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Customer Interaction (customer + interaction)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	83%

Selected Abstracts

Emerging perspectives on customer relationships, interactions and loyalty in Irish retail financial services

JOURNAL OF CONSUMER BEHAVIOUR, Issue 2 2006
Deirdre O'Loughlin
This paper presents the key findings in relation to current consumer perspectives on the role of relationships, the nature of loyalty and types of customer interaction from an in-depth qualitative consumer study of Irish retail banking. Although the literature proposes that the RM approach is particularly applicable to the financial services sector, the research findings identify key supply and demand-related changes within Irish financial services and raise questions as to the appropriateness of general RM theory to the current nature of interaction between consumers and their financial suppliers. Key customer factors such as low involvement, apathy and dissatisfaction have resulted in much apparent customer loyalty actually being spurious. More important for customers in this study was how convenient the bank was for their lifestyle. In an age in which increased depersonalisation and automation impact upon the nature of consumer-supplier interaction and service delivery, it would appear that the concepts of relationship and loyalty need to be fundamentally re-examined and their role and relevance within current retail financial services re-appraised. Copyright © 2006 John Wiley & Sons, Ltd. [source]

What happens when things go wrong?

PSYCHOLOGY & MARKETING, Issue 7 2004
Retail sales explanations, their effects
Not all marketplace interactions are initially successful, and often customer expectations are not met, resulting in dissatisfaction, which leads to complaint and redress-seeking behavior. In this process, the nature of the explanations and other aspects of the firm,customer interaction are critical. This study investigates the proposition that explanation adequacy plays a critical role in the resolution of unsatisfactory sales encounters. Data were collected from a sample of consumers and analyzed with the use of structural-equation modeling. The findings indicate that explanation adequacy is influenced by the style and content of the explanation and the timeliness of an organization's reaction. However, explanation adequacy appears to only influence the final perceptions (indirectly) of the severity of the incident and emotional reaction to it, and the perceptions of the extent of the justice of the resolution and the assignment of blame to external factors were found to be intervening variables. The results also indicated that the assignment of blame to internal factors was unrelated to the adequacy of an explanation, but did influence emotional reactions and the perceived severity of the incident. © 2004 Wiley Periodicals, Inc. [source]

Managing the environmental adaptation process in supplier,customer relationships

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 4 2001
Louise Canning
This paper details the results and managerial implications from four case studies, which examine how the environmental adaptation process (EAP) is managed within business-to-business relationships. The research uses models of supplier,customer interaction and inter-organization cooperation in order to explore inter-firm relationships and the process of adaptation. The research findings show that either party might pursue adaptations and also establishes features of the process itself as well as identifying factors that can facilitate or hinder the introduction of environmental changes. Arriving at a satisfactory outcome to the adaptation process can be determined by individual company and relationship characteristics, as well as the behaviour and experience of those managers involved in the process. Guidelines for the management of the process of environmental adaptation are proposed. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment [source]

Experience architecture: A framework for designing personalized customer interactions

DESIGN MANAGEMENT REVIEW, Issue 2 2001
David Rose
Know your customers; design accordingly. Thus David Rose advocates the personalization of digital relationships. He stresses the value of integrating electronic communications with other consumer contacts. He reviews different techniques for enhancing loyalty and commitment. He recommends distilling "patterns" and precisely measuring the return from investments in different types of consumers and communication strategies. [source]

Cognitive insights into the highly skilled or expert salesperson

PSYCHOLOGY & MARKETING, Issue 2 2006
C. David Shepherd
A cognitive psychology based approach is used to investigate the highly skilled or expert salesperson. The study utilized verbal protocol analysis to identify differences in the decision processes of expert and less-skilled salespeople as they progressed through a difficult selling situation. The results of this study indicate that experts in sales share several similarities with experts in such diverse fields as chess, medicine, physics, and teaching. For example, expert salespeople were shown to reach better decisions in a faster and more confident manner than their less-skilled contemporaries. Further, in resolving current problems, experts were shown to be more likely to utilize their memory of previous selling situations, as well as to employ different strategies for customer interactions than less-skilled salespeople. © 2006 Wiley Periodicals, Inc. [source]

Your new product development (NPD) is only as good as your process: an exploratory analysis of new NPD process design and implementation

R & D MANAGEMENT, Issue 5 2007
Nukhet Harmancioglu
Given industry competitiveness, how do firms' new product development (NPD) process designs differ when responding to an innovation mandate? How do NPD design elements differ across firms when implementing NPD processes? These design elements are strategic business unit (SBU) senior management involvement, business case content, customer interactions, and cross-functional integration. What are the consequences of different combinations of NPD process design elements for innovation productivity? We explore these questions via a collective case study of newly implemented NPD process designs at three different SBUs of a major US-based international conglomerate, 1 year after receiving the mandate to grow through innovation. Our analysis suggests that industry competitiveness and firm characteristics influence the NPD process design as SBUs employ distinct combinations of NPD design elements. The differential emphasis on design elements leads to variation in process design and divergence in innovation productivity. [source]