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expectations</title> <meta name="description" content="Search results for: customer expectations"> <meta name="keywords" content="customer expectations"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="customer expectations"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 1743</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: customer expectations</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1743</span> Customer Expectation on Service Quality in Bed and Breakfast Establishments in Johannesburg Metropolitan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chiedza%20Lebogang%20Gutu">Chiedza Lebogang Gutu</a>, <a href="https://publications.waset.org/abstracts/search?q=Nester%20Rufaro%20Manuwa"> Nester Rufaro Manuwa</a>, <a href="https://publications.waset.org/abstracts/search?q=Jean-Marie%20Mbuya"> Jean-Marie Mbuya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Johannesburg, Metropolitan customer expectations in the hospitality industry have rapidly been increasing which has lead to the need of improving service quality to help satisfy customer expectations. Businesses need to make sure that customer expectations are met, or find ways to control customer expectations. Therefore the purpose of the study is to investigate how customer expectations of services in bed and breakfast establishments affect the perceived quality of service. A quantitative approach was used through random sampling to collect descriptive and correlation study between customer expectations and perceived quality. Findings of the study indicated that customers at bed and breakfast generally expect a clean, friendly and safe environment that has a homely feel, while they are away from home. In addition, findings of the study also emphasised that the age-groups between 20 and 35 are more likely to travel, for business and vacation purposes, staying for more or less 3, have high expectations towards modern facilities and extras in the room such as coffee machines, and are more concerned about the service being provided quickly and right, and taking extra care to deal with problems promptly. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Customer%20satisfaction" title="Customer satisfaction">Customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=Service%20quality" title=" Service quality"> Service quality</a>, <a href="https://publications.waset.org/abstracts/search?q=Bed%20and%20breakfast" title=" Bed and breakfast"> Bed and breakfast</a>, <a href="https://publications.waset.org/abstracts/search?q=Customer%20retention" title=" Customer retention"> Customer retention</a> </p> <a href="https://publications.waset.org/abstracts/77194/customer-expectation-on-service-quality-in-bed-and-breakfast-establishments-in-johannesburg-metropolitan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/77194.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">386</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1742</span> Maximizing Customer Service through Logistics Service Support in the Automobile Industry in Ghana</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=John%20M.%20Frimpong">John M. Frimpong</a>, <a href="https://publications.waset.org/abstracts/search?q=Matilda%20K.%20Owusu-Bio"> Matilda K. Owusu-Bio</a>, <a href="https://publications.waset.org/abstracts/search?q=Caleb%20%20Annan"> Caleb Annan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business today is highly competitive, and the automobile industry is no exception. Therefore, it is necessary to determine the customer value and service quality measures that lead to customer satisfaction which in turn lead to customer loyalty. However, in the automobile industry, the role of logistics service support in these relationships cannot be undermined. It could be inferred that logistics service supports and its management has a direct correlation with customer service and or service quality. But this is not always the same for all industries. Therefore, this study was to investigate how automobile companies implement the concept of customer service through logistics service supports. In order to ascertain this, two automobile companies in Ghana were selected, and these are Toyota Ghana Limited and Mechanical Lloyd Company Ltd. The study developed a conceptual model to depict the study’s objectives from which questionnaires were developed from for data collection. Respondents were made up of customers and staff of the two companies. The findings of the study revealed that the automobile industry partly attributes their customer satisfaction to the customer value, service quality or customer value. It shows a positive relationship between logistics service supports and service quality and customer value. However, the results indicate that customer satisfaction is not predicted by logistics services. This implies that in the automobile industry, it is not always the case that when customer service is implemented through logistics service supports, it leads to customer satisfaction. Therefore, there is the need for all players and stakeholders in the automobile industry investigate other factors which help to increase customer satisfaction in addition to logistics service supports. It is recommended that logistics service supports should be geared towards meeting customer expectations and not just based on the organization’s standards and procedures. It is necessary to listen to the voice of the customer to tailor the service package to suit the needs and expectations of the customer. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20loyalty" title="customer loyalty">customer loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title=" customer satisfaction"> customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20service" title=" customer service"> customer service</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20value" title=" customer value"> customer value</a>, <a href="https://publications.waset.org/abstracts/search?q=logistics%20service%20supports" title=" logistics service supports"> logistics service supports</a> </p> <a href="https://publications.waset.org/abstracts/66124/maximizing-customer-service-through-logistics-service-support-in-the-automobile-industry-in-ghana" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/66124.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">494</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1741</span> Service Delivery Process in the Luxury Hotel Industry in Dubai: A Hoteliers’ Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Veronique%20Gregorec">Veronique Gregorec</a>, <a href="https://publications.waset.org/abstracts/search?q=Prakash%20Vel"> Prakash Vel</a>, <a href="https://publications.waset.org/abstracts/search?q=Collins%20A.%20Brobbey"> Collins A. Brobbey</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Service delivery process in the face of ever changing customer expectations could not have been more important in glamorous Dubai luxury hotel service sector. Based on in-depth discussions with Dubai luxury hotel service pioneers, customer expectations, service processes, customer complaining behavior, and service recovery strategies in the luxury hotel industry are evaluated from the perspectives of service providers. Findings are in agreement with the statement that in the service industry the customer is not always right, and that hotel service providers have acknowledged the need to take extra measures towards individualized and personal service experience delivery. Ultimately, hoteliers set highest standards at all stages of the service delivery process in order to achieve positive and high customer ratings in all customer evaluation areas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=luxury%20hotels" title="luxury hotels">luxury hotels</a>, <a href="https://publications.waset.org/abstracts/search?q=Dubai%20hotels" title=" Dubai hotels"> Dubai hotels</a>, <a href="https://publications.waset.org/abstracts/search?q=Dubai%20hospitality%20industry" title=" Dubai hospitality industry"> Dubai hospitality industry</a>, <a href="https://publications.waset.org/abstracts/search?q=guest%20service%20process" title=" guest service process"> guest service process</a> </p> <a href="https://publications.waset.org/abstracts/33341/service-delivery-process-in-the-luxury-hotel-industry-in-dubai-a-hoteliers-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33341.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">499</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1740</span> The Customer Expectations of Service Provided in a Banpaew Hospital Samutsakorn</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chanpen%20Meenakorn">Chanpen Meenakorn</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research aimed to examine the relationships between customer expectations and service quality management of Banpaew Hospital Samutsakorn in Thailand. The study sample consisted of 360 customers in patient unit. Data were collected using self-administered questionnaire. Descriptive statistics used were percentage, mean, and standard deviation. The analytical statistics comprised Pearson’s product moment correlation coefficient analysis. The result showed that service quality of nurses was very good with sustainable development trend. Physical evidence was at a high level, and the process and personal were rated at a high level. Additional, the study suggested that head nurse should be encouraged to improve service quality management, management training. Nurse administrators should create an appropriate nursing department climate, and provide necessary resources in the department. In addition, the nurse administrators should continuously follow up the results of customer expectations and focus on patients/customers, process management, information and knowledge management, and evaluation of service quality also. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Banpaew%20Hospital" title="Banpaew Hospital">Banpaew Hospital</a>, <a href="https://publications.waset.org/abstracts/search?q=Customer%20Expectations" title=" Customer Expectations"> Customer Expectations</a>, <a href="https://publications.waset.org/abstracts/search?q=Service%20Provided" title=" Service Provided"> Service Provided</a>, <a href="https://publications.waset.org/abstracts/search?q=Samutsakorn" title=" Samutsakorn"> Samutsakorn</a> </p> <a href="https://publications.waset.org/abstracts/55280/the-customer-expectations-of-service-provided-in-a-banpaew-hospital-samutsakorn" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55280.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">315</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1739</span> The Path to Customer Satisfaction and Loyalty Improvement </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Askarizadeh">Mehrnoosh Askarizadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The foundation of all marketing is composed by relations. Thus, all marketing activities concentrated to establish, develop and maintain successful relational exchanges. By building strong relational bonds, relationship marketing improves customer loyalty resulting in improved firm performance. Relationship marketing is a strategically important tool to use to obtain and secure the result of customer’s loyalty, which leads to higher competitiveness and also enhanced satisfaction among the customers. The study revealed that there subsist significant relationships between customer satisfaction and loyalty. It is recognized that with improvement of customer satisfaction a firm will find customers that are more loyal. Based it, firm managers are advised to satisfy and better manage their relationships through quality product and service offerings to their customers as a competitive policy in the marketplace. These offerings are required to meet or surpass consumers’ expectations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20loyalty" title="customer loyalty">customer loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title=" customer satisfaction"> customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=trend" title=" trend"> trend</a>, <a href="https://publications.waset.org/abstracts/search?q=relationship%20marketing" title=" relationship marketing"> relationship marketing</a> </p> <a href="https://publications.waset.org/abstracts/36692/the-path-to-customer-satisfaction-and-loyalty-improvement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36692.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">476</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1738</span> Advancing Customer Service Management Platform: Case Study of Social Media Applications</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iseoluwa%20Bukunmi%20Kolawole">Iseoluwa Bukunmi Kolawole</a>, <a href="https://publications.waset.org/abstracts/search?q=Omowunmi%20Precious%20Isreal"> Omowunmi Precious Isreal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Social media has completely revolutionized the ways communication used to take place even a decade ago. It makes use of computer mediated technologies which helps in the creation of information and sharing. Social media may be defined as the production, consumption and exchange of information across platforms for social interaction. The social media has become a forum in which customer’s look for information about companies to do business with and request answers to questions about their products and services. Customer service may be termed as a process of ensuring customer’s satisfaction by meeting and exceeding their wants. In delivering excellent customer service, knowing customer’s expectations and where they are reaching out is important in meeting and exceeding customer’s want. Facebook is one of the most used social media platforms among others which also include Twitter, Instagram, Whatsapp and LinkedIn. This indicates customers are spending more time on social media platforms, therefore calls for improvement in customer service delivery over the social media pages. Millions of people channel their issues, complaints, complements and inquiries through social media. This study have being able to identify what social media customers want, their expectations and how they want to be responded to by brands and companies. However, the applied research methodology used in this paper was a mixed methods approach. The authors of d paper used qualitative method such as gathering critical views of experts on social media and customer relationship management to analyse the impacts of social media on customer's satisfaction through interviews. The authors also used quantitative such as online survey methods to address issues at different stages and to have insight about different aspects of the platforms i.e. customer’s and company’s perception about the effects of social media. Thereby exploring and gaining better understanding of how brands make use of social media as a customer relationship management tool. And an exploratory research approach strategy was applied analysing how companies need to create good customer support using social media in order to improve good customer service delivery, customer retention and referrals. Therefore many companies have preferred social media platform application as a medium of handling customer’s queries and ensuring their satisfaction, this is because social media tools are considered more transparent and effective in its operations when dealing with customer relationship management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=brands" title="brands">brands</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20service" title=" customer service"> customer service</a>, <a href="https://publications.waset.org/abstracts/search?q=information" title=" information"> information</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20media" title=" social media"> social media</a> </p> <a href="https://publications.waset.org/abstracts/77354/advancing-customer-service-management-platform-case-study-of-social-media-applications" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/77354.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">268</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1737</span> Efficient Corporate Image as a Strategy for Enhancing Profitability in Hotels</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lucila%20T.%20Magalong">Lucila T. Magalong</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The hotel industry has been using their corporate image and reputation to maintain service quality, customer satisfaction, and customer loyalty and to leverage themselves against competitors and facilitate their growth strategies. With the increasing pressure to perform, hotels have even created hybrid service strategy to fight in the niche markets across pricing and level-off service parameters. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20image" title="corporate image">corporate image</a>, <a href="https://publications.waset.org/abstracts/search?q=hotel%20industry" title=" hotel industry"> hotel industry</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20quality" title=" service quality"> service quality</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20expectations" title=" customer expectations"> customer expectations</a> </p> <a href="https://publications.waset.org/abstracts/16183/efficient-corporate-image-as-a-strategy-for-enhancing-profitability-in-hotels" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16183.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">465</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1736</span> The Methods of Customer Satisfaction Measurement and Its Statistical Analysis towards Sales and Logistic Activities in Food Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seher%20Arslankaya">Seher Arslankaya</a>, <a href="https://publications.waset.org/abstracts/search?q=Bahar%20Uluda%C4%9F"> Bahar Uludağ</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Meeting the needs and demands of customers and pleasing the customers are important requirements for companies in food sectors where the growth of competition is significantly unpredictable. Customer satisfaction is also one of the key concepts which is mainly driven by wide range of customer preference and expectation upon products and services introduced and delivered to them. In order to meet the customer demands, the companies that engage in food sectors are expected to have a well-managed set of Total Quality Management (TQM), which sets out to improve quality of products and services; to reduce costs and to increase customer satisfaction by restructuring traditional management practices. It aims to increase customer satisfaction by meeting (their) customer expectations and requirements. The achievement would be determined with the help of customer satisfaction surveys, which is done to obtain immediate feedback and to provide quick responses. In addition, the surveys would also assist the making of strategic planning which helps to anticipate customer future needs and expectations. Meanwhile, periodic measurement of customer satisfaction would be a must because with the better understanding of customers perceptions from the surveys (done by questioners), the companies would have a clear idea to identify their own strengths and weaknesses that help the companies keep their loyal customers; to stand in comparison toward their competitors and map out their future progress and improvement. In this study, we propose a survey based on customer satisfaction measurement method and its statistical analysis for sales and logistic activities of food firms. Customer satisfaction would be discussed in details. Furthermore, after analysing the data derived from the questionnaire that applied to customers by using the SPSS software, various results obtained from the application would be presented. By also applying ANOVA test, the study would analysis the existence of meaningful differences between customer demographic proportion and their perceptions. The purpose of this study is also to find out requirements which help to remove the effects that decrease customer satisfaction and produce loyal customers in food industry. For this purpose, the customer complaints are collected. Additionally, comments and suggestions are done according to the obtained results of surveys, which would be useful for the making-process of strategic planning in food industry. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction%20measurement%20and%20analysis" title="customer satisfaction measurement and analysis">customer satisfaction measurement and analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=food%20industry" title=" food industry"> food industry</a>, <a href="https://publications.waset.org/abstracts/search?q=SPSS" title=" SPSS"> SPSS</a>, <a href="https://publications.waset.org/abstracts/search?q=TQM" title=" TQM"> TQM</a> </p> <a href="https://publications.waset.org/abstracts/48817/the-methods-of-customer-satisfaction-measurement-and-its-statistical-analysis-towards-sales-and-logistic-activities-in-food-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48817.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">250</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1735</span> A Framework for Customer Knowledge Management (CKM) as a Key Role in Relationship</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Askarizadeh">Mehrnoosh Askarizadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The customer’s value has become obvious for the leading companies in today’s competitive environment. Therefore they are constantly trying to improve their relationship with customers. Customer Knowledge has been recognized as a strategic resource and a key to the success of any company. Talking about the Customer Knowledge Management is closely associated with Knowledge Management and Customer Relationship Management (CRM). Recent studies conducted in the fields of Knowledge Management (KM) and Customer Relationship Management (CRM) has explained that the two approaches can have great synergies. In this paper, our aim is to provide an understanding of Customer Knowledge Management (CKM) as an integrated management approach and competence it requires. We describe CKM as an ongoing process of generating, disseminating and using customer knowledge within an organization and between an organization and its customers. In addition, we propose a comprehensive framework of CKM, the ability to integrate customer knowledge into customer relationship management processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-commerce" title="e-commerce">e-commerce</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20%28KM%29" title=" knowledge management (KM)"> knowledge management (KM)</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20relationship%20management%20%28CRM%29" title=" customer relationship management (CRM)"> customer relationship management (CRM)</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20knowledge%20management%20%28CKM%29" title=" customer knowledge management (CKM)"> customer knowledge management (CKM)</a> </p> <a href="https://publications.waset.org/abstracts/32892/a-framework-for-customer-knowledge-management-ckm-as-a-key-role-in-relationship" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32892.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">557</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1734</span> The Psychological Contract and the Readiness to Verbalize It in Financial Institutions in Poland</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anna%20Rogozi%C5%84ska-Pawe%C5%82czyk">Anna Rogozińska-Pawełczyk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A psychological contract is an agreement between the employer and an employee that covers the parties’ informal and frequently non-verbalized obligations and expectations towards each other. The contract is a cognitive pattern-governing employee’s behaviour in the organization. A gap between employee’s expectations and the organizational reality may lead to difficult-to-solve conflicts or cause the employee to modify their behaviour towards organizational values and goals, if they are willing and ready to verbalize their expectations. The article discusses psychological contracts in the financial institutions in Poland. Its theoretical part outlines the types of psychological contracts in organizations (relational, transactional, and balanced) and shows the process of their verbalization. The purpose of the article is to present how the type of the psychological contract relates to employee’s readiness to verbalize it. The article ends with conclusions arising from the study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20contact%20staff%20in%20banks" title="customer contact staff in banks">customer contact staff in banks</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20expectations" title=" employee expectations"> employee expectations</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20institutions" title=" financial institutions"> financial institutions</a>, <a href="https://publications.waset.org/abstracts/search?q=mutual%20expectations" title=" mutual expectations"> mutual expectations</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20contract" title=" psychological contract"> psychological contract</a>, <a href="https://publications.waset.org/abstracts/search?q=verbalization%20of%20the%20psychological%20contract" title=" verbalization of the psychological contract"> verbalization of the psychological contract</a> </p> <a href="https://publications.waset.org/abstracts/35372/the-psychological-contract-and-the-readiness-to-verbalize-it-in-financial-institutions-in-poland" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/35372.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">487</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1733</span> The Extension of the Kano Model by the Concept of Over-Service</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lou-Hon%20Sun">Lou-Hon Sun</a>, <a href="https://publications.waset.org/abstracts/search?q=Yu-Ming%20Chiu"> Yu-Ming Chiu</a>, <a href="https://publications.waset.org/abstracts/search?q=Chen-Wei%20Tao"> Chen-Wei Tao</a>, <a href="https://publications.waset.org/abstracts/search?q=Chia-Yun%20Tsai"> Chia-Yun Tsai</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It is common practice for many companies to ask employees to provide heart-touching service for customers and to emphasize the attitude of 'customer first'. However, services may not necessarily gain praise, and may actually be considered excessive, if customers do not appreciate such behaviors. In reality, many restaurant businesses try to provide as much service as possible without taking into account whether over-provision may lead to negative customer reception. A survey of 894 people in Britain revealed that 49 percent of respondents consider over-attentive waiters the most annoying aspect of dining out. It can be seen that merely aiming to exceed customers’ expectations without actually addressing their needs, only further distances and dissociates the standard of services from the goals of customer satisfaction itself. Over-service is defined, as 'service provided that exceeds customer expectations, or simply that customers deemed redundant, resulting in negative perception'. It was found that customers’ reactions and complaints concerning over-service are not as intense as those against service failures caused by the inability to meet expectations; consequently, it is more difficult for managers to become aware of the existence of over-service. Thus the ability to manage over-service behaviors is a significant topic for consideration. The Kano model classifies customer preferences into five categories: attractive quality attribute, one-dimensional quality attribute, must-be quality attribute, indifferent quality attribute and reverse quality attributes. The model is still very popular for researchers to explore the quality aspects and customer satisfaction. Nevertheless, several studies indicated that Kano’s model could not fully capture the nature of service quality. The concept of over-service can be used to restructure the model and provide a better understanding of the service quality construct. In this research, the structure of Kano's two-dimensional questionnaire will be used to classify the factors into different dimensions. The same questions will be used in the second questionnaire for identifying the over-service experienced of the respondents. The finding of these two questionnaires will be used to analyze the relevance between service quality classification and over-service behaviors. The subjects of this research are customers of fine dining chain restaurants. Three hundred questionnaires will be issued based on the stratified random sampling method. Items for measurement will be derived from DINESERV scale. The tangible dimension of the questionnaire will be eliminated due to this research is focused on the employee behaviors. Quality attributes of the Kano model are often regarded as an instrument for improving customer satisfaction. The concept of over-service can be used to restructure the model and provide a better understanding of service quality construct. The extension of the Kano model will not only develop a better understanding of customer needs and expectations but also enhance the management of service quality. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=consumer%20satisfaction" title="consumer satisfaction">consumer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=DINESERV" title=" DINESERV"> DINESERV</a>, <a href="https://publications.waset.org/abstracts/search?q=kano%20model" title=" kano model"> kano model</a>, <a href="https://publications.waset.org/abstracts/search?q=over-service" title=" over-service"> over-service</a> </p> <a href="https://publications.waset.org/abstracts/88113/the-extension-of-the-kano-model-by-the-concept-of-over-service" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88113.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">161</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1732</span> Business Buyers’ Expectations in Buyer-Seller Encounters</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pia%20I.%20Hautam%C3%A4ki">Pia I. Hautamäki</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Sales has changed. Selling has taken on aspects of relationship marketing and sales force play a critical role in developing long-term relationships between buyers and sellers which is seen to serve the company’s targets and create success for a long run. The purpose of this study was to examine what really matters in buyer-seller encounters and determine what expectations business buyers have. We studied 17 business buyers by a qualitative interview. We found that buyers appreciate encounters where the salesperson face the buyer as a way he or she is as a person, identificate the real needs to improve buyers’ business and build up cooperation for long-term relationship. This study show that personality matters are a key elements when satisfying business buyers’ expectations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20buyer-seller%20encounters" title="business buyer-seller encounters">business buyer-seller encounters</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20expectations" title=" customer expectations"> customer expectations</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20similarity" title=" perceived similarity"> perceived similarity</a>, <a href="https://publications.waset.org/abstracts/search?q=personal%20selling" title=" personal selling"> personal selling</a>, <a href="https://publications.waset.org/abstracts/search?q=personality%20types" title=" personality types"> personality types</a> </p> <a href="https://publications.waset.org/abstracts/25599/business-buyers-expectations-in-buyer-seller-encounters" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25599.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">432</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1731</span> Exploring the Relationships between Experiential Marketing, Customer Satisfaction and Customer Loyalty: An Empirical Examination in Konya</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Resul%20%C3%96zt%C3%BCrk">Resul Öztürk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Experiential marketing is one of the marketing approaches that offers an exceptional framework to integrate elements of experience and entertainment in a product or service. Experiential marketing is defined as a memorable experience that goes deeply into the customer’s mind. Besides that, customer satisfaction is defined as an emotional response to the experiences provided by and associated with particular products or services purchased. Thus, experiential marketing activities can affect the level of customer satisfaction and loyalty. In this context, the research aims to explore the relationship among experiential marketing, customer satisfaction and customer loyalty among the cosmetic products customers in Konya. The partial least squares (PLS) method is used to analyse the survey data. The present study’s findings revealed have that experiential marketing has been a significant predictor of customer satisfaction and customer loyalty, and also experiential marketing has a significantly positive effect on customer satisfaction and customer loyalty. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=experiential%20marketing" title="experiential marketing">experiential marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title=" customer satisfaction"> customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20loyalty" title=" customer loyalty"> customer loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20sciences" title=" social sciences"> social sciences</a> </p> <a href="https://publications.waset.org/abstracts/29338/exploring-the-relationships-between-experiential-marketing-customer-satisfaction-and-customer-loyalty-an-empirical-examination-in-konya" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29338.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">476</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1730</span> Taking the Whole Picture to Your Supply Chain; Customers Will Take Selfies When Expectations Are Met</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Marcelo%20Sifuentes%20L%C3%B3pez">Marcelo Sifuentes López</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategic performance definition and follow-up processes have to be clear in order to provide value in today’s competitive world. Customer expectations must be linked to internal organization strategic objectives leading to profitability and supported by visibility and flexibility among others.By taking a whole picture of the supply chain, the executive, and its team will define the current supply chain situation and an insight into potential opportunities to improve processes and provide value to main stakeholders. A systematic performance evaluation process based on operational and financial indicators defined by customer requirements needs to be implemented and periodically reviewed in order to mitigate costs and risks on time.Supplier long term relationship and collaboration plays a key role using resources available, real-time communication, innovation and new ways to capitalize global opportunities like emerging markets; efforts have to focus on the reduction of uncertainties in supply and demand. Leadership has to promote consistency of communication and execution involving suppliers, customers, and the entire organization through the support of a strategic sourcing methodology that assure the targeted competitive strategy and sustainable growth. As customer requirements and expectations are met, results could be captured in a casual picture like a “selfie”; where outcomes could be perceived from any desired angle by them; or like most “selfies”, can be taken with a camera held at arm's length by a third party company rather than using a self-timer. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title="supply chain management">supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20creation" title=" value creation"> value creation</a>, <a href="https://publications.waset.org/abstracts/search?q=collaboration%20and%20innovation" title=" collaboration and innovation"> collaboration and innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=global%20marketplace" title=" global marketplace"> global marketplace</a> </p> <a href="https://publications.waset.org/abstracts/25393/taking-the-whole-picture-to-your-supply-chain-customers-will-take-selfies-when-expectations-are-met" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25393.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">442</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1729</span> Customer Satisfaction on Reliability Dimension of Service Quality in Indian Higher Education </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rajasekhar%20Mamilla">Rajasekhar Mamilla</a>, <a href="https://publications.waset.org/abstracts/search?q=G.%20Janardhana"> G. Janardhana</a>, <a href="https://publications.waset.org/abstracts/search?q=G.%20Anjan%20Babu"> G. Anjan Babu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present research studies analyses the students’ satisfaction with university performance regarding the reliability dimension, ability of professors and staff to perform the promised services with quality to students in the post-graduate courses offered by Sri Venkateswara University in India. The research is done with the notion that the student compares the perceived performance with prior expectations. Customer satisfaction is seen as the outcome of this comparison. The sample respondents were administered with the schedule based on the stratified random technique for this study. Statistical techniques such as factor analysis, t-test and correlation analysis were used to accomplish the respective objectives of the study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=satisfaction" title="satisfaction">satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=reliability" title=" reliability"> reliability</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20quality" title=" service quality"> service quality</a>, <a href="https://publications.waset.org/abstracts/search?q=customer" title=" customer"> customer</a> </p> <a href="https://publications.waset.org/abstracts/3067/customer-satisfaction-on-reliability-dimension-of-service-quality-in-indian-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/3067.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">549</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1728</span> Marketing Research and Analysis Improvement Effect on Production</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mina%20Zaky%20Sarofim%20Zaky">Mina Zaky Sarofim Zaky</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Experiential marketing is a form of marketing that offers a unique integration of experiential and entertainment elements into a product or service. Experiential marketing is defined as an unforgettable experience that penetrates the customer's mind. Customer satisfaction is also defined as the emotional response to the experience provided with the purchased product or service. Experiential marketing activities can, therefore, affect the level of customer satisfaction and loyalty. In this context, the study aims to determine the relationship between experiential marketing, customer satisfaction and customer loyalty in cosmetic products in Konya. The least squares method (PLS) was used to analyze the research data. Existing research has shown that experiential marketing is a significant predictor of customer satisfaction and customer loyalty, and that experiential marketing has a positive impact on customer satisfaction and customer loyalty. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=internet" title="internet">internet</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing" title=" marketing"> marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism" title=" tourism"> tourism</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism%20management%20corporate%20responsibility" title=" tourism management corporate responsibility"> tourism management corporate responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20organizational%20performance" title=" employee organizational performance"> employee organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20marketing" title=" internal marketing"> internal marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20customer%20experiential%20marketing" title=" internal customer experiential marketing"> internal customer experiential marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title=" customer satisfaction"> customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20loyalty" title=" customer loyalty"> customer loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20sciences" title=" social sciences"> social sciences</a> </p> <a href="https://publications.waset.org/abstracts/185809/marketing-research-and-analysis-improvement-effect-on-production" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/185809.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">47</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1727</span> Using Customer Satisfaction to Help Achieve Sustainable Development Goals in the Islamic Economy: A Quantitative Case Study from Amman, Jordan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sarah%20A.%20Tobin">Sarah A. Tobin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Social justice outcomes, derived from customer satisfaction, serve as a main pathway and conduit for achieving Sustainable Development Goals (SDGs) because they prompt democratizing and socially-inclusive effects that are consistent with Islamic economic values. This paper argues that achieving higher levels of social justice and the SGDs is possible only through the realization of Islamic banking and finance customer satisfaction that aligns with Islamic values in the tradition of the Shari`a (or Islamic law). Through this key manifestation of Shari`a in the banks, social justice aims of achieving SDGs become possible. This paper utilizes a case study of a large-scale survey (N=127) comparing customer satisfaction between a conventional and an Islamic bank in Amman, Jordan. Based on a series of linear regressions, the statistically-significant findings suggest that when overall customer satisfaction is high, customers are more likely to become empowered citizens demanding inclusive, quality services and corruption-free management, as well as attribute their experiences to the Islamic nature of the financial endeavors. Social justice interests and expectations increase (and SDGs are more likely met) when a customer has high levels of satisfaction. The paper concludes with policy recommendations for Islamic financial institutions that enhance customer service experiences for better achieving the social justice aims of the Islamic economy and SDGs, including transparency in transactions, exemplary customer service and follow up, and attending to Islamic values in the aesthetics of bank. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title="customer satisfaction">customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=Islamic%20economy" title=" Islamic economy"> Islamic economy</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20justice" title=" social justice"> social justice</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development%20goals" title=" sustainable development goals"> sustainable development goals</a> </p> <a href="https://publications.waset.org/abstracts/82140/using-customer-satisfaction-to-help-achieve-sustainable-development-goals-in-the-islamic-economy-a-quantitative-case-study-from-amman-jordan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/82140.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">342</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1726</span> Managing IT Departments in Higher Education Institutes: Coping with the Exponentially Growing Needs and Expectations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Balqees%20A.%20Al-Thuhli">Balqees A. Al-Thuhli</a>, <a href="https://publications.waset.org/abstracts/search?q=Ali%20H.%20Al-Badi"> Ali H. Al-Badi</a>, <a href="https://publications.waset.org/abstracts/search?q=Khamis%20Al-Gharbi"> Khamis Al-Gharbi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Information technology is changing rapidly and the users’ expectations are also growing. Dealing with these changes in information technology, while satisfying the users’ needs and expectations is a big challenge. IT managers need to explore new mechanisms/strategies to enable them to cope with such challenges. The objectives of this research are to identify the significant challenges that might face IT managers in higher education institutes in the face of the high and ever growing customer expectations and to propose possible solutions to cope with such high-speed changes in information technology. To achieve these objectives, interviews with the IT professionals from different higher education institutes in Oman were conducted. In addition, documentation (printed and online) related to these institutions were studied and an intensive literature review of published work was examined. The findings of this research are expected to give a better understanding of the challenges that might face the IT managers at higher education institutes. This acquired understanding is expected to highlight the importance of being adaptable and fast in keeping up with the ever-growing technological changes. Moreover, adopting different tools and technologies could assist IT managers in developing their organisations’ IT policies and strategies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title="information technology">information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=rapid%20change" title=" rapid change"> rapid change</a>, <a href="https://publications.waset.org/abstracts/search?q=CIO%20roles" title=" CIO roles"> CIO roles</a>, <a href="https://publications.waset.org/abstracts/search?q=challenges" title=" challenges"> challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20managers" title=" IT managers"> IT managers</a>, <a href="https://publications.waset.org/abstracts/search?q=coping%20mechanisms" title=" coping mechanisms"> coping mechanisms</a>, <a href="https://publications.waset.org/abstracts/search?q=users%27%20expectations" title=" users' expectations"> users' expectations</a> </p> <a href="https://publications.waset.org/abstracts/12546/managing-it-departments-in-higher-education-institutes-coping-with-the-exponentially-growing-needs-and-expectations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12546.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">261</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1725</span> Reframing Service Sector Privatisation Quality Conception with the Theory of Deferred Action</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mukunda%20Bastola">Mukunda Bastola</a>, <a href="https://publications.waset.org/abstracts/search?q=Frank%20Nyame-Asiamah"> Frank Nyame-Asiamah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Economics explanation for privatisation, drawing on neo-liberal market structures and technical efficiency principles has failed to address social imbalance and, distribute the efficiency benefits accrued from privatisation equitably among service users and different classes of people in society. Stakeholders’ interest, which cover ethical values and changing human needs are ignored due to shareholders’ profit maximising strategy with higher service charges. The consequence of these is that, the existing justifications for privatisation have fallen short of customer quality expectations because the underlying plan-based models fail to account for the nuances of customer expectations. We draw on the theory of deferred action to develop a context-based privatisation model, the deferred-based privatisation model, to explain how privatisation could be strategised for the emergent reality of the wider stakeholders’ interests and everyday quality demands of customers which are unpredictable. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=privatisation" title="privatisation">privatisation</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20quality" title=" service quality"> service quality</a>, <a href="https://publications.waset.org/abstracts/search?q=shareholders" title=" shareholders"> shareholders</a>, <a href="https://publications.waset.org/abstracts/search?q=deferred%20action" title=" deferred action"> deferred action</a>, <a href="https://publications.waset.org/abstracts/search?q=deferred-based%20privatisation%20model" title=" deferred-based privatisation model"> deferred-based privatisation model</a> </p> <a href="https://publications.waset.org/abstracts/54223/reframing-service-sector-privatisation-quality-conception-with-the-theory-of-deferred-action" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54223.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">274</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1724</span> Customer Relationship Management: An Essential Tool for Librarians</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pushkar%20Lal%20Sharma">Pushkar Lal Sharma</a>, <a href="https://publications.waset.org/abstracts/search?q=Sanjana%20Singh"> Sanjana Singh</a>, <a href="https://publications.waset.org/abstracts/search?q=Umesh%20Kumar%20Sahu"> Umesh Kumar Sahu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper helps to understand the need of Customer Relationship Management in Libraries and why Librarians should implement the marketing concept of Customer Relationship Management in their libraries. As like any industry, libraries too face growing challenges to continuously meet customer expectations, and attract and retain users in light of overflowing competition. The ability to understand customers, build relationships and market diverse services is essential when considering ways to expand service offerings and improve Return on Investment. Since Library is service oriented Enterprise, hence the Customer/User/ Reader/Patron are the most important element of Library & Information System to whom and for whom library offers various services. How to provide better and most efficient services to its users is the main concern of every Library & Information centre in the present era. The basic difference between Business Enterprise and Library Information System is that ‘in Business System ‘the efficiency is measured in terms of ’profit’ or ‘monetary gains’; whereas in a Library & Information System, the efficiency is measured in terms of ‘services’ and therefore the goals that are set in Business Enterprise are’ profit oriented’ whereas goals set in the Library & Information Centre are ‘Service-oriented’. With the explosion of information and advancement of technology readers have so many choices to get information rather than visiting a library. Everything is available at the click of a mouse, library customers have become more knowledgeable and demanding in an era marked by abundance of information resources and services. With this explosion of information in every field of knowledge and choice in selection of service, satisfying user has become a challenge now a day for libraries. Accordingly, Libraries have to build good relationship with its users by adopting Customer relationship Management. CRM refers to the methods and tools which help an organization to manage its relationship with its customers in an organized way. The Customer Relationship Management (CRM) combines business strategy and technology to identify, acquire and retain good customer relationship. The goal of CRM is to optimize management of customer information needs & interests and increase customer satisfaction and loyalty. Implementing CRM in Libraries can improve customer data and process management, customer loyalty, retention and satisfaction. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20relationship%20management" title="customer relationship management">customer relationship management</a>, <a href="https://publications.waset.org/abstracts/search?q=CRM" title=" CRM"> CRM</a>, <a href="https://publications.waset.org/abstracts/search?q=CRM%20tools" title=" CRM tools"> CRM tools</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title=" customer satisfaction"> customer satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/174036/customer-relationship-management-an-essential-tool-for-librarians" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/174036.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">68</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1723</span> Strategies in Customer Relationship Management and Customers’ Behavior in Making Decision on Buying Car Insurance of Southeast Insurance Co. Ltd. in Bangkok </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nattapong%20Techarattanased">Nattapong Techarattanased</a>, <a href="https://publications.waset.org/abstracts/search?q=Paweena%20Sribunrueng"> Paweena Sribunrueng</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this study is to investigate strategies in customer relationship management and customers’ behavior in making decision on buying car insurance of Southeast Insurance Co. Ltd. in Bangkok. Subjects in this study included 400 customers with the age over 20 years old to complete questionnaires. The data were analyzed by arithmetic mean and multiple regressions. The results revealed that the customers’ opinions on the strategies in customer relationship management, i.e. customer relationship, customer feedback, customer follow-up, useful service suggestions, customer communication, and service channels were in moderate level but on the customer retention was in high level. Moreover, the strategy in customer relationship management, i.e. customer relationship, and customer feedback had an influence on customers’ buying decision on buying car insurance. The two factors above can be used for the prediction at the rate of 34%. In addition, the strategy in customer relationship management, i.e. customer retention, customer feedback, and useful service suggestions had an influence on the customers’ buying decision on period of being customers. The three factors could be used for the prediction at the rate of 45%. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategies" title="strategies">strategies</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20relationship%20management" title=" customer relationship management"> customer relationship management</a>, <a href="https://publications.waset.org/abstracts/search?q=behavior%20in%20buying%20decision" title=" behavior in buying decision"> behavior in buying decision</a>, <a href="https://publications.waset.org/abstracts/search?q=car%20insurance" title=" car insurance"> car insurance</a> </p> <a href="https://publications.waset.org/abstracts/11837/strategies-in-customer-relationship-management-and-customers-behavior-in-making-decision-on-buying-car-insurance-of-southeast-insurance-co-ltd-in-bangkok" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11837.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">405</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1722</span> Measurements of Service Quality vs Customer Satisfaction in Government Owned Retail Store at Kochi</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=N.%20S.%20Ajisha">N. S. Ajisha</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today’s competitive world the quality of the service you deliver is one of the important factor that determine customer satisfaction. Service quality is considered to be one important determinant to evaluate customer satisfaction and the relationship between service quality and customer satisfaction is considered as the foundation in researches on customer satisfaction. This research examines to do a gap analysis between the perception and expectation of the services delivered and find relation between the service quality and customer satisfaction. Service quality is found out here using the SERVQUAL model. And it finds out the dimension of service quality which is more important to measure customer satisfaction. The dimensions which we measure using SERVQUAL include the tangibles, reliability, responsiveness, assurance, and empathy. This study involves primary data collection like market survey. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title="customer satisfaction">customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20quality" title=" service quality"> service quality</a>, <a href="https://publications.waset.org/abstracts/search?q=retail%20service%20quality" title=" retail service quality"> retail service quality</a>, <a href="https://publications.waset.org/abstracts/search?q=Kochi" title=" Kochi"> Kochi</a> </p> <a href="https://publications.waset.org/abstracts/29194/measurements-of-service-quality-vs-customer-satisfaction-in-government-owned-retail-store-at-kochi" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29194.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">555</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1721</span> The Impact of Artificial Intelligence on Marketing Principles and Targets</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Felib%20Ayman%20Shawky%20Salem">Felib Ayman Shawky Salem</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Experiential marketing means an unforgettable experience that remains deeply anchored in the customer's memory. Furthermore, customer satisfaction is defined as the emotional response to the experiences provided that relate to specific products or services purchased. Therefore, experiential marketing activities can influence the level of customer satisfaction and loyalty. In this context, the study aims to examine the relationship between experiential marketing, customer satisfaction and loyalty of beauty products in Konya. The results of this study showed that experiential marketing is an important indicator of customer satisfaction and loyalty and that experiential marketing has a significant positive impact on customer satisfaction and loyalty. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sponsorship" title="sponsorship">sponsorship</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20communication%20theories" title=" marketing communication theories"> marketing communication theories</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20communication%20tools%20internet" title=" marketing communication tools internet"> marketing communication tools internet</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing" title=" marketing"> marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism" title=" tourism"> tourism</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism%20management%20corporate%20responsibility" title=" tourism management corporate responsibility"> tourism management corporate responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20organizational%20performance" title=" employee organizational performance"> employee organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20marketing" title=" internal marketing"> internal marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20customer%20experiential%20marketing" title=" internal customer experiential marketing"> internal customer experiential marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title=" customer satisfaction"> customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20loyalty" title=" customer loyalty"> customer loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20sciences." title=" social sciences."> social sciences.</a> </p> <a href="https://publications.waset.org/abstracts/183159/the-impact-of-artificial-intelligence-on-marketing-principles-and-targets" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/183159.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">68</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1720</span> Religiosity and Customer Loyalty in Islamic Banking: An Evidence from Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Taimoor%20Hassan">Muhammad Taimoor Hassan</a>, <a href="https://publications.waset.org/abstracts/search?q=Kausar%20Abbas"> Kausar Abbas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Islamic Banking Services is one of the growing businesses in financial sector around the globe with 15 to 18 percent growth all over the world and 10-12 percent growth rate in Pakistan. This research study is aimed at measuring the impact of religiosity on the customer loyalty of Islamic Banking in Pakistan. The study has utilized cause and effect research design to assess the impact of religiosity on Islamic Banking. Data from 350 respondents have been collected to meet the purpose of the study. The results revealed that the religiosity has a significant impact on the customer loyalty of Islamic Banking through the customer attitude and customer trust on the sequential model. The results suggest that the religiosity, customer attitude, and customer trust are the interconnected variables which lead to customer loyalty in Islamic Banking of Pakistan. The study is useful in the setting of Pakistan to further increase the customer loyalty for Islamic Banks. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Islamic%20banks" title="Islamic banks">Islamic banks</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20loyalty" title=" customer loyalty"> customer loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=attitude" title=" attitude"> attitude</a>, <a href="https://publications.waset.org/abstracts/search?q=Pakistan" title=" Pakistan "> Pakistan </a> </p> <a href="https://publications.waset.org/abstracts/92887/religiosity-and-customer-loyalty-in-islamic-banking-an-evidence-from-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/92887.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">285</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1719</span> The Role of Brand Experience in Customer Satisfaction and Customer Loyalty in Ayandeh Bank Branches in Tehran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seyed%20Reza%20Agha%20Seyed%20Hosseini">Seyed Reza Agha Seyed Hosseini</a>, <a href="https://publications.waset.org/abstracts/search?q=Nicolas%20Hamelin"> Nicolas Hamelin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many marketing executives are looking for a comprehensive plan for delivering quality services and products that will create a distinct and unforgettable long-term experience for customers in dealing with their brand. Various brand management experts believe that a company looking to enhance its brand experience in the minds of customers should have a plan to increase customer satisfaction as well as customer loyalty. The purpose of this research was to investigate the role of brand experience in customer satisfaction and customer loyalty in Ayandeh Bank branches in Tehran. The study employed a quantitative methodology. For data gathering, a questionnaire was utilised to measure all the variables of the research. The statistical population of the study consisted of all the customers of Ayandeh Bank branches in Tehran, and the study data was gathered from 400 respondents. The findings indicate that brand experience has a direct and meaningful impact on customer satisfaction and customer loyalty, and, furthermore, that customer satisfaction has a direct and significant effect on customer loyalty in the branches of Ayandeh Bank in Tehran. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=brand%20experience" title="brand experience">brand experience</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title=" customer satisfaction"> customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20loyalty" title=" customer loyalty"> customer loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=bank" title=" bank"> bank</a> </p> <a href="https://publications.waset.org/abstracts/131290/the-role-of-brand-experience-in-customer-satisfaction-and-customer-loyalty-in-ayandeh-bank-branches-in-tehran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/131290.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">259</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1718</span> Economic Stability and Legitimate Expectations in Foreign Investment Rights</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehdi%20Ghaemi">Mehdi Ghaemi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Within the current paper, there is an attempt to examine the legal system that overrules economic stability and legitimate expectations of foreign investment rights. Studies show that Meeting the legitimate expectations of foreign investment is one of the rights and privileges which obviously are to be benefited from by all types of foreign investments. The legitimate expectations of foreign investors are protected and structured strongly with the help of international investment laws. The body of international investment laws is faced with multiple challenges with respect to the legitimate expectations of foreign investments, including the Economic stability and the public interest of the host country, the attitude of the host country towards the legitimate rights and privileges of the foreign investment, the ways to meet and to control those expectations, and also the assessment of the regulations of the host country which would affect the investing bodies within different circumstances. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=foreign%20investment" title="foreign investment">foreign investment</a>, <a href="https://publications.waset.org/abstracts/search?q=legitimate%20expectations" title=" legitimate expectations"> legitimate expectations</a>, <a href="https://publications.waset.org/abstracts/search?q=regulating%20investments" title=" regulating investments"> regulating investments</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20investment" title=" international investment"> international investment</a> </p> <a href="https://publications.waset.org/abstracts/163638/economic-stability-and-legitimate-expectations-in-foreign-investment-rights" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163638.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">104</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1717</span> Application Quality Function Deployment (QFD) Tool in Design of Aero Pumps Based on System Engineering</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Z.%20Soleymani">Z. Soleymani</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Amirzadeh"> M. Amirzadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Quality Function Deployment (QFD) was developed in 1960 in Japan and introduced in 1983 in America and Europe. The paper presents a real application of this technique in a way that the method of applying QFD in design and production aero fuel pumps has been considered. While designing a product and in order to apply system engineering process, the first step is identification customer needs then its transition to engineering parameters. Since each change in deign after production process leads to extra human costs and also increase in products quality risk, QFD can make benefits in sale by meeting customer expectations. Since the needs identified as well, the use of QFD tool can lead to increase in communications and less deviation in design and production phases, finally it leads to produce the products with defined technical attributes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20voice" title="customer voice">customer voice</a>, <a href="https://publications.waset.org/abstracts/search?q=engineering%20parameters" title=" engineering parameters"> engineering parameters</a>, <a href="https://publications.waset.org/abstracts/search?q=gear%20pump" title=" gear pump"> gear pump</a>, <a href="https://publications.waset.org/abstracts/search?q=QFD" title=" QFD"> QFD</a> </p> <a href="https://publications.waset.org/abstracts/37514/application-quality-function-deployment-qfd-tool-in-design-of-aero-pumps-based-on-system-engineering" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37514.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">249</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1716</span> Supply Chain Control and Inventory Management in Garment Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nisa%20Nur%20Duman">Nisa Nur Duman</a>, <a href="https://publications.waset.org/abstracts/search?q=S%C3%BCmeyya%20Kili%C3%A7"> Sümeyya Kiliç</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In global competition conditions, survival of the plants by obtaining competitive advantage relies on the effective usage of existing sources. By this way, the plants can minimize their costs without losing their quality. They also take advantage took advantage on their competitors and enlarge customer portfolio by increasing profit margins. Changing structure of market and customer demands also change the structure of the competition between companies. Furthermore, competition is not only between the companies. By this manner, supply chain and supply chain management get importance by considering company performances. Companies that want to survive, search the ways of decreasing costs and the ways of meeting customer expectations. One of the important tools for reaching these goals is inventory managemet. The best inventory management system is meeting the demands by considering plant goals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Supply%20chain" title="Supply chain">Supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=inventory%20management" title=" inventory management"> inventory management</a>, <a href="https://publications.waset.org/abstracts/search?q=apparel%20sector" title=" apparel sector"> apparel sector</a>, <a href="https://publications.waset.org/abstracts/search?q=garment%20industry" title=" garment industry"> garment industry</a> </p> <a href="https://publications.waset.org/abstracts/28977/supply-chain-control-and-inventory-management-in-garment-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28977.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">370</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1715</span> The Customer Attitude and Behavior of Boutique Hotels in Eastern Part of Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anocha%20Rojanapanich">Anocha Rojanapanich</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research aimed to identify important factors that effect customer satisfaction in boutique hotels and the important factors effecting customer loyalty in returning to boutique hotels. Furthermore, this study also aimed to study demographics, which effect variable factors. Four hundred questionnaires were completed by customers of the boutique hotels. The descriptive statistics used in this paper were percentages, means, and standard deviation (S.D.), while hypothesis testing was done using T-test, Anova, Correlation and Regression to analyze the relationship among those factors. In terms of the purpose in staying, it was found that the largest respondent was for ‘leisure purposes’. While the frequency indicated that most of the customers who stayed ‘once’in the last two years in the hotels had less concern in the hotel’s image than other groups. For customer’s perceived value and income levels had an influence on customer perceived values in both functional value price and emotional value. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=boutique%20hotels" title="boutique hotels">boutique hotels</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20attitude" title=" customer attitude"> customer attitude</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title=" customer satisfaction"> customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20loyalty" title=" customer loyalty"> customer loyalty</a> </p> <a href="https://publications.waset.org/abstracts/55234/the-customer-attitude-and-behavior-of-boutique-hotels-in-eastern-part-of-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55234.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">308</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1714</span> The Mediation Effect of Customer Satisfaction in the Relationship between Service Quality, Corporate Image to Customer Loyalty</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rizwan%20Ali">Rizwan Ali</a>, <a href="https://publications.waset.org/abstracts/search?q=Hammad%20Zafar"> Hammad Zafar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to investigate the mediation effect of customer satisfaction in the relationship between service quality, corporate image to customer loyalty, in Pakistan banking sector. The population of this research is banking customers and sample size of 210 respondents. This research uses the SPSS, Correlation, ANOVA and regression analysis techniques along with AMOS methods. The service quality and corporate image applied by the banks are not all variables can directly affect customer loyalty, but must first going through satisfaction. Which means that banks must first need to understand what the customer basic needs through variable service quality and corporate image so that the customers feel loyal when the level of satisfaction is resolved. The service quality provided by the banking industry needs to be improved in order to improve customer satisfaction and loyalty of banking services, especially for banks in Pakistan. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20loyalty" title="customer loyalty">customer loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20quality" title=" service quality"> service quality</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20image" title=" corporate image"> corporate image</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title=" customer satisfaction"> customer satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/154550/the-mediation-effect-of-customer-satisfaction-in-the-relationship-between-service-quality-corporate-image-to-customer-loyalty" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/154550.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">103</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=customer%20expectations&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=customer%20expectations&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=customer%20expectations&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=customer%20expectations&page=5">5</a></li> <li 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