 How Can Market Research Findings Lead to Lasting Improvements Within a Company?Gudrun Kneißl
Chapter 3 in From Customer Retention to a Holistic Stakeholder Management System, 2008, pp 15-29 from Springer Abstract: Abstract Virtually every company now measures and monitors customer satisfaction and customer retention. However, it does not necessarily mean that this will lead to an implementation process and specific measures being introduced once the results have been presented. Whilst it is generally agreed that there is a need for improvements to be made, this often remains a good intention. This raises the question: why, when enthusiasm and the reliability of the results encourage action to be taken, does this remain an intention? The lack of a process manager is a major factor which prevents intentions from being translated into actions. Since there are plenty of potential courses of action, a company must decide on one and pursue it consistently. Which method will be suitable for the company depends on parameters such as capacities and the organisational structure as well as the improvement processes already in place at the company. Keywords: Process Manager; Implementation Process; Team Leader; Customer Relationship Management; Performance Element (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-540-77430-3_3 Ordering information: This item can be ordered from DOI: 10.1007/978-3-540-77430-3_3 Access Statistics for this chapter More chapters in Springer Books from Springer |
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