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feedback</title> <meta name="description" content="Search results for: customer feedback"> <meta name="keywords" content="customer feedback"> <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 d-lg-none 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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 feedback"> <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> 2252</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: customer feedback</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2252</span> Effects of Recognition of Customer Feedback on Relationships between Emotional Labor and Job Satisfaction: Focusing On Call Centers That Offer Professional Services</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kiyoko%20Yoshimura">Kiyoko Yoshimura</a>, <a href="https://publications.waset.org/abstracts/search?q=Yasunobu%20Kino"> Yasunobu Kino</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Focusing on professional call centers where workers with expertise perform services, this study aims to clarify the relationships between emotional labor and job satisfaction and the effects of recognition of customer feedback. Since the professional call center operators consist of professional license holders (qualification holders) and those who do not (non-holders), the following three points are analyzed in the two groups by using covariance structure analysis and simultaneous multi-population analysis: 1) The relationship between emotional labor and job satisfaction, 2) customer feedback and job satisfaction, and 3) The intermediation effect between the emotional labor of customer feedback and job satisfaction. The following results are obtained: i) no direct effect is found between job satisfaction and emotional labor for qualification holders and non-holders, ii) for qualification holders and non-holders, recognition of positive feedback and recognition of negative feedback had positive and negative effects on job satisfaction, respectively, iii) for qualification and non-holders, "consideration for colleagues" influences job satisfaction by recognizing positive feedback, and iv) only for qualification holders, the factors "customer-oriented emotional expression" and "emotional disharmony" have a positive and negative effect on job satisfaction, respectively, through recognition of positive feedback and recognition of negative feedback. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=call%20center" title="call center">call center</a>, <a href="https://publications.waset.org/abstracts/search?q=emotional%20labor" title=" emotional labor"> emotional labor</a>, <a href="https://publications.waset.org/abstracts/search?q=professional%20service" title=" professional service"> professional service</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20feedback" title=" customer feedback"> customer feedback</a> </p> <a href="https://publications.waset.org/abstracts/171223/effects-of-recognition-of-customer-feedback-on-relationships-between-emotional-labor-and-job-satisfaction-focusing-on-call-centers-that-offer-professional-services" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/171223.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">113</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">2251</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">2250</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">2249</span> Cluster Analysis of Customer Churn in Telecom Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abbas%20Al-Refaie">Abbas Al-Refaie</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The research examines the factors that affect customer churn (CC) in the Jordanian telecom industry. A total of 700 surveys were distributed. Cluster analysis revealed three main clusters. Results showed that CC and customer satisfaction (CS) were the key determinants in forming the three clusters. In two clusters, the center values of CC were high, indicating that the customers were loyal and SC was expensive and time- and energy-consuming. Still, the mobile service provider (MSP) should enhance its communication (COM), and value added services (VASs), as well as customer complaint management systems (CCMS). Finally, for the third cluster the center of the CC indicates a poor level of loyalty, which facilitates customers churn to another MSP. The results of this study provide valuable feedback for MSP decision makers regarding approaches to improving their performance and reducing CC. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cluster%20analysis" title="cluster analysis">cluster analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=telecom%20industry" title=" telecom industry"> telecom industry</a>, <a href="https://publications.waset.org/abstracts/search?q=switching%20cost" title=" switching cost"> switching cost</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20churn" title=" customer churn"> customer churn</a> </p> <a href="https://publications.waset.org/abstracts/61662/cluster-analysis-of-customer-churn-in-telecom-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/61662.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">323</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">2248</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">2247</span> Emotion Mining and Attribute Selection for Actionable Recommendations to Improve Customer Satisfaction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jaishree%20Ranganathan">Jaishree Ranganathan</a>, <a href="https://publications.waset.org/abstracts/search?q=Poonam%20Rajurkar"> Poonam Rajurkar</a>, <a href="https://publications.waset.org/abstracts/search?q=Angelina%20A.%20Tzacheva"> Angelina A. Tzacheva</a>, <a href="https://publications.waset.org/abstracts/search?q=Zbigniew%20W.%20Ras"> Zbigniew W. Ras</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today’s world, business often depends on the customer feedback and reviews. Sentiment analysis helps identify and extract information about the sentiment or emotion of the of the topic or document. Attribute selection is a challenging problem, especially with large datasets in actionable pattern mining algorithms. Action Rule Mining is one of the methods to discover actionable patterns from data. Action Rules are rules that help describe specific actions to be made in the form of conditions that help achieve the desired outcome. The rules help to change from any undesirable or negative state to a more desirable or positive state. In this paper, we present a Lexicon based weighted scheme approach to identify emotions from customer feedback data in the area of manufacturing business. Also, we use Rough sets and explore the attribute selection method for large scale datasets. Then we apply Actionable pattern mining to extract possible emotion change recommendations. This kind of recommendations help business analyst to improve their customer service which leads to customer satisfaction and increase sales revenue. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=actionable%20pattern%20discovery" title="actionable pattern discovery">actionable pattern discovery</a>, <a href="https://publications.waset.org/abstracts/search?q=attribute%20selection" title=" attribute selection"> attribute selection</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20data" title=" business data"> business data</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20mining" title=" data mining"> data mining</a>, <a href="https://publications.waset.org/abstracts/search?q=emotion" title=" emotion"> emotion</a> </p> <a href="https://publications.waset.org/abstracts/126886/emotion-mining-and-attribute-selection-for-actionable-recommendations-to-improve-customer-satisfaction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/126886.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">199</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">2246</span> Feedback in the Language Class: An Action Research Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Arash%20Golzari%20Koloor">Arash Golzari Koloor</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Feedback seems to be an inseparable part of teaching a second/foreign language. One type of feedback is corrective feedback which is one type of error treatment in second language classrooms. This study is a report on the types of corrective feedback employed in an IELTS preparation course. The types of feedback, their frequencies, and their effectiveness are enlisted, enumerated, and interpreted. The results showed that explicit correction and recast were the most frequent types of feedback while repetition and elicitation were the least. The results also revealed that metalinguistic feedback, elicitation, and explicit correction were the most effective types of feedback and affected learners performance greatly. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=classroom%20interaction" title="classroom interaction">classroom interaction</a>, <a href="https://publications.waset.org/abstracts/search?q=corrective%20feedback" title=" corrective feedback"> corrective feedback</a>, <a href="https://publications.waset.org/abstracts/search?q=error%20treatment" title=" error treatment"> error treatment</a>, <a href="https://publications.waset.org/abstracts/search?q=oral%20performance" title=" oral performance"> oral performance</a> </p> <a href="https://publications.waset.org/abstracts/63657/feedback-in-the-language-class-an-action-research-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/63657.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">334</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">2245</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">2244</span> Transformational Leadership and Departmental Performance: The Intervening Role of Internal Communication and Citizen/Customer Participation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Derrick%20Boakye%20Boadu">Derrick Boakye Boadu</a>, <a href="https://publications.waset.org/abstracts/search?q=Zahra%20Fakhri"> Zahra Fakhri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Transformational leaders are the catalyst of change and focus more importantly on members or followers. Involvement of transformational leadership style in organizational structures can provide interesting nuances to the implementation and enhancement of citizen and customer participation mechanisms in an organization regardless of the time consuming, cost, and delaying process of analyzing the feedback of workers and citizens/customers which stifles good outcome of organization’s department performance. It posits that transformational leadership has a positive direct effect on organization-departmental performance and the intervening role of citizen and customer participation and internal communication. Using the NASP-IV 2007 data, the article finds support for the five hypotheses in a structural equation model, and the findings show that transformational leadership does have a direct impact on organizational-departmental performance a partial mediation effect of the relationship through the role of internal communication and citizen and customer participation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=transformational%20leaders" title="transformational leaders">transformational leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=departmental%20performance" title=" departmental performance"> departmental performance</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20communication" title=" internal communication"> internal communication</a>, <a href="https://publications.waset.org/abstracts/search?q=citizen%2Fcustomer%20participation" title=" citizen/customer participation"> citizen/customer participation</a> </p> <a href="https://publications.waset.org/abstracts/149941/transformational-leadership-and-departmental-performance-the-intervening-role-of-internal-communication-and-citizencustomer-participation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/149941.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">117</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">2243</span> The Differential Role of Written Corrective Feedback in L2 Students’ Noticing and Its Impact on Writing Scores</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khaled%20ElEbyary">Khaled ElEbyary</a>, <a href="https://publications.waset.org/abstracts/search?q=Ramy%20Shabara"> Ramy Shabara</a> </p> <p class="card-text"><strong>Abstract:</strong></p> L2 research has generally acknowledged the role of noticing in language learning. The role of teacher feedback is to trigger learners’ noticing of errors and direct the writing process. Recently L2 learners are seemingly using computerized applications which provide corrective feedback (CF) at different stages of writing (i.e., during and after writing). This study aimed principally to answer the question, “Is noticing likely to be maximized when feedback on erroneous output is electronically provided either during or after the composing stage, or does teacher annotated feedback have a stronger effect?”. Seventy-five participants were randomly distributed into four groups representing four conditions. These include receiving automated feedback at the composing stage, automated feedback after writing, teacher feedback, and no feedback. Findings demonstrate the impact of CF on writing and the intensity of noticing certain language areas at different writing stages and from different feedback sources. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=written%20corrective%20feedback" title="written corrective feedback">written corrective feedback</a>, <a href="https://publications.waset.org/abstracts/search?q=error%20correction" title=" error correction"> error correction</a>, <a href="https://publications.waset.org/abstracts/search?q=noticing" title=" noticing"> noticing</a>, <a href="https://publications.waset.org/abstracts/search?q=automated%20written%20corrective%20feedback" title=" automated written corrective feedback"> automated written corrective feedback</a>, <a href="https://publications.waset.org/abstracts/search?q=L2%20acquisition" title=" L2 acquisition"> L2 acquisition</a> </p> <a href="https://publications.waset.org/abstracts/166316/the-differential-role-of-written-corrective-feedback-in-l2-students-noticing-and-its-impact-on-writing-scores" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/166316.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">96</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">2242</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">2241</span> Twitter: The New Marketing Communication Tools</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mansur%20Ahmed%20Kazaure">Mansur Ahmed Kazaure</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The emergence of internet-based social media has made it possible for one person to communication with hundreds or even thousands of people about a company goods and services and the companies that provides them. Thus, the impact of customer-to-customer communications has been significantly magnified in the marketplace. Therefore, the essence of this paper is to critically evaluate the literature of social media and their implication for practice, but the author pay attention on twitter as a new marketing communication tools. The author found out that, despite the implication of using social media especially twitter by the companies as part of their marketing communication tool, but still it can enhance the opportunity for the companies to develop and maintain long-term customer relationship. The paper concludes that, using twitter as a marketing communication tool is a market trend and it is the best way for marketers to add value to their customer, however with the Twitter marketers can get a feedback about the performance of their product and its brand in the marketplace. The paper is purely a conceptual discourse based on secondary data. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20media" title="social media">social media</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20communication" title=" marketing communication"> marketing communication</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20communication%20tools" title=" marketing communication tools"> marketing communication tools</a>, <a href="https://publications.waset.org/abstracts/search?q=Twitter" title=" Twitter"> Twitter</a>, <a href="https://publications.waset.org/abstracts/search?q=Facebook" title=" Facebook"> Facebook</a> </p> <a href="https://publications.waset.org/abstracts/19686/twitter-the-new-marketing-communication-tools" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19686.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">474</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">2240</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">2239</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">2238</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">2237</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">2236</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">2235</span> Blame Classification through N-Grams in E-Commerce Customer Reviews</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Subhadeep%20Mandal">Subhadeep Mandal</a>, <a href="https://publications.waset.org/abstracts/search?q=Sujoy%20Bhattacharya"> Sujoy Bhattacharya</a>, <a href="https://publications.waset.org/abstracts/search?q=Pabitra%20Mitra"> Pabitra Mitra</a>, <a href="https://publications.waset.org/abstracts/search?q=Diya%20Guha%20Roy"> Diya Guha Roy</a>, <a href="https://publications.waset.org/abstracts/search?q=Seema%20Bhattacharya"> Seema Bhattacharya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> E-commerce firms allow customers to evaluate and review the things they buy as a positive or bad experience. The e-commerce transaction processes are made up of a variety of diverse organizations and activities that operate independently but are connected together to complete the transaction (from placing an order to the goods reaching the client). After a negative shopping experience, clients frequently disregard the critical assessment of these businesses and submit their feedback on an all-over basis, which benefits certain enterprises but is tedious for others. In this article, we solely dealt with negative reviews and attempted to distinguish between negative reviews where the e-commerce firm is explicitly blamed by customers for a bad purchasing experience and other negative reviews. <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=online%20shopping" title=" online shopping"> online shopping</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20reviews" title=" customer reviews"> customer reviews</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20behaviour" title=" customer behaviour"> customer behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=text%20analytics" title=" text analytics"> text analytics</a>, <a href="https://publications.waset.org/abstracts/search?q=n-grams%20classification" title=" n-grams classification"> n-grams classification</a> </p> <a href="https://publications.waset.org/abstracts/168088/blame-classification-through-n-grams-in-e-commerce-customer-reviews" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168088.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">257</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">2234</span> Students’ Perceptions of Formative Assessment Feedback: A Case Study for Undergraduate Students in Bahrain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hasan%20Husain%20Ali%20Abdulnabi">Hasan Husain Ali Abdulnabi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Formative assessment feedback is increasingly practiced in higher education. Instructors allocate great time and effort to provide assessment feedback. However, educators are not sure about students’ perceptions, understanding and respond to the feedback given, as very limited research have been done about what students do with feedback and whether if they understand it. This study aims to explore students’ conceptions and perceptions of formative assessment feedback through questionnaire and focus group interviews. One hundred eighty undergraduate students doing different courses filled the questionnaire, and ten focus group discussions were conducted. Basic descriptive and content analyses were used to analyze students’ responses to the questionnaire, while grounded theory with open coding was used to analyze the focus group interviews. The study revealed that most students believe assessment feedback is helpful to improve their academic performance, and they take time to read, think and discuss their feedback. Also, the study shows most students understand the feedback given. However, students expressed that most of the written feedback given are too general, and they prefer individual oral feedback as it can lead to better understanding on how what and where to improve. The study concluded that students believe formative assessment feedback is valuable, students have reasonable understanding and respond to the feedback provided. However, this practice could be improved by requesting lecturers to make more specific feedback and communicate with students on the way of interpreting and using assessment feedback as a part of the learning and teaching process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=assessment" title="assessment">assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=feedback" title=" feedback"> feedback</a>, <a href="https://publications.waset.org/abstracts/search?q=formative" title=" formative"> formative</a>, <a href="https://publications.waset.org/abstracts/search?q=undergraduate" title=" undergraduate"> undergraduate</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a> </p> <a href="https://publications.waset.org/abstracts/164926/students-perceptions-of-formative-assessment-feedback-a-case-study-for-undergraduate-students-in-bahrain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/164926.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">86</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">2233</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">2232</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> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2231</span> Customer Satisfaction and Effective HRM Policies: Customer and Employee Satisfaction </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20Anastasiou">S. Anastasiou</a>, <a href="https://publications.waset.org/abstracts/search?q=C.%20Nathanailides"> C. Nathanailides</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to examine the possible link between employee and customer satisfaction. The service provided by employees, help to build a good relationship with customers and can help at increasing their loyalty. Published data for job satisfaction and indicators of customer services were gathered from relevant published works which included data from five different countries. The reviewed data indicate a significant correlation between indicators of customer and employee satisfaction in the Banking sector. There was a significant correlation between the two parameters (Pearson correlation R2=0.52 P<0.05) The reviewed data provide evidence that there is some practical evidence which links these two parameters. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title="job satisfaction">job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20performance" title=" job performance"> job performance</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%E2%80%99%20service" title=" customer’ service"> customer’ service</a>, <a href="https://publications.waset.org/abstracts/search?q=banks" title=" banks"> banks</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management" title=" human resources management"> human resources management</a> </p> <a href="https://publications.waset.org/abstracts/18128/customer-satisfaction-and-effective-hrm-policies-customer-and-employee-satisfaction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18128.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">321</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">2230</span> Improving Customer Service through Empathy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abiola%20Olukemi%20Ogunyemi">Abiola Olukemi Ogunyemi </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many organizations would like to gain customer loyalty, and to achieve this they invest in customer management systems which help them to learn and anticipate the customers’ needs, get feedback from them and serve them. One of the most elementary ways to achieve customer loyalty is for employees to be able to empathize with their customers, and to be able to feel what they feel when the company betrays their trust, which usually otherwise shown in patronage and loyalty. Unfortunately, the staff and management of organizations do not always realize the negative impact of treating customers badly, because they do not stop to think how these customers feel. If they did, they would be more careful and more respectful of these people who are human beings just like they are. They would be wiser, since this would ultimately make them more profitable businesses. This paper looks at thirteen descriptions of situations in which customers felt treated badly by organizations they trusted, and focuses on the feelings of these customers. If the organization (made of people) could empathize with the customer, then customer service would be surely enhanced. It is expected that these stories, real experiences narrated by young professionals working in Nigeria, can awaken greater empathy for consumers within organizations. Thus, they may help the organization to learn empathy and to incorporate it into their foundational principles for ethical behavior. The paper’s contents contribute to a heightened appreciation of empathy as an organizing mechanism by showing how putting one in the consumer’s shoes can help managers to understand how he or she feels. This will lead organizations to be even more innovative in finding ways to meet their customers’ needs and to deserve and win their loyalty. It addresses an issue that cuts across cultures, and therefore can be quite thought-provoking for every business owner or for team leads within organizations. By trying to stimulate empathy across the seller-buyer divide, it necessarily contributes to a deeper understanding of empathy as a building block for a sustainable society. <p class="card-text"><strong>Keywords:</strong> <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=empathy" title=" empathy"> empathy</a>, <a href="https://publications.waset.org/abstracts/search?q=ethical%20behavior" title=" ethical behavior"> ethical behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=respectfulness" title=" respectfulness"> respectfulness</a> </p> <a href="https://publications.waset.org/abstracts/5702/improving-customer-service-through-empathy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/5702.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">2229</span> The Evolving Customer Experience Management Landscape: A Case Study on the Paper Machine Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Babak%20Mohajeri">Babak Mohajeri</a>, <a href="https://publications.waset.org/abstracts/search?q=Sen%20Bao"> Sen Bao</a>, <a href="https://publications.waset.org/abstracts/search?q=Timo%20Nyberg"> Timo Nyberg</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Customer experience is increasingly the differentiator between successful companies and those who struggle. Currently, customer experiences become more dynamic; and they advance with each interaction between the company and a customer. Every customer conversation and any effort to evolve these conversations would be beneficial and should ultimately result in a positive customer experience. The aim of this paper is to analyze the evolving customer experience management landscape and the relevant challenges and opportunities. A case study on the “paper machine” companies is chosen. Hence, this paper analyzes the challenges and opportunities in customer experience management of paper machine companies for the case of “road to steel”. Road to steel shows the journey of steel from raw material to end product (i.e. paper machine in this paper). ALPHA (Steel company) and BETA (paper machine company), are chosen and their efforts to evolve the customer experiences are investigated. Semi-structured interviews are conducted with experts in those companies to identify the challenges and opportunities of the evolving customer experience management from their point of view. The findings of this paper contribute to the theory and business practices in the realm of the evolving customer experience management landscape. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Customer%20Experience%20Management" title="Customer Experience Management">Customer Experience Management</a>, <a href="https://publications.waset.org/abstracts/search?q=Paper%20Machine" title=" Paper Machine "> Paper Machine </a>, <a href="https://publications.waset.org/abstracts/search?q=Value%20Chain%20Management" title=" Value Chain Management"> Value Chain Management</a>, <a href="https://publications.waset.org/abstracts/search?q=Risk%20Analysis" title=" Risk Analysis"> Risk Analysis</a> </p> <a href="https://publications.waset.org/abstracts/66770/the-evolving-customer-experience-management-landscape-a-case-study-on-the-paper-machine-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/66770.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">362</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">2228</span> Redesigning Malaysia Batik Sarong by Applying Quality Function Deployment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Kamal">M. Kamal</a>, <a href="https://publications.waset.org/abstracts/search?q=Y.%20Wang"> Y. Wang</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20Kennon"> R. Kennon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Quality Function Deployment is a useful tool in product development with the application of voice of customer. In this paper, it aims to be applied as a product development tool in redesigning fashion and textile product. The purpose of these studies is to apply the effective use of Voice of Customer in redesigning cultural fashion product. The data collection from Voice of Customer or consumers’ feedback might help the producer to improve the quality of merchandise ahead. Voice of Customer could give a specific detailing for quality which needs to be redesigned according to customers’ requirements. Meanwhile, the next objective is to differentiate design specifications and characteristics using House of Quality. In product designing phase, it is very important to distinguish each specification and characteristic which translated from Voice of Customer to House of Quality matrix. This matrix would help designers to development according to qualities that customer wants for the better and successful product in the market. It is hope this research would indicate the customers’ requirements and production team idea might be measured and translated to a systematic data. The specific technical data could be planned ahead with specific design details as well. This could be a sustainable approach for a traditional product which could control the material that they use and sustain the quality as the past production. As a conclusion, this study would benefit the Small Medium Enterprises design team or the designers to style an item from customers view with organised projection of the product. The finding also could assist designers or batik producers’ to recognise specific details Batik sarong from consumers as well as in in advertising and marketing strategy plan. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=house%20of%20quality" title="house of quality">house of quality</a>, <a href="https://publications.waset.org/abstracts/search?q=Malaysia%20batik%20sarong" title=" Malaysia batik sarong"> Malaysia batik sarong</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20function%20deployment" title=" quality function deployment"> quality function deployment</a>, <a href="https://publications.waset.org/abstracts/search?q=voice%20of%20customer" title=" voice of customer "> voice of customer </a> </p> <a href="https://publications.waset.org/abstracts/29404/redesigning-malaysia-batik-sarong-by-applying-quality-function-deployment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29404.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">592</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">2227</span> Influence of Telkom Membership Card Customer Perceived Value on Retaining PT. Telkom Indonesia's Customer in 2013-2014</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Eka%20Yuliana">Eka Yuliana</a>, <a href="https://publications.waset.org/abstracts/search?q=Siska%20Shabrina%20Julyan"> Siska Shabrina Julyan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The competitive environment and high customer’s churn rate in telecommunication industries lead Indonesian telecommunication companies become strive to offer products with more value. Offering product with more value can encourage customers to keep using the companies product. One of way to retain customer is give a membership card to the customers as practiced by PT. Telkom by giving Telkom Membership Card to PT. Telkom loyal customer. This study aims to determine the influence of Telkom Membership Card customer perceived value on retaining PT. Telkom Indonesia’s customer in 2013-2014 by using quantitative method with causal study. Analythical technique used in this study is Structural Equation Modelling (SEM) to test the causal relationship with 216 owner of Telkom Membership Card in Indonesia. This study conclude that: (i) Customer perceived value on Telkom Membership Card is located in fair value zone, (ii) PT. Telkom efforts in order to retain the customers is classified as good, (iii) Customer perceived value is influencing the effort to retain the customer with the probability value less than 0.05 and level of influence 69%. Based on result of this study, PT. Telkom should (i) Improve Telkom Membership Card’s promotion because not all customer of PT. Telkom have the membership card. (iia) Adding Telkom Membership Card’s benefit such as discount at various merchant (iib) Making call center for member of Telkom Membership Card (iii) PT. Telkom should be ensure availability of their service. (iv) PT. Telkom should make a priority to customer who have telkom membership card and offers a better service.For future research should be use different variables. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20perceived%20value" title="customer perceived value">customer perceived value</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20retention" title=" customer retention"> customer retention</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing" title=" marketing"> marketing</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/31461/influence-of-telkom-membership-card-customer-perceived-value-on-retaining-pt-telkom-indonesias-customer-in-2013-2014" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31461.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">321</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">2226</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">2225</span> Examining Customer Acceptance of Chatbots in B2B Customer Service: A Factorial Survey</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kathrin%20Endres">Kathrin Endres</a>, <a href="https://publications.waset.org/abstracts/search?q=Daniela%20Greven"> Daniela Greven</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Although chatbots are a widely known and established communication instrument in B2C customer services, B2B industries still hesitate to implement chatbots due to the incertitude of customer acceptance. While many studies examine the chatbot acceptance of B2C consumers, few studies are focusing on the B2B sector, where the customer is represented by a buying center consisting of several stakeholders. This study investigates the challenges of chatbot acceptance in B2B industries compared to challenges of chatbot acceptance from current B2C literature by interviewing experts from German chatbot vendors. The results show many similarities between the customer requirements of B2B customers and B2C consumers. Still, due to several stakeholders involved in the buying center, the features of the chatbot users are more diverse but obfuscated at the same time. Using a factorial survey, this study further examines the customer acceptance of varying situations of B2B chatbot designs based on the chatbot variables transparency, fault tolerance, complexity of products, value of products, as well as transfer to live chat service employees. The findings show that all variables influence the propensity to use the chatbot. The results contribute to a better understanding of how firms in B2B industries can design chatbots to advance their customer service and enhance customer satisfaction. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=chatbots" title="chatbots">chatbots</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20acceptance" title=" technology acceptance"> technology acceptance</a>, <a href="https://publications.waset.org/abstracts/search?q=B2B%20customer%20service" title=" B2B customer service"> B2B customer service</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/155894/examining-customer-acceptance-of-chatbots-in-b2b-customer-service-a-factorial-survey" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/155894.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">124</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">2224</span> The Relationship between Customer Satisfaction and Loyalty through Social Media of Service Business</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Supattra%20Kanchanopast">Supattra Kanchanopast </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to study the relationship between customer satisfaction and customer loyalty through social media of service business. This study collected data from 187 customers who have used social media of service business to buy product or service in Thailand. Statistics including frequency, percentage, standard deviation and Person’s Correlation test were used. The finding revealed that the majority of the respondents were female, 25-40 years old, graduated the bachelor degree, had monthly income 15,000-25,000 Baht and worked in private sectors. The mostly respondents have reserved the accommodation/homestay/hotel through Facebook about 3-4 times. The hypothesis testing disclosed that the satisfaction in customer invitation and data presentation perspective had a correlation with the level of customer loyalty: recommendation to others in terms of sharing. In addition, the satisfaction in customer relationship management perspective had a positive correlation with customer loyalty through social media of service business with respect to repeat purchase and recommendation to others at the 0.05 level of significance. <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=customer%20loyalty" title=" customer loyalty"> customer loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=relationship" title=" relationship"> relationship</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20business" title=" service business"> service business</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/17787/the-relationship-between-customer-satisfaction-and-loyalty-through-social-media-of-service-business" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17787.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">445</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">2223</span> Driving Innovation by Enhancing Employee Roles: The Balancing Act of Employee-Driven Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=L.%20Tirabeni">L. Tirabeni</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20E.%20Soderquist"> K. E. Soderquist</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Pisano"> P. Pisano</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Our purpose is to investigate how the relationship between employees and innovation management processes can drive organizations to successful innovations. This research is deeply related to a new way of thinking about human resources management practices. It’s not simply about improving the employees’ engagement, but rather about a different and more radical commitment: the employee can take on the role traditionally played by the customer, namely to become the first tester of an innovative product or service, the first user/customer and eventually the first investor in the innovation. This new perception of employees could create the basis of a novelty in the innovation process where innovation is taken to a next level when the problems with customer driven innovation on the one hand, and employees driven innovation on the other can be balanced. This research identifies an effective approach to innovation where the employees will participate throughout the whole innovation process, not only in the idea creation but also in the idea definition and development by giving feedback in parallel to that provided by customers and lead-users. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee-driven%20innovation" title="employee-driven innovation">employee-driven innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=engagement" title=" engagement"> engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=innovative%20companies" title=" innovative companies"> innovative companies</a> </p> <a href="https://publications.waset.org/abstracts/40114/driving-innovation-by-enhancing-employee-roles-the-balancing-act-of-employee-driven-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40114.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">412</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%20feedback&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=customer%20feedback&page=3">3</a></li> <li class="page-item"><a class="page-link" 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