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RELATIONSHIP MARKETING - factors affecting customer satisfaction

Extracts from this document...

Introduction

´╗┐RELATIONSHIP MARKETING P1 describe the development of relationship marketing Relationship marketing has become a new domain of study within the services sector but is growing increasingly important. Firms from every industry are attempting to build closer, more collaborative relationships with clients to better understand their needs in order to provide greater value and hence a greater share of wallet from the customers spending Development of relationship marketing CHANGE PERSPECTIVEs Clients say they need a Website. What they mean is they need to increase sales revenue. Developing the right kind of site to do that, but only understanding client?s basic need. RECOGNIZE VULNERABILITY In the midst of a project, it is useful to be in touch with client several times a week. But it?s the time between projects that is crucial to relationship-building. Once the work is done, drop out of that enviable top-of-mind awareness position. Over time, client isn?t as likely to think of the organization as their first port of call for a solution to their problem. This is when the organization is most vulnerable to replacement by a competitor. KEEP IN TOUCH It?s such a simple concept, but keeping in touch often sinks to the bottom of the ?to do? list. The single easiest way to keep in touch is to publish an email newsletter. Ask clients to subscribe and insert a subscription box on your site to capture email addresses of prospects who like the look of what you?re doing ROW TO MEET CLIENT NEEDS Websites are hardly stand-alone entities that need an occasional tweak. For most businesses, they?re but only one tool amidst many that are used to build brand, in ease revenues or minimize costs. And by offering more advanced tools that help clients reach their goals, by become more valuable. Build affiliations or strategic relationships with copywriters, photographers, search engine marketers, and other specialists whose talents will benefit clients. ...read more.

Middle

They were the first and they are still today the most active LCA on the continent. This company is developing rapidly and has gone through very important stages. Ryan air was founded in 1985 by the Ryan family in Ireland. In 1988 and during only one year due to financial losses, the company launches a business class service and a frequent flyer club for customers, this change has meant that Ryan air has changed its generic strategy. Indeed, the company since the early 90?s pursuing a cost strategy. Ryan air now offers the lowest fares in every market, high frequency flights, moving to a single aircraft fleet type, scrapping free drinks and expensive meals on board. These decisions have significantly reduced ticket prices for customers. In order to reduce again costs, Ryan air decided also to narrow down traveling lines from 19 to 6 routes between 1990 and 1992. With this new policy the Irish firm carry over 1 million passengers in one year for the first time in 1993. On 29th May 1997 Ryan air becomes a public company for the first time with a successful flotation on the Dublin and NASDAQ (New York) Stock Exchanges. In March 1999, Ryan air accepts the delivery of five new Boeing 737-800 series aircraft. Those new aircrafts began operations from the main base at London Stansted, and their impact allowed Ryan air to operate with significantly lower seat costs and to offer much lower airfares, but with better reliability and a fantastic new customer product (www.ryanair.com). Communication between customers and the company is always a priority. In 2000, Ryan air?s website (www.ryanair.com) became the largest booking website in Europe with more than 50.000 bookings each week. This source of information allows also customers to avail of the 31 ________________ Lowest car hire, hotel accommodation, travel insurance and rail services. At that time, Ryan air was the only LCA which developed interactive useful internet services for customers. ...read more.

Conclusion

Donald Schon of the MIT describes how each profession develops its own language, values, overarching theories, and role definitions. Members adopt these as frames of reference through which information is processed to describe reality, explain phenomena, and reaffirm professional identity. Edgar Schein of the Sloan School of Management defines organizational culture as a pattern of shared assumptions developed by the organization as it learns to cope with problems of external adaptation and internal integration. Because the assumptions have worked well enough, they are considered valid and are therefore taught to new members as the correct way to perceive, think and feel in relation to those problems. As a result, organizational culture develops a shared framework for people in organizations to collectively make sense of information. An important part of organizational culture is organizational politics. In a contest for influence and power, information may be used as a resource to protect vested interests or to justify preferred courses of action. Human Information Seeking: An Integrated Model The three processes of information needs, information seeking, and information use may be integrated into a general model of how humans seek information. As shown in Figure 2, the individual experiences information needs as she perceives gaps in her state of knowledge or her ability to make sense. The perception of information needs is shaped by cognitive, affective, and situational factors. The individual may choose to suppress this information need by for example, avoiding the problem situation, so that no information seeking ensues. Alternatively, the individual may decide to bridge this gap of knowledge or understanding through purposive information seeking. During information seeking, the selection and use of sources and information depends on perceived source accessibility, perceived source quality, task complexity, and personal interest. Information may also be received "incidentally" as a result of the individual?s habitual scanning of the media or conversations with others, even though these activities were not directed at addressing specific information needs. The outcome of information seeking is a set of noticed, selected information that is a very small proportion of the total information that is received. ...read more.

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