نتایج جستجو برای: customer behavior

تعداد نتایج: 658500  

2012

For decades, companies have embraced technology designed to aid them in strengthening their customer relationships. Traditionally, companies interacted with customers and managed these important relationships via customer relationship management (CRM) systems. But because a plethora of systems used in other parts of the business also contained important customer information, organizations began...

2014
Dia Zeglat Wasfi Alrawabdeh

This study aimed to measure the impact of employee empowerment on customer-oriented behavior in the Jordanian commercial banks. The study addressed two perspectives of empowerment (i.e., structural empowerment and psychological empowerment). The frontline employee’s perspective was used, since this position plays an excellent role in mediating the relationship between clients and service provid...

2006
Kok-Wai Chew P. M. Shingi Mohd. Ismail Ahmad

Technology Acceptance Model (TAM) was initially created to be a simple model to explain specific technology behavior in information systems. Over the last 18 years, due to its popularity, the TAM has been augmented by including various context-specific constructs to explain phenomenon in e-commerce, e-learning, ebanking, and wireless technologies besides information systems. This study, in the ...

2010
Praveen K. Kopalle Scott A. Neslin Baohong Sun Yacheng Sun Vanitha Swaminathan

We develop and estimate a dynamic structural model to determine the impact of frequency reward and customer tier components of a loyalty program on customer behavior. The contribution of this paper is: (i) we provide an integrated analysis and measurement of the impact of two critical components of a loyalty program; (ii) we develop a comprehensive model that incorporates key phenomena such as ...

2001
Ko de Ruyter Martin Wetzels

SUMMARY Call centers have become an important customer access channel as well as an important source of customer-related information. This boundary-spanning unit has finally enabled companies to take marketing's commonplace wisdom of listening to the customer literally. As a result of the fact that an increasing number of companies are now actively embracing the notion of interactivity, there h...

2001
Peter C. Verhoef Philip Hans Franses Bas Donkers

We formulate a theoretical model in which we postulate that if a customers' behavior is perceived as not optimal, customers will adjust this behavior based on their current satisfaction and payment equity. Furthermore, customers will also include new experiences. In our empirical study we particularly investigate customer referrals and the amount of services purchased. Our results show positive...

2013
Lu Zhang Xiangling Song Bingyong Tang

On the basis of literature research and field research, the article analyzed and summarized factors that affect the customer experience, and built index system of customer experience quality evaluation and evaluation model to help businesses understand the multi-channel customers’ behavior, to be evaluated on its own channel construction and the customer experience, enabling enterprises to the ...

Journal: :Electronic Commerce Research and Applications 2014
Jia-Yin Qi Qi-Xing Qu Yong-Pin Zhou

Most of the existing literature on CRM value chain creation has focused on the effect of customer satisfaction and customer loyalty on customer profitability. In contrast, little has been studied about the CRM value creation chain at individual customer level and the role of self-construal (i.e., independent self-construal and interdependent self-construal) in such a chain. This research aims t...

2013
Manjari Anand Zubair Khan Ravi S. Shukla

CRM is a kind of implemented model for managing a company’s interactions with their customers. CRM involves the customer classification to understand the behavior of the customer. There is a vital role of the data mining techniques for the classification. This paper presents the concept of one of the data mining technique ART for the customer classification for CRM.

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