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Experience Management</title> <meta name="description" content="Search results for: Customer Experience Management"> <meta name="keywords" content="Customer Experience Management"> <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> 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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 Experience Management"> <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> 14209</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: Customer Experience Management</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14209</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">14208</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">14207</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">258</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">14206</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">46</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">14205</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">14204</span> Framework to Quantify Customer Experience</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anant%20Sharma">Anant Sharma</a>, <a href="https://publications.waset.org/abstracts/search?q=Ashwin%20Rajan"> Ashwin Rajan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Customer experience is measured today based on defining a set of metrics and KPIs, setting up thresholds and defining triggers across those thresholds. While this is an effective way of measuring against a Key Performance Indicator ( referred to as KPI in the rest of the paper ), this approach cannot capture the various nuances that make up the overall customer experience. Customers consume a product or service at various levels, which is not reflected in metrics like Customer Satisfaction or Net Promoter Score, but also across other measurements like recurring revenue, frequency of service usage, e-learning and depth of usage. Here we explore an alternative method of measuring customer experience by flipping the traditional views. Rather than rolling customers up to a metric, we roll up metrics to hierarchies and then measure customer experience. This method allows any team to quantify customer experience across multiple touchpoints in a customer’s journey. We make use of various data sources which contain information for metrics like CXSAT, NPS, Renewals, and depths of service usage collected across a customer lifecycle. This data can be mined systematically to get linkages between different data points like geographies, business groups, products and time. Additional views can be generated by blending synthetic contexts into the data to show trends and top/bottom types of reports. We have created a framework that allows us to measure customer experience using the above logic. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=analytics" title="analytics">analytics</a>, <a href="https://publications.waset.org/abstracts/search?q=customers%20experience" title=" customers experience"> customers experience</a>, <a href="https://publications.waset.org/abstracts/search?q=BI" title=" BI"> BI</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20operations" title=" business operations"> business operations</a>, <a href="https://publications.waset.org/abstracts/search?q=KPIs" title=" KPIs"> KPIs</a>, <a href="https://publications.waset.org/abstracts/search?q=metrics" title=" metrics"> metrics</a> </p> <a href="https://publications.waset.org/abstracts/152386/framework-to-quantify-customer-experience" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/152386.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">74</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">14203</span> Customer Relationship Management - “Is It a Myth or a Reality in Indian Consumer Context”</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Manish%20Manohar%20Hingorani">Manish Manohar Hingorani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the research is to find out the level of understanding, adoption, and implementation of CRM in Indian Businesses, either product/ service and the processes which should be followed to ensure minimal to no customer churn and further enhance loyalty. The study used comprehensive qualitative interviews of 36 respondents across mid and senior-level management in product and services organizations of Indian origin. The findings of the study exhibit a gap between the understanding, adoption and implementation of CRM in the Indian context. Different Industries have attributed different levels of understanding, adoption, and limited implementation studies on CRM to the Indian context exists in different industries, but studies related to the consequences of not understanding the true meaning of CRM at the grass root level and further than on non-adoption and non-implementation will have an adverse effect on the customer loyalty, and customer satisfaction leading to customer churn. As this was a qualitative approach, the analysis was content-based and discourse based. The responses were taken from mid to very-senior management decision-makers in organizations of Indian origin. <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=Indian%20consumer" title=" Indian consumer"> Indian consumer</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=customer%20experience" title=" customer experience"> customer experience</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/162438/customer-relationship-management-is-it-a-myth-or-a-reality-in-indian-consumer-context" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162438.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">95</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">14202</span> Understanding Cruise Passengers’ On-board Experience throughout the Customer Decision Journey</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sabina%20Akter">Sabina Akter</a>, <a href="https://publications.waset.org/abstracts/search?q=Osiris%20Valdez%20Banda"> Osiris Valdez Banda</a>, <a href="https://publications.waset.org/abstracts/search?q=Pentti%20Kujala"> Pentti Kujala</a>, <a href="https://publications.waset.org/abstracts/search?q=Jani%20Romanoff"> Jani Romanoff </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper examines the relationship between on-board environmental factors and customer overall satisfaction in the context of the cruise on-board experience. The on-board environmental factors considered are ambient, layout/design, social, product/service and on-board enjoyment factors. The study presents a data-driven framework and model for the on-board cruise experience. The data are collected from 893 respondents in an application of a self-administered online questionnaire of their cruise experience. This study reveals the cruise passengers’ on-board experience through the customer decision journey based on the publicly available data. Pearson correlation and regression analysis have been applied, and the results show a positive and a significant relationship between the environmental factors and on-board experience. These data help understand the cruise passengers’ on-board experience, which will be used for the ultimate decision-making process in cruise ship design. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cruise%20behavior" title="cruise behavior">cruise behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20activities" title=" customer activities"> customer activities</a>, <a href="https://publications.waset.org/abstracts/search?q=on-board%20environmental%20factors" title=" on-board environmental factors"> on-board environmental factors</a>, <a href="https://publications.waset.org/abstracts/search?q=on-board%20experience" title=" on-board experience"> on-board experience</a>, <a href="https://publications.waset.org/abstracts/search?q=user%20or%20customer%20satisfaction" title=" user or customer satisfaction"> user or customer satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/132154/understanding-cruise-passengers-on-board-experience-throughout-the-customer-decision-journey" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/132154.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">168</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">14201</span> Moderating Role of Fast Food Restaurants Employees Prior Job Experience on the Relationship between Customer Satisfaction and Loyalty</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Bala%20Banki">Mohammed Bala Banki</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper examines the relationship between employee satisfaction, customer satisfaction and loyalty in fast food restaurants in Nigeria and ascertains if prior job experience of employees before their present job moderate the relationship between customer satisfaction and loyalty. Data for this study were collected from matched pairs of employees and customers of fast restaurants in four Nigerian cities. A Structural Equation Modelling (SEM) was used for the analysis to test the proposed relationships and hierarchical multiple regression was performed in SPSS 22 to test moderating effect. Findings suggest that there is a direct positive and significant relationship between employee satisfaction and customer satisfaction and customer satisfaction and loyalty while the path between employee satisfaction and customer loyalty is insignificant. Results also reveal that employee’s prior job experience significantly moderate the relationship between customer satisfaction and loyalty. Further analysis indicates that employees with more years of experience provide more fulfilling services to restaurants customers. This paper provides some theoretical and managerial implications for academia and practitioners. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20satisfaction" title="employee’s satisfaction">employee’s satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%E2%80%99s%20satisfaction" title=" customer’s satisfaction"> customer’s satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=loyalty" title=" loyalty"> loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20prior%20job%20experience" title=" employee’s prior job experience"> employee’s prior job experience</a>, <a href="https://publications.waset.org/abstracts/search?q=fast%20food%20industry" title=" fast food industry"> fast food industry</a> </p> <a href="https://publications.waset.org/abstracts/111121/moderating-role-of-fast-food-restaurants-employees-prior-job-experience-on-the-relationship-between-customer-satisfaction-and-loyalty" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/111121.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">175</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">14200</span> Impact of Marketing towards Behavior Intention</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sathyamangalam%20Rangasamy%20Guru%20Prasath">Sathyamangalam Rangasamy Guru Prasath </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to the increasing homogeneity in product offerings, the attendant services provided are emerging as a key differentiator in the mind of the consumers. Services marketing are a sub field of marketing which covers the marketing of both goods and services. Service marketing differs from product marketing due to the face that services are intangible and typically require personal interaction with the customer. Relationships are a key factor when it comes to the marketing of services. The role of interpersonal relationships distinguishes service and product marketing in strategic vision and organizational considerations. This paper explores some of the trends in service marketing as they relate to strategic vision, operational and organizational changes, and marketing tactics. The presence of the customer in the service facility means that capacity management becomes an important driver of the firm’s profitability service marketing is a process from the organization’s point of view, but an experience from the customer’s perspective. The quality of the experience is a function of the careful design of customer service processes, adoption of standardized procedures, rigorous management of service quality, high standards of training and automation. Services marketing helps to ensure that these processes are designed from the customer’s perspective. Services marketing includes customer loyalty, managing relationships, complaint handling, improving service quality and productivity of service operations, and how to become a service leader in your industry. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20perspective" title="customer perspective">customer perspective</a>, <a href="https://publications.waset.org/abstracts/search?q=product%20marketing" title=" product marketing"> product marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20marketing" title=" service marketing"> service marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=rigorous%20management" title=" rigorous management"> rigorous management</a> </p> <a href="https://publications.waset.org/abstracts/55404/impact-of-marketing-towards-behavior-intention" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55404.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">14199</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">14198</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">14197</span> The Robotic Intervention in the Tourism Experience: The Customer Journey’s Touchpoints, Context, and Qualities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aikaterini%20Manthiou">Aikaterini Manthiou</a>, <a href="https://publications.waset.org/abstracts/search?q=Phil%20Klaus"> Phil Klaus</a>, <a href="https://publications.waset.org/abstracts/search?q=Kafia%20Ayadi"> Kafia Ayadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Tourism research has shown a growing need to comprehend the robotic tourism experience’s meaning and foundations while also offering guidance regarding future discussions and research. This paper aims to analyze the robotic tourism experience based on the basis of De Keyser et al.’s (2020) conceptualization. In order to develop three theoretical propositions, we explore the robotic tourism experience by means of the three building blocks: touchpoints, context, and qualities. The three building blocks should not be examined in isolation but as a system of interplaying factors impacting the customer journey and customer experience. The study discusses the theoretical and practical implications of these impacts, as well as providing future research directions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=robotic%20tourism%20experience" title="robotic tourism experience">robotic tourism experience</a>, <a href="https://publications.waset.org/abstracts/search?q=robot" title=" robot"> robot</a>, <a href="https://publications.waset.org/abstracts/search?q=touchpoints" title=" touchpoints"> touchpoints</a>, <a href="https://publications.waset.org/abstracts/search?q=context" title=" context"> context</a>, <a href="https://publications.waset.org/abstracts/search?q=qualities" title=" qualities"> qualities</a> </p> <a href="https://publications.waset.org/abstracts/141054/the-robotic-intervention-in-the-tourism-experience-the-customer-journeys-touchpoints-context-and-qualities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/141054.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">217</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">14196</span> Customer Churn Analysis in Telecommunication Industry Using Data Mining Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Burcu%20Oralhan">Burcu Oralhan</a>, <a href="https://publications.waset.org/abstracts/search?q=Zeki%20Oralhan"> Zeki Oralhan</a>, <a href="https://publications.waset.org/abstracts/search?q=Nilsun%20Sariyer"> Nilsun Sariyer</a>, <a href="https://publications.waset.org/abstracts/search?q=Kumru%20Uyar"> Kumru Uyar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Data mining has been becoming more and more important and a wide range of applications in recent years. Data mining is the process of find hidden and unknown patterns in big data. One of the applied fields of data mining is Customer Relationship Management. Understanding the relationships between products and customers is crucial for every business. Customer Relationship Management is an approach to focus on customer relationship development, retention and increase on customer satisfaction. In this study, we made an application of a data mining methods in telecommunication customer relationship management side. This study aims to determine the customers profile who likely to leave the system, develop marketing strategies, and customized campaigns for customers. Data are clustered by applying classification techniques for used to determine the churners. As a result of this study, we will obtain knowledge from international telecommunication industry. We will contribute to the understanding and development of this subject in Customer Relationship Management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20churn%20analysis" title="customer churn analysis">customer churn analysis</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=data%20mining" title=" data mining"> data mining</a>, <a href="https://publications.waset.org/abstracts/search?q=telecommunication%20industry" title=" telecommunication industry"> telecommunication industry</a> </p> <a href="https://publications.waset.org/abstracts/54412/customer-churn-analysis-in-telecommunication-industry-using-data-mining-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54412.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">316</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">14195</span> E-Commerce Product Return Management Effects on Consumer Experience and Satisfaction: A Fast-Fashion Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nora%20Alomar">Nora Alomar</a>, <a href="https://publications.waset.org/abstracts/search?q=Bianca%20Alexandra%20Stefa"> Bianca Alexandra Stefa</a>, <a href="https://publications.waset.org/abstracts/search?q=Saleh%20Bazi"> Saleh Bazi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research uncovers the determinants that drive millennial consumers to adhere to product return of fast-fashion products purchases via e-commerce and what effects it has on consumer experience and satisfaction. Online consumption has skyrocketed, with e-commerce being the only, most reliable, and safe method of shopping during and post Covid-19. It has been noted customers are demanding a wide variety of product characteristics and a generous optimal return policy. The authors have selected to examine millennial consumers as they are digital natives and have an affinity for researching, reading product reviews, and shopping online, with a great spending power due to a higher disposable income in comparison to other generations. A multi-study approach is adopted, where study one (interviews, sample of 20 respondents) investigates the factors that drive product return, and study two (PLS-SEM, sample of 250 respondents) looks into the relationships of product return management against behavioral outcomes by having the generated factors (from study one) as moderators. Five themes are generated from study one (return policies, product characteristics, delivery lead time, seasonality, product trial & overspending). The authors identify that two out of the five factors (seasonality, product trial & overspending) have not been highlighted by the literature. The paper examines 11 hypotheses, where 10 are supported. Findings highlight the quality of the product return management influences the overall millennial customer experience and satisfaction. Findings also indicate that product return management was identified to have a significant negative effect on customer experience. Additionally, seasonality has a significant but negative moderation, which means increasing seasonality decreases the relationship between product return management and customer experience and satisfaction. Results highlight that return policies have a significant negative influence on the relationship between returning a product and customer experience and satisfaction. Moreover, product characteristics are also identified to have a significant negative influence on the relationship between returning a product and customer experience and satisfaction. This study further examines the influence of the factors on direct e-commerce websites and third-party e-commerce websites. Findings showcase a strong statistical significance for the increased rate of return of fast-fashion products on third-party websites. This paper aids practitioners in taking strategic decisions related to return management, to improve the quality of logistical services and, in turn, increase profitability. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20experience" title="customer experience">customer 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=e-commerce" title=" e-commerce"> e-commerce</a>, <a href="https://publications.waset.org/abstracts/search?q=fast-fashion" title=" fast-fashion"> fast-fashion</a>, <a href="https://publications.waset.org/abstracts/search?q=product%20returns" title=" product returns"> product returns</a> </p> <a href="https://publications.waset.org/abstracts/156556/e-commerce-product-return-management-effects-on-consumer-experience-and-satisfaction-a-fast-fashion-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/156556.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">109</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">14194</span> An Investigation of Customer Relationship Management of Tourism</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wanida%20Suwunniponth">Wanida Suwunniponth</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research paper aimed to developing a causal relationship model of success factors of customer relationship management of tourism in Thailand and to investigating relationships among the potential factors that facilitate the success of customer relationship management (CRM). The research was conducted in both quantitative and qualitative methods, by utilizing both questionnaire and in-depth interview. The questionnaire was used in collecting the data from 250 management staff in the hotels located within Bangkok area. Sampling techniques used in this research included cluster sampling according to the service quality and simple random sampling. The data input was analyzed by use of descriptive analysis and System Equation Model (SEM). The research findings demonstrated important factors accentuated by most respondents towards the success of CRM, which were organization, people, information technology and the process of CRM. Moreover, the customer relationship management of tourism business in Thailand was found to be successful at a very significant level. The hypothesis testing showed that the hypothesis was accepted, as the factors concerning with organization, people and information technology played an influence on the process and the success of customer relationship management, whereas the process of customer relationship management factor manipulated its success. The findings suggested that tourism business in Thailand with the implementation of customer relationship management should opt in improvement approach in terms of managerial structure, corporate culture building with customer- centralized approach accentuated, and investment of information technology and customer analysis, in order to capacitate higher efficiency of customer relationship management process that would result in customer satisfaction and retention of service. <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=casual%20relationship%20model" title=" casual relationship model"> casual relationship model</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism" title=" tourism"> tourism</a>, <a href="https://publications.waset.org/abstracts/search?q=Thailand" title=" Thailand"> Thailand</a> </p> <a href="https://publications.waset.org/abstracts/9716/an-investigation-of-customer-relationship-management-of-tourism" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9716.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">330</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">14193</span> Notions of Criticality in Strategic Management of Hospitality Services in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chigozie%20P.%20Ugochukwu%20Okoro">Chigozie P. Ugochukwu Okoro</a> </p> <p class="card-text"><strong>Abstract:</strong></p> While the needs of the traveling public are becoming more evolving due to the ever-changing tourism ecosphere; there is a seeming inability to sustain competitive advantage through hospitality enterprise service quality differentials and effective service delivery. Contending with these evolving needs demands a re-assessment of the notions that drive service evolvement thoughts pattern and service delivery processes management in the hospitality enterprise. The intent of this study was to explicate the trends of the evolving needs of the traveling public that are critical to hospitality enterprise service management. The hypothetical study used customer satisfaction to dissect the strategic implication of perception, experience, and socio-cultural engagements in customization of hospitality enterprise services. The study found out that customer perception is cognitive and does not shape service customization. The study also elucidated that customer experience which can be evaluated, is critical in service structure determination and delivery. Socio-cultural engagement is intrinsic in driving service diversification. The study recommends tourists’ audit and cognitive insights as strategic actions for re-designing service efficiency and delivery in hospitality enterprise service management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=hospitality%20enterprise%20services" title="hospitality enterprise services">hospitality enterprise services</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title=" strategic management"> strategic management</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20service%20delivery" title=" quality service delivery"> quality service delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=notions%20of%20criticality" title=" notions of criticality"> notions of criticality</a> </p> <a href="https://publications.waset.org/abstracts/110045/notions-of-criticality-in-strategic-management-of-hospitality-services-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/110045.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">173</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">14192</span> Project Management Tools within SAP S/4 Hana Program Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jagoda%20Bruni">Jagoda Bruni</a>, <a href="https://publications.waset.org/abstracts/search?q=Jan%20M%C3%BCller-Lucanus"> Jan Müller-Lucanus</a>, <a href="https://publications.waset.org/abstracts/search?q=Gernot%20St%C3%B6ger-Knes"> Gernot Stöger-Knes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this article is to demonstrate modern project management approaches in the SAP S/R Hana surrounding a programming environment composed of multiple focus-diversified projects. We would like to propose innovative and goal-oriented management standards based on the specificity of the SAP transformations and customer-driven expectations. Due to the regular sprint-based controlling and management tools' application, it has been data-proven that extensive analysis of productive hours of the employees as much as a thorough review of the project progress (per GAP, per business process, and per Lot) within the whole program, can have a positive impact on customer satisfaction and improvement for projects' budget. This has been a collaborative study based on real-life experience and measurements in collaboration with our customers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=project%20management" title="project management">project management</a>, <a href="https://publications.waset.org/abstracts/search?q=program%20management" title=" program management"> program management</a>, <a href="https://publications.waset.org/abstracts/search?q=SAP" title=" SAP"> SAP</a>, <a href="https://publications.waset.org/abstracts/search?q=controlling" title=" controlling"> controlling</a> </p> <a href="https://publications.waset.org/abstracts/169536/project-management-tools-within-sap-s4-hana-program-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/169536.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">91</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">14191</span> Decomposition of the Customer-Server Interaction in Grocery Shops</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Andreas%20Ahrens">Andreas Ahrens</a>, <a href="https://publications.waset.org/abstracts/search?q=Ojaras%20Purvinis"> Ojaras Purvinis</a>, <a href="https://publications.waset.org/abstracts/search?q=Jelena%20Zascerinska"> Jelena Zascerinska</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A successful shopping experience without overcrowded shops and long waiting times undoubtedly leads to the release of happiness hormones and is generally considered the goal of any optimization. Factors influencing the shopping experience can be divided into internal and external ones. External factors are related, e. g. to the arrival of the customers to the shop, whereas internal are linked with the service process itself when checking out (waiting in the queue to the cash register and the scanning of the goods as well as the payment process itself) or any other non-expected delay when changing the status from a visitor to a buyer by choosing goods or items. This paper divides the customer-server interaction into five phases starting with the customer's arrival at the shop, the selection of goods, the buyer waiting in the queue to the cash register, the payment process, and ending with the customer or buyer's departure. Our simulation results show how five phases are intertwined and influence the overall shopping experience. Parameters for measuring the shopping experience are estimated based on the burstiness level in each of the five phases of the customer-server interaction. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customers%E2%80%99%20burstiness" title="customers’ burstiness">customers’ burstiness</a>, <a href="https://publications.waset.org/abstracts/search?q=cash%20register" title=" cash register"> cash register</a>, <a href="https://publications.waset.org/abstracts/search?q=customers%E2%80%99%20wait-ing%20time" title=" customers’ wait-ing time"> customers’ wait-ing time</a>, <a href="https://publications.waset.org/abstracts/search?q=gap%20distribution%20function" title=" gap distribution function"> gap distribution function</a> </p> <a href="https://publications.waset.org/abstracts/147564/decomposition-of-the-customer-server-interaction-in-grocery-shops" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147564.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">148</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">14190</span> Customer Relationship Management on Social Media Affecting Brand Loyalty of Siam Commercial Bank in Bangkok </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Charawee%20Butbumrung">Charawee Butbumrung</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research was to study customer relationship management on social media affecting brand loyalty of Siam Commercial Bank in Bangkok. The statistics used in data analysis were frequency, mean, standard deviation, and Pearson’s correlation coefficient based on social science statistic program. The result of the study found that the majority of the respondents were female, 37–47 years old of age, bachelor degree of education and monthly income between 10,001 and 15,000 Baht. In addition, customer relationship management in the overall and by each aspect of formulating, maintaining, and extending the customer relationship had a high score. Furthermore, the result of hypothesis testing showed that the difference of the customer’s age, education, occupation, average monthly income had the difference in brand loyalty with the statistical significance level of 0.05 and customer relationship management had related with brand loyalty in the same direction with the low level of statistical significance 0.05. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=brand%20loyalty" title="brand loyalty">brand loyalty</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=Siam%20Commercial%20bank" title=" Siam Commercial bank"> Siam Commercial bank</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/39955/customer-relationship-management-on-social-media-affecting-brand-loyalty-of-siam-commercial-bank-in-bangkok" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39955.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">246</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">14189</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">14188</span> Features Valuation of Intellectual Capital in the Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=H.%20M.%20Avanesyan">H. M. Avanesyan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Economists have been discussing the importance of intangible assets for the success of organization for many years. The term intellectual capital was popularized in the 1990s by Thomas Stewart. “Intellectual capital is the knowledge, applied experience, enterprise processes and technology customer relationship and professional skills which are valuable assets to an organization.” Human capital – includes employee brainpower, competence, skills, experience and knowledge. Customer capital – includes relations and networks with partners, suppliers, distributors, and customers. The objective of the article is to assess one of the key components of organizational culture – organizational values. The focus of the survey was on assessing how intellectual capital presented in these values of the organization. In the conclusion section the article refers to underestimation of intellectual capital by the organization management and the various possible negative effects of the latter. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20capital" title="human capital">human capital</a>, <a href="https://publications.waset.org/abstracts/search?q=intellectual%20capital" title=" intellectual capital"> intellectual capital</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20identity" title=" social identity"> social identity</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/19393/features-valuation-of-intellectual-capital-in-the-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19393.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">464</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">14187</span> Virtual Customer Integration in Innovation Development: A Systematic Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chau%20Nguyen%20Pham%20Minh">Chau Nguyen Pham Minh </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study is to answer the following research question: What do we know about virtual customer integration in innovation development based on existing empirical research? The paper is based on a systematic review of 136 articles which were published in the past 16 years. The analysis focuses on three areas: what forms of virtual customer integration (e.g. netnography, online co-creation, virtual experience) have been applied in innovation development; how have virtual customer integration methods effectively been utilized by firms; and what are the influences of virtual customer integration on innovation development activities? Through the detailed analysis, the study provides researchers with broad understanding about virtual customer integration in innovation development. The study shows that practitioners and researchers increasingly pay attention on using virtual customer integration methods in developing innovation since those methods have dominant advantages in interact with customers in order to generate the best ideas for innovation development. Additionally, the findings indicate that netnography has been the most common method in integrating with customers for idea generation; while virtual product experience has been mainly used in product testing. Moreover, the analysis also reveals the positive and negative influences of virtual customer integration in innovation development from both process and strategic perspectives. Most of the review studies examined the phenomenon from company’s perspectives to understand the process of applying virtual customer integration methods and their impacts; however, the customers’ perspective on participating in the virtual interaction has been inadequately studied; therefore, it creates many potential interesting research paths for future studies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=virtual%20customer%20integration" title=" virtual customer integration"> virtual customer integration</a>, <a href="https://publications.waset.org/abstracts/search?q=co-creation" title=" co-creation"> co-creation</a>, <a href="https://publications.waset.org/abstracts/search?q=netnography" title=" netnography"> netnography</a>, <a href="https://publications.waset.org/abstracts/search?q=new%20product%20development" title=" new product development"> new product development</a> </p> <a href="https://publications.waset.org/abstracts/55844/virtual-customer-integration-in-innovation-development-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55844.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">335</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">14186</span> Application of Customer Relationship Management Systems in Business: Challenges and Opportunities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Liagkouras">K. Liagkouras</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Metaxiotis"> K. Metaxiotis</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Customer relationship management (CRM) systems in business are a reality of the contemporary business world for the last decade or so. Still, there are grey areas regarding the successful implementation and operation of CRM systems in business. This paper, through the systematic study of the CRM implementation paradigm, attempts to identify the most important challenges and opportunities that the CRM systems face in a rapidly changing business world. <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=business" title=" business"> business</a>, <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title=" literature review"> literature review</a> </p> <a href="https://publications.waset.org/abstracts/6799/application-of-customer-relationship-management-systems-in-business-challenges-and-opportunities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6799.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">512</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">14185</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">14184</span> Digital Customer Relationship Management on Service Delivery Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Reuben%20Kinyuru%20Njuguna">Reuben Kinyuru Njuguna</a>, <a href="https://publications.waset.org/abstracts/search?q=Martin%20Mabuya%20Njuguna"> Martin Mabuya Njuguna</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Digital platforms, such as The Internet, and the advent of digital marketing strategies, have led to many changes in the marketing of goods and services. These have resulted in improved service quality, enhanced customer relations, productivity gains, marketing transaction cost reductions, improved customer service and flexibility in fulfilling customers’ changing needs and lifestyles. Consequently, the purpose of this study was to determine the effect of digital marketing practices on the financial performance of mobile network operators in the telecommunications industry in Kenya. The objectives of the study were to establish how digital customer relationship management strategies on performance of mobile network operators in Kenya. The study used an explanatory cross-sectional survey research design, while the target population was made up of from the 4 major mobile network operators in Kenya, namely Safaricom Limited, Airtel Networks Kenya Limited, Finserve Africa Limited and Telkom Kenya Limited. Sampling strategy was stratified sampling with a sample size of 97 respondents. Digital customer relationship strategies were seen to influence firm performance, through enhancing convenience, building trust, encouraging growth in market share through creating sustainable relationships, building commitment with customers, enhancing customer retention and customer satisfaction. Digital customer relationship management were seen to maximize gross profits by increasing customer satisfaction, loyalty and retention. The study recommended upscaling the use of digital customer relationship management strategies to further enhance firm performance, given their great potential in this regard. <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=customer%20service%20delivery" title=" customer service delivery"> customer service delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</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/79968/digital-customer-relationship-management-on-service-delivery-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/79968.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">238</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">14183</span> The Mediating Role of Artificial Intelligence (AI) Driven Customer Experience in the Relationship Between AI Voice Assistants and Brand Usage Continuance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=George%20Cudjoe%20Agbemabiese">George Cudjoe Agbemabiese</a>, <a href="https://publications.waset.org/abstracts/search?q=John%20Paul%20Kosiba"> John Paul Kosiba</a>, <a href="https://publications.waset.org/abstracts/search?q=Michael%20Boadi%20Nyamekye"> Michael Boadi Nyamekye</a>, <a href="https://publications.waset.org/abstracts/search?q=Vanessa%20Narkie%20Tetteh"> Vanessa Narkie Tetteh</a>, <a href="https://publications.waset.org/abstracts/search?q=Caleb%20Nunoo"> Caleb Nunoo</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Muniru%20Husseini"> Mohammed Muniru Husseini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The smartphone industry continues to experience massive growth, evidenced by expanding markets and an increasing number of brands, models and manufacturers. As technology advances rapidly, manufacturers of smartphones are consistently introducing new innovations to keep up with the latest evolving industry trends and customer demand for more modern devices. This study aimed to assess the influence of artificial intelligence (AI) voice assistant (VA) on improving customer experience, resulting in the continuous use of mobile brands. Specifically, this article assesses the role of hedonic, utilitarian, and social benefits provided by AIVA on customer experience and the continuance intention to use mobile phone brands. Using a primary data collection instrument, the quantitative approach was adopted to examine the study's variables. Data from 348 valid responses were used for the analysis based on structural equation modeling (SEM) with AMOS version 23. Three main factors were identified to influence customer experience, which results in continuous usage of mobile phone brands. These factors are social benefits, hedonic benefits, and utilitarian benefits. In conclusion, a significant and positive relationship exists between the factors influencing customer experience for continuous usage of mobile phone brands. The study concludes that mobile brands that invest in delivering positive user experiences are in a better position to improve usage and increase preference for their brands. The study recommends that mobile brands consider and research their prospects' and customers' social, hedonic, and utilitarian needs to provide them with desired products and experiences. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title="artificial intelligence">artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=continuance%20usage" title=" continuance usage"> continuance usage</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20experience" title=" customer experience"> customer experience</a>, <a href="https://publications.waset.org/abstracts/search?q=smartphone%20industry" title=" smartphone industry"> smartphone industry</a> </p> <a href="https://publications.waset.org/abstracts/173354/the-mediating-role-of-artificial-intelligence-ai-driven-customer-experience-in-the-relationship-between-ai-voice-assistants-and-brand-usage-continuance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/173354.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">80</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">14182</span> Enhance Customer Experience through Sustainable Development: The Case of a Natural Park</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lubica%20Hikkerova">Lubica Hikkerova</a>, <a href="https://publications.waset.org/abstracts/search?q=Jean-Michel%20Sahut"> Jean-Michel Sahut</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article aims to better understand how a natural park, with a touristic vocation, can benefit from its sustainable development approach to enhance the customer experience. For this aim, we analyze, on the one hand, the interactions between the different stakeholders in this sustainable tourism offer, their ways of cooperating to build this offer and, on the other hand, the perceptions of customers. To serve this purpose, two complementary qualitative methodologies have been conducted. As part of a systemic approach, a first study, through group discussions, was conducted with three categories of participants: (I) customers, (II) representatives of the park, communities, tourism offices and associations and 3-service providers in the park. For the second study, semi-directive interviews were realized with park managers and customers. Two levels of contributions have been found. First, we have demonstrated the value of a systemic approach to understanding sustainable tourism. Then, we developed, in the empirical part, a model of causal loops that allowed us to identify the various factors of the offer that decided potential tourists to visit the park and their impact on customer experience. The complementarity of this approach with semi-directive interviews with all the stakeholders enabled us to issue recommendations to improve the customer experience. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainable%20tourism" title="sustainable tourism">sustainable tourism</a>, <a href="https://publications.waset.org/abstracts/search?q=systematic%20approach" title=" systematic approach"> systematic approach</a>, <a href="https://publications.waset.org/abstracts/search?q=price" title=" price"> price</a>, <a href="https://publications.waset.org/abstracts/search?q=park" title=" park"> park</a> </p> <a href="https://publications.waset.org/abstracts/97502/enhance-customer-experience-through-sustainable-development-the-case-of-a-natural-park" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/97502.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">191</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">14181</span> Implementation of Cloud Customer Relationship Management in Banking Sector: Strategies, Benefits and Challenges</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ngoc%20Dang%20Khoa%20Nguyen">Ngoc Dang Khoa Nguyen</a>, <a href="https://publications.waset.org/abstracts/search?q=Imran%20Ali"> Imran Ali</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The cloud customer relationship management (CRM) has emerged as an innovative tool to augment the customer satisfaction and performance of banking systems. Cloud CRM allows to collect, analyze and utilize customer-associated information and update the systems, thereby offer superior customer service. Cloud technologies have invaluable potential to ensure innovative customer experiences, successful collaboration, enhanced speed to marketplace and IT effectiveness. As such, many leading banks have been attracted towards adoption of such innovative and customer-driver solutions to revolutionize their existing business models. Chief Information Officers (CIOs) are already implemented or in the process of implementation of cloud CRM. However, many organizations are still reluctant to take such initiative due to the lack of information on the factors influencing its implementation. This paper, therefore, aims to delve into the strategies, benefits and challenges intertwined in the implementation of Cloud CRM in banking sector and provide reliable solutions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=banking%20sector" title="banking sector">banking sector</a>, <a href="https://publications.waset.org/abstracts/search?q=cloud%20computing" title=" cloud computing"> cloud computing</a>, <a href="https://publications.waset.org/abstracts/search?q=cloud%20CRM" title=" cloud CRM"> cloud CRM</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a> </p> <a href="https://publications.waset.org/abstracts/134042/implementation-of-cloud-customer-relationship-management-in-banking-sector-strategies-benefits-and-challenges" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/134042.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">166</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">14180</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> <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%20Experience%20Management&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=Customer%20Experience%20Management&page=3">3</a></li> <li class="page-item"><a class="page-link" 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