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首页> 外文期刊>Global Journal of Flexible Systems Management >Want to Stay the Market Leader in the Era of Transformative Marketing? Keep the Customers Satisfied!
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Want to Stay the Market Leader in the Era of Transformative Marketing? Keep the Customers Satisfied!

机译:想要在变革营销时代留下市场领导者吗?让客户满意!

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This study answers the question of why JAZZ (a telecom service provider) is the market leader in Pakistan since 1992. The goal is to explore that despite the evolution of technology which has disrupted many industries, many companies lost their revenues but JAZZ as market leader continuously gained market share in the last two decades. To identify that the multidimensional customer experience model of Schmitt (J Mark Manag 15(l-3):53-67. https://doi.org/10.1362/026725799784870496, 1999) has been applied to the responses of JAZZ customers about their experience with the brand. This research focuses on three factors of customer's experience: customer service touchpoints experience (CSTE), quality of service experience (QOSE) and availability of service experience (AOSE). With the responses of 427 respondents, quantitative analysis using SPSS the study found that AOSE is the most critical factor and CSTE has the least impact on customer satisfaction. AOSE and QOSE are the value for money indicators, while customer service touchpoint is considered a value-added service. The reason behind less impact of QOSE is because of availability of JAZZ service in every corner of Pakistan in multiple modes like service centers, franchises, retail outlets, online web self-care, mobile apps, short codes, and 24-h operational call centers. The study concludes that the flexibility of JAZZ in its services kept it market leader since 1992. This study is beneficial for both practitioners and academicians. Customer experience in this much detail was never studied in telecom context because of the complexity of the business. For managers in telecom, it is vital to implement flexibility in the network and keep TCH and BTS availability of customer's desired node (3G or 4G) at the maximum possible level. The customers want internet speed with reasonable pricing as quality services. For touchpoints, customers are more interested in empowered self-portal and online channels.
机译:这项研究回答了爵士(电信服务提供商)为什么是巴基斯坦自1992年的为何的问题。目的是探讨尽管有许多行业的技术演变,但许多公司损失了他们的收入,但爵士乐作为市场领导者过去二十年中不断获得市场份额。确定Schmitt的多维客户体验模型(J Mark Matm 15(L-3):53-67。https://doi.org/10.1362/026725799784870496,1999)已应用于爵士客户关于他们的响应品牌经验。本研究重点介绍了客户经验的三个因素:客户服务触点经验(CSTE),服务质量体验(QOSE)和服务体验的可用性(AOSE)。通过427受访者的反应,使用SPSS的定量分析研究发现,AOSE是最关键的因素,CSTE对客户满意度的影响最小。 AOSE和QOSE是金钱指标的价值,而客户服务接触点被认为是增值服务。 QoSe影响较少的原因是因为在服务中心,特许经营权,零售店,在线网络自我护理,移动应用,短代码和24-H操作呼叫中心等多种模式下的爵士乐服务的爵士乐服务。该研究的结论是,自1992年以来,爵士爵士的灵活性保持了IT市场领导者。该研究对从业者和院士人员有益。由于业务的复杂性,在电信背景下,从未在电信背景下进行了客户体验。对于电信管理人员来说,在网络中实现灵活性,在最大可能级别保持客户所需节点(3G或4G)的TCH和BTS可用性至关重要。客户希望具有合理定价的互联网速度作为优质服务。对于接触点,客户对赋权的自我门户和在线渠道更感兴趣。

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