ANALISIS CUSTOMER PROFITABILITY PADA KOPERASI SIMPAN PINJAM “DIASPORA”

The purpose of this study was to analyze Customer Profitability in the Diaspora Savings and Loans Cooperative (Credit Union). This research is a comparative quantitative research. The consumers studied were limited to debtor customers only. There are 4 consumer groups studied, where each group consists of 30 customers. Data were collected by using a documentary study technique by examining credit contracts and financial statements of each customer. The data were analyzed by means of a mean difference test with an independent sample t-test technique. The results showed that the groups of consumers who gave the highest profitability were the cheap and passive groups. Meanwhile, the consumer group that tends to harm the cooperative is the aggressive group. Thus, it is suggested to the cooperative manager to increase the number of consumers in the cheap and passive groups and reduce the number of consumers in the aggressive group.

An investigation into customer accounting in customer-focused organisations

<p>Management accounting information should aid management in the design and implementation of strategy. Firms adopting a customer-focused strategy need customer accounting (CA) metrics. Yet accounting literature provides limited insights into what CA metrics are used, how they are used, or what factors influence CA measure choice or hinder more widespread adoption of CA practices. This thesis enhances knowledge of actual CA practices as they operate in firms with a customer-focused strategy and uses contingency theory to explain the choice of CA practices and their use in three exploratory case studies consisting of two national banks and a global courier company. The two strategic business units in Alphabank employ locally-developed, activity-based costing systems to produce CA information. Personal Banking incorporates a ‘customer needs met’ variable into a customer lifetime value measure used to segment customers based on potential profitability. Business Banking is smaller and currently uses historical customer profitability analysis at the individual customer level. Despite Alphabank’s overall customer-focused strategy, only product profitability is reported at executive level, and tensions between finance and operations potentially hinder more widespread CA usage. Betabank offers excellent customer service, but despite being very customer-focused they do not measure customer profitability. Executives use predominantly aggregate financial figures with a focus on net interest margin. Service excellence is paramount and Betabank do not consider financial CA useful as they do not segment customers. However, they extensively use non-financial customer related measures to monitor excellent customer service provision in order to enhance future profitability. The courier company uses activity-based costing to produce historical customer profitability analysis which reports direct margin, gross margin and earnings before interest and tax. The analysis discloses significant profitability differences between customer segments, and even between individual customers within segments where customer relationship management is employed. They do not measure full customer lifetime value but the next year’s customer profitability can be modelled using historical cost drivers. Financial CA measures drive initiatives to enhance customer profitability and/or trigger price negotiations. Non-financial CA measures are used to drive the customer-focused strategy and enhance profitability. The three cases demonstrate a considerable diversity in their usage of financial CA practices, with Betabank choosing to use no financial CA at all. Competitive intensity and the use of customer relationship management are found to be key drivers of CA usage at the individual customer level. Segmental customer profitability analysis is used when a large number of customers receive standard services at standard prices. No individual customer profitability analysis is needed for such homogenous customers as they can be efficiently managed using revenue. Non-financial CA measures were found to be widely used and hence a key contribution of this study is that in practice customer-related, non-financial performance measures are a key component of CA practices and may be extensively used to drive a customer-focused strategy. From case analysis a contingency-based framework has been develop which identifies combinations of factors with strong interrelationships and common influences on the choice and usage of CA measures. This framework provides three main groupings of contingent factors (type of competitive advantage, level of customer heterogeneity, and stage of organisational development) which together potentially have strong predictive power in relation to the nature of CA measures which benefit firms with a customer-focused strategy.</p>

An investigation into customer accounting in customer-focused organisations

<p>Management accounting information should aid management in the design and implementation of strategy. Firms adopting a customer-focused strategy need customer accounting (CA) metrics. Yet accounting literature provides limited insights into what CA metrics are used, how they are used, or what factors influence CA measure choice or hinder more widespread adoption of CA practices. This thesis enhances knowledge of actual CA practices as they operate in firms with a customer-focused strategy and uses contingency theory to explain the choice of CA practices and their use in three exploratory case studies consisting of two national banks and a global courier company. The two strategic business units in Alphabank employ locally-developed, activity-based costing systems to produce CA information. Personal Banking incorporates a ‘customer needs met’ variable into a customer lifetime value measure used to segment customers based on potential profitability. Business Banking is smaller and currently uses historical customer profitability analysis at the individual customer level. Despite Alphabank’s overall customer-focused strategy, only product profitability is reported at executive level, and tensions between finance and operations potentially hinder more widespread CA usage. Betabank offers excellent customer service, but despite being very customer-focused they do not measure customer profitability. Executives use predominantly aggregate financial figures with a focus on net interest margin. Service excellence is paramount and Betabank do not consider financial CA useful as they do not segment customers. However, they extensively use non-financial customer related measures to monitor excellent customer service provision in order to enhance future profitability. The courier company uses activity-based costing to produce historical customer profitability analysis which reports direct margin, gross margin and earnings before interest and tax. The analysis discloses significant profitability differences between customer segments, and even between individual customers within segments where customer relationship management is employed. They do not measure full customer lifetime value but the next year’s customer profitability can be modelled using historical cost drivers. Financial CA measures drive initiatives to enhance customer profitability and/or trigger price negotiations. Non-financial CA measures are used to drive the customer-focused strategy and enhance profitability. The three cases demonstrate a considerable diversity in their usage of financial CA practices, with Betabank choosing to use no financial CA at all. Competitive intensity and the use of customer relationship management are found to be key drivers of CA usage at the individual customer level. Segmental customer profitability analysis is used when a large number of customers receive standard services at standard prices. No individual customer profitability analysis is needed for such homogenous customers as they can be efficiently managed using revenue. Non-financial CA measures were found to be widely used and hence a key contribution of this study is that in practice customer-related, non-financial performance measures are a key component of CA practices and may be extensively used to drive a customer-focused strategy. From case analysis a contingency-based framework has been develop which identifies combinations of factors with strong interrelationships and common influences on the choice and usage of CA measures. This framework provides three main groupings of contingent factors (type of competitive advantage, level of customer heterogeneity, and stage of organisational development) which together potentially have strong predictive power in relation to the nature of CA measures which benefit firms with a customer-focused strategy.</p>

Impact of Islamic Motives, Customer Profitability and Service Quality on Customer Satisfaction from Islamic Banks

Success of any Islamic banks greatly depends on consumers, so Islamic banks need to create ethical environment, where perception of Islamic banks are carefully developed. The persistence of this is explained the nature and pervasiveness of Islamic banking and to pinpoint the linkage between consumer’s satisfaction and banks performance in Pakistani Islamic banks. And also make out that customer preferred Islamic banks. Islamic banks sector was selected for the research, In order to obtain the required objectives, From Meezan bank and Bank Islami, Nowshera we selected 137customer’s, and data was collected from them through a well-designed questionnaire. SPSS (17.0) were used for analyze togetherthe data. The Cranach’s Alpha () Reliability methods were used to test the reliability of data. Findings exposed that there was significant and up relationship of ISLAMIC banks performance with customer’s satisfaction. So Islamic bank is strong predictor of customer’s fulfillment and determination of C’S depends upon on the Islamic banks performance of relationship.

Incorporating customer profitability analysis into quality management systems

PurposeThe specific purpose of this article is to describe customer profitability analysis and evaluate its compatibility with quality management systems. Besides, its more general objective consists in shedding further light on the links between management accounting and quality management, which is still an emerging topic.Design/methodology/approachThe first part of the document presents a theoretical description of the disciplines and tools that are relevant to the study. Afterward, an explanation of the way in which customer profitability analysis is operationalized in practice is provided. Subsequently, a framework for the incorporation of customer profitability analysis into a quality management system is introduced. The final section includes some recommendations for future research.FindingsThrough the analysis of the benefits of the incorporation of customer profitability analysis into an ISO 9000 model, the study provides further support to the premise that the joint consideration of management accounting techniques and quality management tools is beneficial to organizations.Originality/valueThe article combines two disciplines closely related in practice but seldom concurrently addressed in the literature.

Usulan Time-Driven Activity Based Costing System, Customer Profitability Analysis dan Sistem Pengendalian Internal pada Perusahaan Logistik

ABSTRACT This research aims to answer the problem arising in PTX, a logistic services company, that never achieved target profit over five past years. This study is conducted using a case study with a qualitative research method. The data are analysed using descriptive analysis and content analysis techniques based on performance theory. Results shows that PT X cannot achieve target profit due to inaccurate allocation of product cost and inaccurate price setting. To improve product cost and price setting accuracy, this research recommends PT X to conduct Customer Profitability Analysis, apply Time-Driven Activity Based Costing to cost allocation and apply internal control system. ABSTRAK Penelitian ini bertujuan untuk menjawab permasalahan yang terjadi di PT X yang bergerak di industri jasa logistik. PT X belum pernah mencapai target laba sejak lima tahun terakhir. Strategi penelitian yang digunakan adalah studi kasus dengan metode penelitian kualitatif. Penelitian ini menggunakan teknik analisis data yaitu descriptive analysis dan content analysis berdasarkan performance theory. Hasil penelitian ini menunjukkan bahwa PT X tidak dapat mencapai target laba dikarenakan adanya alokasi biaya yang tidak memperhitungkan biaya tidak langsung dan penentuan tarif yang tidak didasarkan oleh perhitungan harga pokok penjualan. Untuk keakuratan alokasi biaya dan penentuan tarif, penelitian ini memberikan usulan pada PT X untuk melakukan Customer Profitability Analysis, menggunakan Time-Driven Activity Based Costing untuk alokasi biaya serta menerapkan sistem pengendalian internal.

Training Service Staff to Enhance Non-Verbal Behavioral Skills to Increase Customer Profitability in Tourism

To address the personalization of customer service in four-star hotels in Cuba, this research takes up the precepts of non-verbal communication and Customer Relationship Management. The Systemic Method and its treatment through the Soft Systems Methodology are applied. With information obtained from the Sol Cayo Guillermo hotel, belonging to the Jardines del Rey tourist center, in Cuba, a grouping of the essential elements in customer satisfaction generated with the use of Computational Intelligence algorithms was used. In the end, we introduce a training program for the personalization of customer service based on the non-verbal communication system to enhance service in four-star hotels in Cuba. As a main result, the experts agree that the proposed training program will have a positive impact on the worker–client communication relationship to increase customer profitability in four-star hotels in Cuba.

Conducting a Pricing Transactional Assessment, Integrating Cluster and Segments Analyses, To Leverage the Customer Profitability

The profitability set per customer of a given organization implies several challenges, from the calculation of the net pricing to the development of a cost allocation system within the company's main processes. Thus, the work proposed aims at exploring the potential of a customer evaluation methodology, using pricing techniques as a supporting tool, where the analysis of customer clusters will be done. We aim to identify profitability patterns, according to the customer's supply chain role, the dimension and the potential of the business, the types of transactions frame that are established, as well as the relative effects of each cluster own characteristics in the overall business relationship. After developing the methodology, the customer profitability analysis will be performed and recommendations will be set, highlighting and quantifying the possible improvements in the contribution. The use of leveraging techniques by the average and sensitivity analysis will support the recommendations. These insights will drive the companies in their pricing decisions also as shifting their focus towards attracting and retaining the customers from the more profitable clusters.

Perceived benefits of CRM in selected Industries

Customer Relationship Management (CRM) is an enterprise approach to understand and influence customer behavior through meaningful communication in order to improve customer acquisition, customer loyalty and customer profitability. CRM can be viewed as an approach to accomplish upper hand. In addition, CRM is tied in with recognizing an organization's best customers and augmenting the incentive from them by satisfying and retaining those. CRM can be seen as a way to achieve competitive advantage. Therefore, the definition for CRM is “A business strategy to manage interactive customer relationships to optimize long-term customer value and satisfaction”. The aim of this paper is to identify and seek the opinion of the marketing and technical people in service and manufacturing organizations with regard to perceived benefits of CRM which are the promises of software package before implementation are realized through the implementation of CRM in both service and manufacturing industries.