Current Issue's Features (Volume 13 Number 1, April - September 2013)
Commitment to service quality in automotive dealerships: results from .........
Automotive dealerships play an integral role in the initial and on-going relationship
between the purchaser and vehicle manufacturer. Evidence, mostly anecdotal,
suggests that the buying and servicing experience of the paying public in
regards to automotive dealerships is far from ideal. With continuous improvement
systems such as TQM firmly embedded into the supply side of the car industry,
questions still exist surrounding the level of service quality being adopted by
car dealerships. The purpose of this paper is to establish if service quality is a
pursued culture within new car dealership operations and determine if key quality
principles such as top management support, customer focus, process management,
and employee involvement are practised factors. Results indicated a reasonably
high level of commitment to service quality within dealerships, including
the factors considered important to the success of quality outcomes. Questions
still remain about quality endorsement, the type of quality systems being used
and the depth of penetration of quality at the ground level.
Progressives, Loyalists, Multinationals, and Newcomers: Clusters for ..........
The purpose of this study is to identify segments of organizational customers
of general insurance (OCGI) based on their perception of value (CPV) and demographic
data. Data were collected through 21 interviews, two discussion
groups, and administering 400 questionnaires. Following exploratory and confirmatory
factor analyses, a cluster analysis was conducted. Findings indicated
the presence of four distinct segments of business customers with similar characteristics
and perception of value - progressives, loyalists, multinationals, and
newcomers. Positive reputation seems to be the most effective marketing appeal,
which influences all the four clusters. These findings have value for insurance
providers in target marketing. Given the similarities among the Arab countries
in general, and among the six gulf cooperation council (GCC) member countries
(Bahrain, Kuwait, Oman, Saudi Arabia, United Arab Emirates, and Qatar) in
particular, the authors expect that the results may be generalized to this region.
This study may also contribute to filling this gap in the literature of CPV of
Technology based mamagement of customer relational capital: Human-Touch ............
This paper examines the role of information communication technology (ICT)
in customer relation management(CRM). It explores organizational intellectual
capital (IC) based on CRM by analyzing the efficiency and the effectiveness of
ICT for social interaction and relationships between organizations and their
customers. In doing so it seeks to understand the impact of ICT on the exploration
or exploitation of knowledge or a combination of both. It asserts that ICT
enables organizational efficiencies but compromises effectiveness and customer
relational capital. It concludes that, although strong ties are costly; they foster
stronger customer relationships-hence enabling competitive advantage. An
organizationís customers are more likely to be satisfied with interactive communication
and direct contacts than by passive interaction using ICT-oriented
processes such as process management, websites for online commerce and automated
calling centres. The study concludes that organizations that emphasise
efficiencies merely for cost-cutting may find their customers less satisfied, build
weak relationships with their customers, and ultimately face diminishing organizational
learning and innovation capabilities.
has an International editorial board and has representation from the
academia both from Indian and foreign universities. The editorial
advisory board is still being expanded."