Customer-oriented Perspective Research Articles

From customer incivility to turnover intention: Roles of negative affect state and customer-oriented perspective taking

From customer incivility to turnover intention: Roles of negative affect state and customer-oriented perspective taking

Standing in customers' shoes: How responsible leadership inhibits unethical pro-organizational behavior.

Although the negative impact of responsible leadership on employees' unethical pro-organizational behavior has been documented in the literature, little is known about its underlying processes and boundaries. Drawing on social information processing theory and social learning theory, we built a moderated mediation model to explain why and when unethical pro-organizational behavior could be inhibited by responsible leadership. We conducted a two-phase questionnaire survey to collect data. The empirical results based on the sample of 557 Chinese salespeople showed that customer-oriented perspective taking partially mediated the negative link between responsible leadership and unethical pro-organizational behavior and that leader competence strengthened the direct effects of responsible leadership on customer-oriented perspective taking and unethical pro-organizational behavior as well as the indirect effect of responsible leadership on unethical pro-organizational behavior via customer-oriented perspective taking. These findings enrich the current understanding of how responsible leadership relates to unethical pro-organizational behavior, extend the limited literature on customer-oriented perspective taking, and offer some suggestions that managers can follow to inhibit unethical pro-organizational behavior. Limitations and future research directions are also discussed.

Port personnel recruitment process based on dynamic capabilities: port managers' priorities vs customer evaluations

PurposeConsidering the human factor, the quality of the personnel is vital to ensure especially the value creation in the ports. Therefore, employee quality stands out for withstanding the pressures that stem from global trade on its operational speed felt by ports in recent years. Accordingly, the selection of the qualified personnel at the ports is very critical and a tool based on dynamic capabilities is needed to manage this process well. The aim of this study is to develop a model based on dynamic capabilities for recruitment process of ports.Design/methodology/approachPort personnel should have dynamic capabilities detected from the literature. These capabilities were approached as criteria. In this study, Buckley's proposed fuzzy analytical hierarchy process (AHP) method was employed for weighting the whole criteria. After that, weights of the criteria were used to prioritize alternatives with the fuzzy TOPSIS method.FindingsThis model reflects port managers' priorities and port customers' evaluations. Thus, the model can also reflect the level of integration of ports' related department managers into the recruitment process. The analyses allow the evaluation of the attitudes of the human resources department in the related port while fulfilling the personnel recruitment function. As a result of analyses, differences between perceptions of port managers and customers served as a feedback to the human resource management department of the ports.Originality/valueOne of the originalities of this study was derived from its customer-oriented perspective. This is a unique study that gathers common personnel capabilities related to the operation, planning and customer relationship departments and evaluates the success of these capabilities from the customer perspective.

Towards Sustainable Internationalization of Higher Education: Innovative Marketing Strategies for International Student Recruitment

Globalization and internationalization have received increasing attention from researchers in the field of education management over the past decade, who have found that internationalization is an indispensable component in the sustainable development of higher education (HE). This research aims to construct Innovative Marketing Strategies (IMS) for international student recruitment and contribute to the sustainable internationalization of higher education (IoHE). A literature review was used to construct an Innovative Marketing Strategies questionnaire. Data collected from 300 international students studying in Taiwan were used for a feasibility analysis in order to construct the final questionnaire, and survey data collected from 522 participants were used for more in-depth statistical analysis of the final strategies. The research results indicate that combining the marketing mix 4C with an innovative strategy (IS) approach provides sustainable recruitment marketing strategies toward higher education institution internationalization from a customer-oriented perspective. The IMS in this study includes 2 dimensions, 10 strategies, and 32 indicators. Additionally, a comprehensive analysis demonstrating the perspectives of international students with respect to the strategies was also conducted. This research contributes to the theoretical development and practical implementation of sustainable HE internationalization management. Discussions and recommendations based on the results of this study are also given.

Guidelines Penerapan Customer Relationship Management (CRM) Untuk Meningkatkan Keberhasilan Organisasi Dengan Metodologi Iris Dan Six Sigma

The business environment requires organizations to have access to important and up-to-date information about their customers. Customers are one of the most important factors in today's business environment. Completeness, accuracy, up-to-date and customer information across all functions and parts of the organization is mandatory. Customer Relationship Management (CRM) can be an initiative to become a top priority in business, especially in terms of helping organizations identify and adapt to their customer needs, improve customer satisfaction, and retain existing customers.There are several well-known methodologies in implementing CRM, including methodology. Iris and the Six Sigma Methodology. There are several important points on which to base the comparison between the two methodologies including Critical Success Factor, Strength, Weakness and Organization. The Iris methodology emphasizes the integration of strategic aspects and CRM technology as one of the most attractive factors in the use of customer-oriented CRM but has many weaknesses such as limited consideration of Critical Success Factor (CSF), the user is not involved in the design of the CRM system, there is no indication or measures for user acceptance, and limited validation of methodologies for small and medium enterprises. The Six Sigma methodology has strong points in driving CRM implementation but there are many weaknesses such as limited consideration of CSF, limited validation of the methodology, the user is not involved in the design of the CRM system, and no indication or measurement of user acceptance of the methodology. The close link or integration between Iris and Six Sigma methodologies can be an effort to run a CRM system effectively and efficiently. This linkage will enable organizations to implement CRM from both a customer-oriented perspective that focuses on managing customer knowledge to anticipate future customer needs (TO-BE), establishes a clear pathway in CRM implementation that focuses on the successful adoption and implementation of CRM, prepares end users. order to be trained for the implementation of CRM, and determine the readiness of assessment of technology and organization in implementing CRMKeywords : CRM, Iris, Six sigma

The Joint Effects of Perspective Taking and Proactive Personality on Customer Service Performance

The effect of perspective taking on performance is well documented in extant literature, yet a lack of theoretical discussion explicates how employees’ adoption of the customer’s perspective results in satisfactory customer service performance. The current study fills this void. Drawing from both motivated information processing and proactivity perspectives, we establish a theoretical model that delineates the process of how customer-oriented perspective taking contributes to proactive customer service performance. We conducted a three-wave time-lagged study, involving 145 frontline employees and their immediate supervisors in the Chinese hospitality industry, to test the research model. The results of multilevel structural equation modeling show that a high level of role-breadth self-efficacy (RBSE) (Time 2) results when employees take the customer’s perspective (Time 1). This relationship becomes stronger if employees are also high in proactive personality (Time 1). Furthermore, a high level of RBSE (Ti...

Selling and Sales Management in Action: The New Model of Personal Selling: Micromarketing

In many markets personal selling is a critical component of marketing success. Yet despite an increasing amount of prescriptive marketing literature advocating a customer-oriented business approach, very little has been written about personal selling from a customer-oriented perspective. Based on the belief that, as part of the marketing process, personal selling should share the same customer-oriented philosophy and methodology, this article presents a new model of the personal selling process.

Application of knowledge-enabled customer relationship management model

Application of collaborative marketing through knowledge-enabled customer relationship management (KCRM) systems offers a great opportunity to increase customer value and provides a way to systematically attract, acquire and retain customers. A strategic KCRM framework is introduced to classify the subjects by customer-oriented perspective. This study takes a leading beauty enterprise in Asia as an example and focuses on its franchise stores to perform a case study. The KCRM model was adopted to know what, how and why customer knowledge is so important to service industry. From the responses of the surveyed beauty enterprise, it is deduced how the companies can develop their customer-connection strategies based on their current and future positions in four dimensions of the value compass model. Moreover, this study presents a conceptual model of KCRM including strategy and process to see how knowledge management systems can help customer relationship management systems implementation and increase profits through collaborative marketing.

A Design of Incentive-based DR Program using Analytic Hierarchy Process (AHP)

This paper presents an unique approach to scheme a demand response (DR) program in the electricity market from a customer-oriented perspective, which is based on the analytic hierarchy process (AHP). The proposed program has the objective to maintain the system reliability at the emergency period, and it is designed as an incentive-based program (IBP) considering Korea power systems with the cost-based generation pool (CBP). The DR program using AHP could represent the mutual importance degrees of load curtailment criteria from the viewpoint of different load-holders, thus customers' participation in this program is determined by the incentive payments corresponding the specific load curtailment conditions. A test system for the case study is used to demonstrate the usefulness and applicability of the proposed approach, and the load profiles with the proposed DR program and the required incentive payments are obtained. The results show not only the enhancement of system reliability but also the economic benefit within Pareto-improvement.

Enhancing customer service: Perspective taking in a call centre

We propose that an important prerequisite of helping customers is the capacity to take the customer's perspective. If this is the case, then it is also important to consider the factors that might facilitate perspective taking. To investigate this, 347 customer service agents in a UK call centre were surveyed on the antecedents and outcomes of customer-oriented perspective taking. Managers also supplied ratings of helping behaviour for 141 of the service agents. Structural equation modelling showed a positive relationship between perspective taking and self-reported helping, and this relationship was partially mediated by empathy. Perspective taking was also positively related to managers' ratings of helping but this relationship was not mediated by empathy. In turn, service agents' perspective taking was predicted by the perceived reciprocity of customers and by having a positive customer role orientation (which was itself predicted by job enrichment). Predictors of helping customers included perspective taking, empathy, and having an integrated understanding of the call centre's services. Enhancing employees' perspective taking and their integrated understanding of the organization's services might thus be hitherto neglected avenues for enhancing the quality of customer service.

Transformation to a customer-oriented perspective through action learning in product and service development

Customer orientation is strongly visible in the visions and strategies of most organizations, but how do these visions and strategies move from intentions to practice? This question provides the focus for this research which aims to acquire deeper insights into this process. The point of departure is the change in perspective from a product to a customer orientation in product and service developing organizations, with the focus of integrating knowledge from one to the other through action learning. The purpose is to understand the different factors that affect the transformation of perspectives both on an individual level and on a systems level. The main conclusion drawn is that the transformation of perspective toward customer orientation is dependent on individuals and their learning. The studies distinguish the organizations that do reflect and inquiry for change and new knowledge creation and thereby have stepped forward in the change of perspectives. The paper elaborates on the role the individual and the organization have on the system as a whole. One practical contribution is the workshop action learning methods developed for such individual learning and for changing individuals' mindsets from a product feature perspective to a customer value perspective.

House of Strategy (HOS): from strategic objectives to competitve priorities

A challenge to management is creating superior values for its customers and improving financial performances. This paper expresses the customer-oriented perspective of a company in terms of its competitive priorities. It builds on the House of Quality (a customer requirements planning matrix) by developing a House of Strategy for translating the improvement needs of a company's business objectives into relative importance of its competitive priorities. A mean square error (MSE) criterion, supporting the selection of vital competitive priorities to be improved, is suggested. This divides a group of items (here a set of competitive priorities) into two groups: vital few and trivial many. The partition minimizes the overall MSE and by so doing delineates two homogeneous groups. The method is implemented in companies from three industry types. It reveals their different HOS structures and thus provides useful information on the vital competitive priorities to be improved as dictated by their respective business objectives and internal capabilities.

The impact of attitude strength on customer-oriented priority setting by decision-makers: An empirical investigation

A key question in marketing decision-making pertains to what makes decision-makers focus on various types of information in different ways. Particularly in relation to a key marketing and management variable such as customer satisfaction this is an important issue. Costly derived customer satisfaction measures need to provide customer-oriented guidance regarding where to prioritise. Traditional research on intelligence use has mainly focused on objective research attributes, such as research quality. In this article, however, we will adopt the idea that decision-makers weigh information differently based on their perception of its relevance. With respect to crucial customer satisfaction information this represents an exciting, but nevertheless unexplored field of research. The results of latent variable modelling show that the strength of decision-makers’ attitudes toward customer satisfaction leads to a differentiated usage of satisfaction intelligence. By taking this into consideration, management and intelligence providers will be able to more effectively disseminate customer satisfaction information and facilitate a more customer-oriented perspective within firms.

Expanding customer orientation in the HR funciton

While it has long been recognized that the human resource function must take a more customer-oriented perspective on the design and delivery of HR programs, this view has focused primarily on internal customers. However, external customers can provide important input into HR activities (e.g., job analysis information), they can participate in HR activities (e.g., selection decisions), and they can use HR activities (e.g., receive training). By expanding customer orientation in the HR function to focus explicitly on external customers, a more direct relationship between human resource management and competitive organizational performance can be established. © 1999 John Wiley & Sons, Inc.

Wants vs. Needs: A customer‐oriented perspective

Performance + InstructionVolume 33, Issue 10 p. 28-32 Article Wants vs. Needs: A customer-oriented perspective Ken Finley, Ken FinleySearch for more papers by this author Ken Finley, Ken FinleySearch for more papers by this author First published: November/December 1994 https://doi.org/10.1002/pfi.4160331010AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume33, Issue10November/December 1994Pages 28-32 RelatedInformation