The customer profile of the new product of Gemak Ltd. has been created after identifying behavioral, geographic, demographic, and psychological factors of customers. Geographical location, monthly earning of customers, standard and lifestyles of customers has also been considered.
Target
Factors
Description
Geographic
1. Location As Gemak Ltd. will establish its start-up business in London, it will target six cities of London by building its main business in the core area of the town
2. Culture Gemak Ltd. will target British people, including students, job holders, business persons, and families who eat bread as their breakfast item
Demographic
1. Age Gemak Ltd. will target customers of all age group people especially from 5 to 60 years old people
2. Education level Gemak Ltd. will not sell its new product by seeing the education-level of customers because bread item has no relation with educational qualification and all educated and uneducated people can buy new-flavored bread
3. Income level Gemak Ltd. will target all income-level people from low to high, and Gemak Ltd. will launch its new bread item at an affordable price (Verhoef, 2019).
4. Gender Gemak Ltd. will target both males and females as food items will not require any specific gender level.
Psychographic
1. Personality The Food company will prefer to see the personality of customers who like to buy bread items regularly.
2. Values Gemak Ltd. will give customers value based on their logical options of buying the company's new product and existing product.
3. Attitudes Gemak Ltd. will target customers for the new product who show positive attitudes in the company's buying products on previous occasions.
Behavioral 1. Benefits looking Some customers will be targeted by giving them discounts and loyalty points who like to get benefits while buying products (Soln, 2020)
2. Usage rate Regular customers will be targeted based on their buying patterns and purchasing behavior who regularly buy Gemak Ltd products.
3. Loyalty status
Loyal customers will be targeted for the new product of Gemak Ltd. who previously earn loyalty points from buying food items.
To develop key relations with customers and stakeholders, Gemak Ltd. should create a plan to evaluate customers who will influence the business in a start-up because fundamental relations with customers and stakeholders are essential while introducing a new product in the market.
Some ways have been identified for Gemak Ltd. for building strategic relationships with customers and stakeholders –
Active relationships: The Company should have built a strong relationship during the start-up process because Gemak Ltd. should take every opportunity to develop key relationships with stakeholders.
Involve stakeholders: Gemak Ltd. should involve its stakeholders in every business process because the business can successfully launch its new product based on stakeholders' interests (Max, 2019).
Schedule meetings: Gemak Ltd. should arrange regular meetings with stakeholders to give value to the importance of customers, and regular communication with stakeholders will allow the company to start the business from the same page.
Keeping words and addressing issues: Gemak Ltd. has to make some promises while keeping relationships with stakeholders. Therefore, Gemak Ltd. has to fulfill all promises of stakeholders to develop key relations with them.
Having an open mind: During Gemak Ltd. will create win-win relations with stakeholders, the company may not like the opinions of stakeholders at a stage, but the company has to accept the situation by taking suggestions of stakeholders (Oberle, 2018). If the company cannot take suggestions, it should thank stakeholders for their opinions.
Some influencers directly influence the start-up of a business where they assist the business as they have benefited from helping the company reach its goals.
Investors: Investors have a direct interest in Gemak Ltd. as they will get profits from the business, and they will influence the business is going in the right direction so that their investors do not get fall for any bad situation.
Employees: Employees can also influence the start-up of a business such as Gemak Ltd. as they will get salaries while working in the company, and they will influence the business to achieve its objectives in earning profits and selling maximum products.
Suppliers: Suppliers will also influence the start-up business process of Gemak Ltd. as they get benefits from the company by supplying required raw materials, which help the company increase its productivity and earn profits.
Shareholders: Shareholders buy shares of Gemak Ltd. so that they can get a share of profits from the total earnings of the business, and they will influence the business to reach its goals and objectives so that the company gives its maximum efforts to earn as much profit as possible (Simon, 2020).
Customers: Customers also influence a start-up business to run its business process when they have particular interests in its products, and they buy products from the company so that the company can survive in the market to supply customers their required products.
Designing a customer management plan
Before designing a customer management plan, Gemak Ltd. has to determine how the company will manage its customers and attract customers. Gemak Ltd. will collect information on its customers through sales data, service calls, special offers or campaigns, self-service system, or consumers' mailing lists.
1. Consumer information collection
Sales data: Gemak Ltd. will collect information on customers from its different selling bills and records where consumers' details can be found. Sales data is an essential process of collecting information on customers (Nassar, 2019).
Service calls: Gemak Ltd. may receive many calls from customers for online orders, negotiation or company information, etc. Gemak Ltd. can collect information on customers from different service calls.
Special offers: Gemak Ltd. can collect information on customers by organizing different campaigns and special offers to collect records on which customers have particular interests in its new products.
Mailing lists of consumers: Gemak Ltd. may have communication with different consumers through mails where consumers communicate with the company to obtain product information or collect ideas on the company's current offers. Gemak Ltd. can collect information on customers from mailing lists (Vanitha, 2020).
2. Database creation
After collecting data from different sales processes and records, Gemak Ltd. will create a database of customers where all consumers' information will be provided.
Customer data warehouse: A customer data warehouse is an essential process of gathering consumers' collected information, and the customer data warehouse can be accessible with other systems. However, Gemak Ltd.'s management will create a unified customer data warehouse by pulling data from other resources so that the company can create a customer profile. After creating the data warehouse, the structured information should be available to the marketing process.
Customer interaction database: The customer interaction database can help Gemak Ltd collect all structured and unstructured data of customers where the company will use different software to collect data on customers. The customer interaction database will identify different touchpoints where customers communicate with the company (Babbar, 2018). Some common examples of customer interaction databases are Hubspot, CRM, Zoho CRM, and Salesforce, which are used to collect the interaction with different customers.
3. Customer management process
After collecting data and creating a vast database on customers, the company will use different processes to communicate and manage regular and new customers while launching the new product.
Salesforce: Salesforce will enable Gemak Ltd. to personalize every experience of customers by unifying sales service, marketing, e-commerce channels, and CRM, etc. The salesforce will identify new processes on how the company can increase its sales by identifying customers' requirements.
Customer service: Customer service is a bigger process in customer management because customers may have complaints against the company's products or services, or consumers may have to look for recommendations while buying products (Kaul, 2017). Sales representatives must provide the best customer service to satisfy customer needs.
Call center: When direct communication is not possible with customers, the company can open a call center where customers will be managed to give them information on the current list of products and current offers or any problem or issue they face and how the company will manage the issue.
Direct mail: Direct mail is a formal process of customer management where Gemak Ltd. will send mails to regular consumers who like to get emails on new offers, promotions, and new products available in the company (Campbell, 2019).
Social media and internet: Social media and the internet are a new process of customer management where Gemak Ltd. will provide all information on the company on the website or social media site so that all customers can access it, and it is a very easy process to manage a huge number of customers.
4. Collecting feedbacks
After implementing the customer management process, Gemak Ltd. will collect feedback from customers on which process is suitable for them and improve its customer management system. After collecting feedback, the company will try to update the customer management plan. For example, customers complain that sales representatives cannot correct products while giving customer service. Therefore, Gemak Ltd. should recruit new sales representatives who have good skills in communication skills.
Negotiation strategy
There are different types of negotiation strategies that can b chosen by Gemak Ltd., which are competing, collaborating, compromising, avoiding, and accommodating strategy. Gemak Ltd. has chosen to apply the compromising strategy as its negotiation strategy, where it is the best option to satisfy customers while negotiating with them.
In the compromising strategy, Gemak Ltd. will apply the medium-level of assertiveness and medium-level of cooperativeness. In this negotiation strategy, the company will try to lose some negotiation so that both parties can compromise some losses for the benefits of their relationships (Kim &4 Choi, 2021). It is also a form of bargaining style where both parties have to compromise to make a final deal, and they have to find a solution while agreeing so that no party has to face significant losses.
In the compromising strategy, no side can get 100% benefits, and both parties have to give up something, forgetting what they want. They will agree with both parties to reach an acceptable agreement that will give minimum benefits to both sides. The benefit of the compromising negotiation strategy is that it will provide Gemak Ltd. a faster solution while negotiating with customers (Brett, 2018). On the other hand, this negotiation strategy does not lose relationships with customers. The compromising negotiation strategy also provides a temporary solution where both parties can get a win-win situation.
For example, Gemak Ltd. cannot fulfill customers' needs in giving required products, and the company provides another product that the customer did not order. Therefore, the customer wants the full refund of money while the company wants to negotiate with the customer by giving a 50% refund. After that, the customer agrees to take 50% refunds from the wrong order.
Recommendations
The assignment has provided some concepts on how Gemak Ltd. can build relationships with customers and different stakeholders for introducing a new product in the market. Some tools and techniques are applied to demonstrate different processes for building relationships with customers. Some recommendations are given for Gemak Ltd. to demonstrate how the company can improve its relationship building with stakeholders.
After creating the customer profile, Gemak Ltd. should demonstrate regular and irregular customers and how they can make interact with new customers. The company should make profiles of each segment of customers to understand the habits, attitudes, and behaviors of regular and new customers.
The customer management plan can help Gemak Ltd understand how they can collect information on customers and how they will manage customers with the different communication processes.
The negotiation strategy of Gemak Ltd. will help the company understand how the management will negotiate with stakeholders when it has conflicts over a decision with customers, and the company will use the given strategy to negotiate with customers.
References
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Coursework Brief:
Component 1 (group):
The entrepreneurial sales process is different. In an established business you have history, you have statistics to help you. In a start up you don’t. One of the key points coming out of Steve Blank’s Four Steps to Epiphany is the need once you have validated the problem and began to develop the solution is to consider how to develop a sales channel and a sales process. This means understanding the customer, how they think, what the gains and pains are for them.
Therefore, this assignment picks up on these themes explored in the Market Focus module if you have taken that and the work under Strategic Thinking and the development of personas. Under Steve Blank’s CDP process the second step is customer validation. This means exploring the influencers, the pitches, the rationale, the publications, and the conferences that your target customers listen to inform their opinion and reference points. We want you to explore this process.
Therefore Assignment 1 is a technical document, the student group must create a (real) case of customer development via the construction of a sales protocol. To achieve this, you need to choose the product of a start-up business and develop for them a sales protocol based on what you can apply from your studies and nature of the business – if you see companies like https://thegutstuff.com/ they are very clear on their sales pitch to you as the consumer. So, one means to undertake this assignment is explore the likes of kickstarter for suitable products and develop a sales pitch for them based on the information they detail about themselves.
In doing this you must provide strong evidence of the correct use of adequate analytic tools (preferably from a quantitative perspective) and concepts exposed in the development of this module. Students need to consider focusing on the following:
Comprehensive creation of a customer profile
Key Relations between customer and stakeholders and who are the influencers that can assist the startup
Design a customer management plan and negotiation strategy (for instructional purpose), based on the customer journey with evident and explicit inclusion on other relevant tools.
The student should demonstrate that can evaluate and apply concepts, tools and techniques of Building relationships; analyse and evaluate the relationship between strategic objectives/intent and operational/resource planning in terms of successful strategic customer management and negotiation planning; and evaluate the impact of culture, politics, stake-holder influence; social and ethical issues on the formulation and the strategic customer/stakeholder management and negotiation, to presented in the form of an instructional sales protocol.
IMPORTANT NOTE: the sections of recommendations and customer profile must be evident in the document!
Component 2 (individual): Students could adopt many different approaches for the development of the reflective log, but are advised to develop a critical argument in depth and detail; the key objective being to explore the differences between the relationship management in startups to other established organisations; explaining the evolution of their rationale in the design of the customer profile and negotiation strategy – sales protocol, supported by quantitative analysis - if possible - and strong use of updated evidence of their participation on the tasks scheduled in the development of the module.
For example, students could consider focusing on the following:
• Strategic Decision Making - how the understanding of the customer and its environment was used to develop the sales protocol and the negotiation plan, through the active planning and participation in the tasks of this module?
• How the understanding of stakeholder relationships was incorporated in the design of the negotiation plan?
• How did you gain understanding of the tools and concepts of the module and hoe these were applied in the tasks and the development of the sales protocol?
Notes for Students:
Instructions for completion and submission of written assignment
Module Learning Outcomes assessed by this component: The student should demonstrate that elements related with all the learning outcomes (see module handbook) are present in the discussion and analysis developed in the reflective log.
This assessment is worth Component 1: 30% and Component 2: 70% of the marks for the module;
You must submit your assessment electronically on My Beckett using the Turnitin icon;
The word count is for the component 1: 2000 words and for component 2: 3500 words, both plus/minus 10%
Words included in the bibliography are not included in the word count;
You should only use Harvard referencing;
Any websites referred to must be properly referenced;
The text of your assessment must be displayed using a 12-point (or larger) Arial or Verdana font and with a line spacing of at least 1.5.
Feedback:
Date generic feedback will be available: Within four weeks of the assessment period, subject to the date set for the release of results
Component 1: 12-05-21
Component 2: 12-05-21
How generic feedback will be returned to you: Posted on the module on MyBeckett.
Date provisional marks will be available Within four weeks of the assessment period, subject to the date set for the release of results
Component 1: 12-05-21
Component 2: 12-05-21
How provisional marks will be returned to you: Posted on the module on MyBeckett.
Date individual feedback will available Following the Module Board and the return of all scripts from the External Examiner
Component 1: 12-05-21
Component 2: 12-05-21
How individual feedback will be returned to you: By collection of assessments as directed by your Admin Team
Course Title(s):
Module Title: Building Relationships Level: H7
Assessment Title: Component 1 - Sales Protocol (Technical report) Weighting: 30%
Criteria and Weighting 100-85 84-70 69-60 59-50 49-40 39-30 29-15 14-0
Critically evaluate and apply concepts, tools and techniques for building relationships The student will demonstrate an excellent grasp of the theories and concepts.
There will be clear understanding of the value of the concept/theory in this situation.
There will be abundant evidence of wide reading, research and good critical evaluation of concepts/theories around the issues The student will demonstrate an excellent grasp of the theories and concepts.
There will be clear understanding of the value of the concept/theory in this situation.
There will be abundant evidence of wide reading, research and good critical evaluation of concepts/theories around the issues The student will demonstrate a good grasp of the concepts/theories.
Most of the relevant information is accurately presented and critically deployed with evidence of reading, research and critical evaluation of concepts/theories. The student will demonstrate a good grasp of the concepts/theories.
Most of the relevant information is accurately presented and critically deployed with evidence of reading, research and critical evaluation of concepts/theories. The work will have no major factual errors.
The student will have demonstrated adequate/some understanding of the theories and concepts.
Fair/some evidence of reading, research and critical evaluation of concepts/theories is provided. There will be major errors, inaccuracies and/or omissions.
Significant aspects of the theories/concepts will be missing or misunderstood.
Poor or no evidence or reading, research and critical evaluation of concepts/theories is provided There will be major errors, inaccuracies and/or omissions.
Significant aspects of the theories/concepts will be missing or misunderstood.
Poor or no evidence or reading, research and critical evaluation of concepts/theories is provided There will be major errors, inaccuracies and/or omissions.
Significant aspects of the theories/concepts will be missing or misunderstood.
Poor or no evidence or reading, research and critical evaluation of concepts/theories is provided
Professional analysis and presentation of relationship between strategic profile elements and the negotiation design. objectives/intent and operational/resource planning in terms of successful strategic customer management and negotiation All the major issues and some less obvious ones will have been identified.
The analysis of the case will be thorough and comprehensive, and there will be an outstanding integration of theory and practice. All the major issues and some less obvious ones will have been identified.
The analysis of the case will be thorough and comprehensive, and there will be an outstanding integration of theory and practice. All the major issues will be identified.
Analysis of the case will be thorough and there will be good integration of theory and practice. All the major issues will be identified.
Analysis of the case will be thorough and there will be good integration of theory and practice. The work will have no major factual errors.
The student will have demonstrated adequate/some understanding of the theories and concepts.
Fair/some evidence of reading, research and critical evaluation of concepts/theories is provided. There will be little/no evidence that the theory/concepts have been applied to the case organisation / situation being analysed.
Analysis will be superficial, mostly descriptive, with major issues being missed. There will be little/no evidence that the theory/concepts have been applied to the case organisation / situation being analysed.
Analysis will be superficial, mostly descriptive, with major issues being missed. There will be little/no evidence that the theory/concepts have been applied to the case organisation / situation being analysed.
Analysis will be superficial, mostly descriptive, with major issues being missed.
Evaluate the impact of different stakeholder influence elements, , social and ethical issues on the strategic customer/stakeholder management and its influence on the negotiation design. Recommendations will be comprehensive, and clearly demonstrate the integration of theory and practice.
Recommendations relating to this will be appropriate, accurate, specific and justifiable - well supported by evidence and critical analysis Recommendations will be comprehensive, and clearly demonstrate the integration of theory and practice.
Recommendations relating to this will be appropriate, accurate, specific and justifiable - well supported by evidence and critical analysis Recommendations will clearly derive from the analysis and the application of concepts/theories;
Recommendations will be adequate, supported by good evidence and critical analysis. Recommendations (will clearly derive from the analysis and the application of concepts/theories;
Recommendations will be adequate, supported by good evidence and critical analysis. Recommendations made will be practical.
Consideration will have been given to the problems of implementation. (Some) evidence and analysis is provided to support the Recommendations (for the report) Recommendations will be vague, general, based on ‘common sense’.
Poor or no evidence/analysis supports the Recommendations
Recommendations will be vague, general, based on ‘common sense’.
Poor or no evidence/analysis supports the Recommendations
Recommendations will be vague, general, based on ‘common sense’.
Poor or no evidence/analysis supports the Recommendations
Course Title(s):
Module Title: Building relationships Level: H7
Assessment Title: Component 2 - Reflective log Weighting: 70%
Criteria and Weighting 100-85 84-70 69-60 59-50 49-40 39-30 29-15 14-0
Critically evaluate and apply concepts, tools and techniques of building relationships. The student will demonstrate an excellent grasp of the theories and concepts.
There will be clear understanding of the value of the concept/theory in the development of the case.
There will be abundant evidence of wide reading, research and good critical evaluation of concepts/theories around the issues The student will demonstrate an excellent grasp of the theories and concepts.
There will be clear understanding of the value of the concept/theory in this situation.
There will be abundant evidence of wide reading, research and good critical evaluation of concepts/theories around the issues The student will demonstrate a good grasp of the concepts/theories.
Most of the relevant information is accurately presented and critically deployed with evidence of reading, research and critical evaluation of concepts/theories. The student will demonstrate a good grasp of the concepts/theories.
Most of the relevant information is accurately presented and critically deployed with evidence of reading, research and critical evaluation of concepts/theories. The work will have no major factual errors.
The student will have demonstrated adequate/some understanding of the theories and concepts.
Fair/some evidence of reading, research and critical evaluation of concepts/theories is provided. There will be major errors, inaccuracies and/or omissions.
Significant aspects of the theories/concepts will be missing or misunderstood.
Poor or no evidence or reading, research and critical evaluation of concepts/theories is provided There will be major errors, inaccuracies and/or omissions.
Significant aspects of the theories/concepts will be missing or misunderstood.
Poor or no evidence or reading, research and critical evaluation of concepts/theories is provided There will be major errors, inaccuracies and/or omissions.
Significant aspects of the theories/concepts will be missing or misunderstood.
Poor or no evidence or reading, research and critical evaluation of concepts/theories is provided
Critically analyse and evaluate the relationship between strategic objectives/intent and operational/resource planning in terms of successful profile and design a plan for customer management and negotiation All the major issues and some less obvious ones will have been identified.
The analysis of the development of the case will be thorough and comprehensive, and there will be an outstanding integration of theory and practice. All the major issues and some less obvious ones will have been identified.
The analysis of the development of the case will be thorough and comprehensive, and there will be an outstanding integration of theory and practice. All the major issues will be identified.
Analysis of the development of the case will be thorough and there will be good integration of theory and practice. All the major issues will be identified.
Analysis of the development of the case case will be thorough and there will be good integration of theory and practice. The work will have no major factual errors.
The student will have demonstrated adequate/some understanding of the theories and concepts.
Fair/some evidence of reading, research and critical evaluation of concepts/theories is provided. There will be little/no evidence that the theory/concepts have been applied to the case organisation / situation being analysed.
Analysis will be superficial, mostly descriptive, with major issues being missed. There will be little/no evidence that the theory/concepts have been applied to the case organisation / situation being analysed.
Analysis will be superficial, mostly descriptive, with major issues being missed. There will be little/no evidence that the theory/concepts have been applied to the case organisation / situation being analysed.
Analysis will be superficial, mostly descriptive, with major issues being missed.
Evaluate the impact of organisation culture, Politics, stake-holder influence, social responsibility and ethical issues on strategy formulation and the strategic decision making process. Conclusions (for the poster) will be comprehensive, and clearly demonstrate the integration of theory and practice.
Conclusions (for the poster) relating to this will be appropriate, accurate, specific and justifiable - well supported by evidence and critical analysis Conclusions (for the poster) will be comprehensive, and clearly demonstrate the integration of theory and practice.
Conclusions (for the poster) relating to this will be appropriate, accurate, specific and justifiable - well supported by evidence and critical analysis Conclusions (for the poster) will clearly derive from the analysis and the application of concepts/theories;
The Conclusions (for the poster) will be adequate, supported by good evidence and critical analysis. Conclusions (for the poster) will clearly derive from the analysis and the application of concepts/theories;
The Conclusions (for the poster) will be adequate, supported by good evidence and critical analysis. The Conclusions (for the poster) made will be practical.
Consideration will have been given to the problems of implementation. (Some) evidence and analysis is provided to support the Conclusions (for the poster). Conclusions (for the poster) will be vague, general, based on ‘common sense’.
Poor or no evidence/analysis supports the Conclusions (for the poster)
Conclusions (for the poster) will be vague, general, based on ‘common sense’.
Poor or no evidence/analysis supports the Conclusions (for the poster)
Conclusions (for the poster) will be vague, general, based on ‘common sense’.
Poor or no evidence/analysis supports the Conclusions (for the poster)
Building Customer Relationships strategy of Gemak Ltd.
Introduction
Being able to draw future panoramas and understand what ** at stake for the *********** ****** is *********** for *** management of **** and ***** sector. The whim in sales forecasting will allow ** to **** ** accurate view of the progress of the business, schedule investments, ********** market trends *** plan more profitable and effective strategies according to the reality of the company.
Segment and empower our team
Every good ***** ******* understands that he always has to deal with consumers in ******* segments and requirements. Here, segmentation and preparation can be provided for *** ***** team itself and prepared for different forms of market processes and agreements. The team that ******** with sales in practice still must be all informed of the value, terminology, payment process, goods ** stock and customer profile. The workers ****** **** better ******* any customer profile, reflecting more successful outcomes. It is also necessary ** ******** the team (Mithas ** al., 2005).
Align Marketing *** Sales
Sales administration
Align sales and marketing Indeed, ******** a ****** product or service is not enough. It has been found **** **** entrepreneurs in management ignoring that ** is important ** work together with the marketing sector in order to maximize revenue (********** et al., 2006). It **** be remembered that this sector generates demand such that transactions take ***** in a productive manner and that the corporation is successful. Marketing **** has the purpose of gathering *** market information required defining target demographic, potential customer requirements, and ***** ******* to raise consumers' ******** in buying the product / service. Thus, the marketing purpose is to gather the market data ****** to enhance consumer ********** in purchased product/service provided by *** Firm (*** concept ** target audience, ***** of potential customers, etc. A strong marketing management ***** with *** sales department to achieve ******* targets at the lowest ******** expense such **** the best connections will become buyers (Sargeant, 2002).
Build customer loyalty
Sales management retention of ******** clients As I **** already pointed *** above, it is important *** managers to maintain a strong ************ with current customers. It is, of course, necessary to capture new consumers; but it is still **** relevant to keep the audience faithful. Satisfied ********* and potential customers drive ********** revenue. The next step is to chart *** design loyalty measures the most assiduous and ********** customers. Differential ********** is one potential direction the differential of a business can be excellent and ************ service. Additionally, it offers benefits, gifts and special deals. In addition to enhancing communication with the public through emails and social networks, ***** techniques include benefits, gifts *** special promotions. The main thing ** to respect those ********* who trust our enterprise and keep strengthening this confidence (Verhoef, 2003).
Control of revenue
Application of sales control technology the administration of revenue works **** several records, identification documents, orders, receipts, budgets and commissions. I know how. In addition to promoting the *********** of future programs, the ********** is a bunch ally in order to simplify *** enterprise and to **** the figures more accurate and agile. It is the only ************ tool that incorporates ERP systems and provides many management and ********** features. Since ** ** the only ERP device integrated sales network that ******** a number ** management and ********** functionalities. This involves ******** business communications, planning plans and budgets ************* for *** estimates, and ********* various digital workflows *** the sales process. One don't need to think if ** are new ** this kind ** ****** (Verhoef, 2003).
Customer service
The sales method can be described in two ways. The first is to maintain the emphasis of *** process at *** business stages: prospecting, demonstration, bargaining, closure and ***** sales. The ******** ********** begins to ******* and continues to *** end user, considered to be a **** element of the market plan. To realize that ********* are not only figures, but individuals, it is essential for the business to be opened. *** behaviour of people has evolved over the years, ***** to a dynamic economic scenario and technical progress (Keiningham et al., 2006). ***** the ********** is essential for the organisation, a competent tactic is required to succeed and *** desired outcomes can be achieved. The *********** would **** use resources to improve this consumer partnership. The use ** management technologies is *** of the major ********* techniques because it is a ******** ************ system (Sargeant, 2002). ** one level or another, the client is not always. *** this isn't the stage we're really ******** about. A presentation ***** for the business could only be a consumer awareness of *** product. Or, *** example, directly after the presentation, he should start negotiating principles and conditions without giving his business a price. For instance, without allowing his organization time to think about a bargaining plan he **** start ** negotiate principles and conditions ******** after the presentation (Keiningham ** al., 2006).
Strategies for Consumer Relations
We should ****** on a purchase using the best content
Corporate Blog
This is one of the partnership tactics that worked **** **** for many ********** who use content marketing ** draw clients, prospects or even introduce their companies to people who are searching for an internet search engine related topic. The ******* here ** ** pick keywords that are very ******* on the internet that ***** to our company, and write articles for our audience on a blog that ******* important and interesting material. we will launch our partnership with ********* customers ** demonstrating ** current customers the level of knowledge we need about *** solution or *** pertinent details we need. It can **** be closed sometimes (Keiningham ** al., 2006). Perhaps, if a client taps on the correct call to ****** on our website it is also possible ** close a deal. A second approach used to improve client ************* is to include rich content, such as tutorials, e-books, tech test drives, etc., to enable the user to keep details, such as name *** email (Reinartz et al., 2004).
E-mail marketing and newsletters
**** approach ** closely related to the previous consumer partnership. ******** the customer can still allow newsletters to be sent ******* leaving contact information. But ** only ******** if the ***** people get the correct email. This is **** we said and stressed: selling relationships means knowing the clients! There is also no point ** ******* ** to him again ** our sale or CRM scheme says that the consumer already has bought one piece. That's what we ***** and emphasized the ******* of relationships involves knowing the ******* (Reinartz et al., 2004).
Stories Videos
Well-*********** videos and a ******* channel will ***** enhance the consumer relationship. Even because we will be able to use them on some other social sites, such as ** Facebook, in addition to the site and in *** ****** commented above. Whenever **** from visitors ** our social networks can be collected, **** will have the potential to post the video with friends ** comment.
Personal visits
For those who are selling B2B in particular, personal visits are very relevant and can be included as much as possible as possible in their approach. And *** key, do we know? We also spoke about it: showing that we know the client, know the answer **** one give, and *** it can fix a problem we have. This is **** ** have to do during our personal visit: prove how involved and studied we are in helping our customers find a solution. Access these posts **** we have ****** to **** more tips ***** how to have a successful personal visit (Keiningham et al., 2006).
Knowing what ******** ******** are everywhere around us is understanding. They will both ***** from this atmosphere of customer love. This ethos must be disseminated in order to maximize the ******* of the whole business. This is because the big task of a business method lies precisely ** this: making the sales flow more efficient and making *** team **** with consumers **** successful. The overall business operation is visible across systems such as CRM software. Furthermore, the distribution process is easier managed. Still, in order to make good use of the power of *********** like this, **** mechanism **** be structured correctly. Moreover, the ********** of ************ operations is facilitated. However, it ** important to get this method well planned and managed ** order to use the full ********** ** such methods. We can learn in **** article how to structure a ***** group in line with the business process. We ****** take ********* of CRM in that sense (Reinartz et al., 2004).
Stakeholder relationships
The core effects of the partnership stem from ***** extra-functional advantages: word ** mouth publicity *** client loyalty. *** ************* of interpersonal problems involved in a *********** comes only ******* the development of information ***** *** actions of the customer, a topic about ***** the firms consulted are reluctant. The implications are not small: ********** ourself from consumers leads businesses to "add value" through qualities and ********** with *** customer ****************** and forgets that the interaction itself has an effect on the sense of value in terms of connection marketing. Long-term and relative value and advantages (Sargeant, 2002). Value and incentives assume different significances for consumers than are usual in sales, in a long-term and social context since they have ********** and ******* (Sargeant, 2002). Clients see the firm not only as a supplier ** product-related benefits, *** also as a relatively important factor in their selection. In brief, the ********** revealed a considerable difference between what the dominant ********** ********** for partnership marketing and the activities of *** ***** surveyed. Although the ***** focusing on corporate ******** has been ***** priority in this topic, it should be remembered **** such findings merit reflection. Although an analytical study on ********* ******** has been *********** in this discussion topic, ** should ** taken into account that such findings merit reflection in connection with the *********** development of this marketing sector. ***** this discipline is a matter of implementation, it is often debated whether *** academic information created *** be implemented from a managerial point of view. The theory ********* by the marketing industry is relevant. In this case, the difficulty of implementing *** ********** marketing ******** justify concerns about the scientific foundations that underpin it, so that it can be done (Sargeant, 2002). Here, challenges in ************ and achieving ******** in partnership marketing justify concerns about ***** theoretical bases, **** that the divorce ******* dominant ideology and practical reality can be **** more as a weakness of the ****** **** of the latter. Similar focus should be put ** industry practices by marketing ******** in this field of study in relation to theory in use (Chalmeta, 2006).
Strategic Decision Making
Thus, *** cultural, strategic and financial aspects of companies are partly related ** marketing. Since the narrow ********** of the nature of the interaction with consumers is normally responsible for carrying out the procedure, shortcomings ** **** dimension ***** others. Technology is often dismissed as just *** last phase in the culture-starting process and the ******** (Sargeant, 2002). ** this distortion, North ******** ********* see the same challenges facing management as they analyse the competition and the competitors. *********** in infrastructure and database according to managers ******** ** their analysis. ********** in technologies *** database instruments is justified in the light ** the **** with ***** **** served firms in line **** their rivals according to managers consulted ** their report. Unwitting the particulars of the tactics that other companies created; managers ******** technical instruments as a key benchmark in an ****** to maintain their organization's competitiveness. t is fair ** believe that market ************ sometimes stays on the surface and several decisions are taken. The regular reaffirmation of the need to take steps, backed by a *********** demand in CRM ********** platforms, contributes in particular. The ********* ************ that the demand is needed for CRM technology systems is reinforced by the emergence of a *********** market, which ** particular ***** to widespread insecurities which eventually lead to a decision: investment, to ** mitigated. Therefore, a sample of the features of today's corporate world continues to be behind the application of partnership marketing. Indeed, factors that promoted a new social model, were more ****** in partnership and less in rivalry, **** among the drivers ** its emergence and *** growth (Chalmeta, 2006). Customer relationship is a type of business-consumer co-operation. It is therefore ************** **** customer relationships often have a role in the relationship between the company and ***** stakeholders, particularly suppliers. It becomes a ********** approach that ** inherently competitive and represents ** evolutionary ******** that makes ** hard to thrive ** it is not absorbed. Work **** firms and ************* is carried out in particular in manufacturing fields and reinforces the alliance between so-called B2B, *** most important examples of which *** in the automotive industries. Relations with providers are more ******* in the services market, ***** constitutes the majority of the sample in this study. The businesses *********** ********* could be resentful about a **** of B2B expertise which will make the execution of the B2C partnership easier, considering the various discrepancies. It ** normal that the problems in an attainment would get *********** if B2B connections are often difficult and ******* (Sargeant, 2002).
Understanding of the customer and its environment
It ****** be noted also **** in ********* circles, partnership marketing did not arise in a ****** foreign to the socio-******** environment of the time; hence it did not derive essentially from business influences. Indeed, one of the drivers. If B2B contacts themselves are often complicated and unpleasant, the challenges ** attempting to establish more complex connections, ** in B2C, are naturally exacerbated. The ****** ** the challenge of *** B2C partnership is corroborated by *** fact that it takes ** great significance, especially elements **** are not simply functional. Firms who interpret the connection as a synonym *** retaining customers or **** repeating shopping *** wrong; ** they do so, they ignore the emotional compone ** ** **** association that, for reasons which go beyond practical reasons, ****** companies and customers.
The design of the negotiation plan
Managers are mindful of the potential ** partnership marketing, but understand the problem of transforming it into a compone nt of the ethos and ideals ** their businesses. They are happy ** create individual programs which have ****** impact, *********** their relationship to the main business of the group. The position of a global strategic compone nt *** businesses remains limited; marketing relationships are seen to have either a ********* objective ** similar fields, but there *** still some ********* prerequisites for their execution, for example, consumer awareness. Technological techniques without an absolute master are used ** an even restricted way. Technological methods ******* full ******* over their ability are **** in ** even limited manner. In other cases, the ******** of support ** disregarded and ** regarded ** a fundamental feature (Chalmeta, 2006).
Relationship strategies to overcome bad times
Many other routines are frustrating there seem at times to be ************ and ********* *** ** always **** trapped. But ** one can see a psychological ******** every day, one should know how to think and call for assistance (Reinartz et al., 2004).
Similarly, while *** sectors of the ********** ********* were anchored in the literature, one is *********** industry was excluded: industries. This operation comprises an ********** part of the major ******** corporations and, while it is not a sector which is used to B2C relation activities, it ** *** advisable to exclude **** such firms are in *** way willing to **** certain measures. Furthermore, ******* an ********* with each firm's ************** is susceptible to bias as it only uses a perspective of the role of the corporation ** the subject (Sargeant, 2002). Conducting more than one times ********* per firm ** even consulting other forms of ******** such as transcripts, journals and ***** ******* will reduce reliance on a single informant's reports, thereby ******** the confrontation of facts *** expectations. In the case of prospective science, experiments ** assess academic production's significance in relation to partnership marketing ****** be promoted (Sargeant, 2002). Here, ** this report, we essentially worked on the distinction ******* *** *************** of the prevailing academic philosophy and the results of firms, which show the key differences between them. The logical result was an ******** of this premise. The pragmatic effect ** following **** ******* was ** investigation ***** nearly entirely on ******* or not *** companies interviewed were adequate to the most ********* concepts (Sargeant, 2002). Nevertheless, *** findings of this study can be analysed in a different way and priority given to the prevalent reporting theory rather than the business standard. Around the same time as theoretical prescriptions can be seen to be ********** by firms, it is often possible to take the reverse approach, showing that company *** customer behaviours ****** ** defined by theory in practice. ******** interviewed ********* their interest and support for the design. Interviewed managers expressed enthusiasm and support for the concepts of partnership marketing but were tentative and reluctant ** apply some of them. Demand differences, corporate ************ and different contexts were seen ** obstacles to the ********** of many of the *********** of marketing. In ***** to attest ***** real importance by accurate measurements, managers have suggested *** need ** assess the cost-effective ratio of partnership ********* behaviour (Chalmeta, 2006).
It's ****** nice to see other people love us and share the weight of uncertainty. ********** if one can have co-founders. As soon as the partner left the firm due to family issues, the dilemma began, one ** the company's co- founders. Thus, **** realized that the firm was not about to walk out, apart from feeling mentally shaken for the main cause of this encounter. When they won a ***** new account ** *** middle of the year that *** be *** difference between career *** personal achievement and inability to ********* and **** with it. Everyone has their own way of dealing **** tension. However, below are some key items which can play a decisive role. There are no ******** relationship strategies that succeed, thus, ** we cannot have a positive relationship with *** company (Reinartz et al., 2004).
Marketing: use the ******** as a creative partner
Thus, the more randomly consumers arrive, the more durable our company is. There are several experiments in this field and the nearly ********* finding is that a customer who is transferred continues to be loyal (stay longer) and more likely ** opt for more costly ***** (Upselling) (Chalmeta, 2006). Many of the targeting tasks of the ********* clients are to ******** themselves of the **** product or service ** the market (or niche market) What if we can assist **** the challenge by our new customers? This ** the ********* and the marketing industry is one of the ***** sectors to *** this positive impact. *** accidental viral promotion and delivery of a product or service ************* ******* *** expense ** buying new consumers! This is a *** measure for many companies’ today's long-term wellbeing. Thus, *** more ******* ******** arrive, the ****** our ******* is "durable." There are many trials in **** field and a customer is nearly unanimous (Sargeant, 2002).
Sales & Finance: ******** to smile is just the beginning
Customer ******* is closely associated with sales, ***** ** the means by which ************ often and most always **** place. **** the man of the financial ********** **** also fully appreciate customer service. More **** on how to be a good seller in the 21st ******* have **** given in one of the latest posts. Customer needs to be trained initially ** address *** incredibly high risks posed by the environment in which they compete for space, especially for start-ups. And much more ************ and fewer rising enterprises and markets. And in companies *** industries that are much more consolidated and have less risks, we have a company only if customers are able to pay for it (Reinartz et al., 2004).
And revenue, the simple insight **** our finance and the ******** indicator that our enterprise is doing well come **** the customers. When the project increases, the effect of the service on *** business' financial aspect is latent and very vulnerable. We then have a clear connection, a positive circle of good quality, more sales, more revenue, and ********* a more *** **** consumer-friendly enterprise. The below is a ****** which may be a ****** overview of the ********* (Chalmeta, 2006).
Customer wins, we win
The field of client ************* (also known as after-sales), where it is not ********** to help but to know where and how our product provides value *** those *** purchase it. We need to be able to ****** disputes, we need to have strong staff here (after all, not all consumers are ********* and long-suffering). And let them know, of course, ********* what quality customer service is. The NPS (Net Promoter Score), a model of ******** satisfaction survey ***** ********** the number of customers promoting our business, is an indication of how our company does this (Sargeant, 2002).
And if this field is concerned solely with Marketing ** Consumer Success, and *** **** with the customer, the ***** er in this environment must be mindful of *** strong customer experience *** its value. Well represented customer. This index is ************* and can be compared to big corporations such as Apple. This **** is ********* for us: NPS Index *** are we commenting ** it all? Great ******** support is an essential condition for **** sector, which in the last few years has become so important. In accordance **** industry indications, it costs almost 7 ***** more to draw new buyers than to retain one (Chalmeta, 2006). The rate of consumer loss thus ***** every organization ***** financially, and retaining ****** customer service requires decreasing ** over the long term (Reinartz ** al., 2004).
Conclusion
In this area, consumer ***** (specification) are ****** transposed into product requirements (software, refrigerator or even service) This area is *********** for. ** should grasp customer support very well as the emphasis and direction of *** actions in this field has a positive effect! Recall that the management of the number of actions and changes for the number of individuals in the group is one of the greatest difficulties. In general, the team is always less numerous than needed to simultaneously grow anything. ******** on consumer needs is therefore ********* to have a better product than *** rival and quick. And if the area ** concerned.If this ***** is concerned solely **** Marketing or Consumer Success, and not just with the customer, the ******* er in this environment must be mindful of *** strong customer experience and *** value.
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