp. 118
Author(s):  
Xin Wang ◽  
Ming Xu
Keyword(s):  
Customer Service ◽  
Customer Value ◽  
Literature Analysis ◽  
Internet Service ◽  
Value Analysis ◽  
Service Value ◽  
Development History ◽  
Stage Division ◽  
New Research ◽  
Value Model

<p>The paper summarizes the study of customer service value at home and abroad, including the connotation of customer service value, analysis of the development history and research content, stage division. Through literature analysis, find out the new research hotspot. On the basis of previous research, the paper build customer value model under the situation of Internet service. In order to carry out further research in academic circles of our country to provide reference and reflection.</p>

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 Managing knowledge to create customer service value

2016 ◽  
Vol 26 (4) ◽  
pp. 471-496 ◽  
Author(s):  
Silvia Martelo-Landroguez ◽  
David Martin-Ruiz
Keyword(s):  
Customer Service ◽  
Customer Value ◽  
Least Squares Method ◽  
Single Point ◽  
Knowledge Retention ◽  
Service Industries ◽  
Service Firms ◽  
Content Type ◽  
Service Value ◽  
Partial Least Squares Method

Purpose – The purpose of this paper is to contribute to the services management literature by identifying a sequence of the different processes of knowledge management (KM) to create customer service value. Design/methodology/approach – The context for the research hypotheses is the Spanish banking industry. The authors conducted a study including 76 banks and 1,832 customers of these banks. This paper uses the partial least squares method to conduct the data analysis. Findings – The authors find support for all the hypotheses proposed in the model. The results show that service firms that are able to apply more knowledge or apply knowledge more effectively are likely to generate more benefits for their customers, and/or reduce their sacrifices, contributing significantly to a higher perception of service value. Research limitations/implications – The study focusses on one particular industry in a single point in time. A longitudinal analysis of a variety of service industries would enrich the study. Practical implications – It is argued that KM constitutes a key capability for service firms for the delivery of service value. According to the research, if service firms want to improve the application of knowledge, it is important to focus on knowledge retention while they create new knowledge. Originality/value – Although a considerable amount of research has been carried out in the fields of KM and customer value, there has been less research that has taken both into consideration simultaneously. This paper addresses this gap in the literature.

Social Commerce Interactions and Co-Created Service Value--Model

2019 ◽  
Author(s):  
Hua Dai ◽  
Tao “Eric” Hu ◽  
Yue “Jeff” Zhang
Keyword(s):  
Social Commerce ◽  
Service Value ◽  
Value Model

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.

Connect Time Limits and Performance Measures in a Dial-Up Modem Pool System

2010 ◽  
Vol 2 (1) ◽  
pp. 26-48
Author(s):  
Paul F. Schikora ◽  
Michael R. Godfrey ◽  
Brian D. Neureuther
Keyword(s):  
Customer Service ◽  
Performance Measures ◽  
Service Providers ◽  
Environmental Parameters ◽  
Actual System ◽  
Internet Service ◽  
Service Levels ◽  
Time Limits ◽  
For Profit ◽  
And Performance

Managing customer service is critical for both nonprofit and for-profit dial-up modem Internet service providers. When system operators face excess demand, they can either add capacity or adapt their management techniques to deal with their limited resources—this article considers the latter. We examine system configuration options and the resultant effects on customer service levels in a simulated dial-up modem pool operation. Specifically, we look at a single pool operation and examine the effects of imposing time limits in a seriously overloaded system. We analyze the results on several key customer service measures. The results show that imposing these limits will have a distinct, nonlinear impact on these measures. Customer productivity and actual system load are shown to have major impacts on the performance measures. Interactions between several system and environmental parameters are also discussed.

An intervariable approach to customer satisfaction and loyalty in the internet service market

2019 ◽  
Vol 29 (4) ◽  
pp. 772-798 ◽  
Author(s):  
Mamoun N. Akroush ◽  
Bushra K. Mahadin
Keyword(s):  
Customer Satisfaction ◽  
Customer Value ◽  
Perceived Value ◽  
Future Research ◽  
The Internet ◽  
Service Market ◽  
Internet Service ◽  
Confirmatory Factor Analyses ◽  
Content Type ◽  
Attitudinal Loyalty

Purpose The purpose of this paper is to examine a multidimensional model of customer perceived value (CPV), customer satisfaction (CS) and loyalty from internet subscribers’ perspectives. Design/methodology/approach In total, 1,297 out of 2,000 online surveys were valid for the analysis. Confirmatory factor analyses were performed to assess the research constructs’ unidimensionality, validity and composite reliability. Structural path analysis was used to test the hypothesized relationships of the research model. Findings CPV positively affects functional and technical satisfaction as well as cognitive loyalty. Functional satisfaction positively affects technical satisfaction and attitudinal loyalty. Attitudinal loyalty positively affects cognitive and behavioral loyalty, and the latter positively affects cognitive loyalty. In total, 53 percent of variation in cognitive loyalty was caused by behavioral, attitudinal loyalty and perceived value path. Research limitations/implications Future research could investigate other outcomes of CS dimensions, such as customer lifetime value, customer retention, profitability, return on investment and market share, and their effects on customer loyalty (CL). Future research can also examine the effect of other dimensions of perceived customer value on CS and loyalty dimensions simultaneously. Other future research areas are also outlined. Practical implications CPV acts as a cornerstone to developing a successful multidimensional program of CL through functional and technical satisfactions. Marketing directors need to focus on building CL schemes and strategies that should take into consideration the long-term and short-term loyalty. Originality/value Theoretically, using an intervariable perspective, this paper has responded to important calls for conducting research on the chain of perceived value, CS and loyalty chain. Practically, this paper is the first empirical research devoted to developing an intervariable approach to the chain of perceived value, CS and loyalty in the internet service market.

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.

Sign in / Sign up

Export Citation Format

Share Document