In modern business conditions characterized by the requirements for achieving superior profit margins, customer satisfaction and loyalty have become the basic company business priorities. The ability of the company to achieve a high level of customer loyalty, in conditions of intense competition is determined by delivery of superior quality service, but also by creating a positive overall customer experience with the company. Such a situation implies the relationship development based on the trust and commitment of the buyer to the supplier. The aim of the author is to investigate the impact of satisfaction, trust, buyer loyalty and perceived quality of services on the level of achieved loyalty. Empirical research was carried out on a sample of small and medium-sized enterprises in order to identify loyal and disloyal customers. Statistical analysis is based on the application of multivariate techniques that enabled simultaneous analysis of the mutual relationship between the identified four independent variables on the dependent variable, i.e. on degree of buyer loyalty.

Key account management is becoming the dominant approach for managing long-term relationships with customers. It represents a set of processes and practices for managing interdependence between companies and customers in order to create added value for both sides. Such an approach to managing relationships with customers is of strategic importance for enterprises in the business market, as it allows the creation and development of synergic partnerships with valuable customers. A high level of interdependence, orientation to creating and delivering a set of benefits that exceed the basic product / service orientation to increased learning in relationships and reduction of uncertainty are the major characteristics of KAM. By managing their interdependence and using common skills and power, the partners focus on increasing their own competitiveness and value of supply. Leveraging resources is achieved through sharing of information, openness to new ideas, participation in decision making and problem solving at all organizational levels. Such relationships become the source of satisfaction of customers and their retention in the long term.

UVODObezbeđenje zadovoljstva klijenata i njihovo dugoročno zadržavanje jedan je od najvažnijih zadataka menadžmenta uslužnih organizacija. Konkurencija na tržištu usluga poslednjih decenija postaje sve brojnija i intenzivnija. Pored pojedinačnih preduzeća, povećan je broj strategijskih alijansi u globalnim razmerama, kao i merdžera i akvizicija. Nastala globalna konkurencija značajno utiče na stvaranje standarda u uslužnim delatnostima, ali i na promene u ponašanju klijenata koji postaju mobilniji, obrazovaniji, informatički pismeniji, kupovno moćniji. Veće šanse u težnji za osvajanjem i zadržavanjem klijenata imaju preduzeća koja uspevaju da kreiraju paket željenih koristi: visok kvalitet usluga, jedinstvena iskustva i doživljaje, ekološke zahteve, bezbednost, odgovarajuću cenu, prijatnu atmosferu, fer tretman od strane zaposlenih (Đukić, 2010). Analizom stavova različitih autora može se zaključiti da se kvalitet isporučene usluge smatra ključnom determinantom ostvarenog nivoa zadovoljstva klijenata. Studije koje su se bavile vezom između stepena zadovoljstva klijenata i kvaliteta usluga pokazale su da viši nivo kvaliteta usluga dovodi do većeg stepena satisfakcije klijenata (Pollack, 2008, str. 537). Pri tom su za ukupno zadovoljstvo kvalitetom usluge bitna dva aspekta: suštinski (core) aspekt usluge koja se pruža tj. "šta je isporučeno" i relacioni, odnosno procesni aspekt usluge (Morgan & Piercy, 1992, pp. 111-112).Za ukupnu percepciju kvaliteta usluge od strane klijenata pokazalo se da veliki značaj ima upravo ovaj drugi aspekt usluge koji podrazumeva kako je usluga pružena. Neki autori, poput Yoona i Suha (2003) čak smatraju da je ponašanje zaposlenih najvažniji faktor koji utiče na kreiranje i percepciju kvaliteta usluge od strane klijenata. Po njima ponašanje zaposlenih predstavlja kariku koja povezuje organizaciju sa klijentima i ima presudan uticaj na održavanje njihove lojalnosti kroz zadovoljenje identifikovanih potreba (Yoon & Suh, 2003). Ovakva situcija u prvi plan stavlja zaposlene koji se nalaze u neposrednom kontaktu sa klijentima (Đukić & Kijevčanin, 2012, pp. 312-313) koji samim tim postaju jedan od integralnih elemenata marketing programa usluga i kritičan faktor poslovnog us-Uticaj ponašanja zaposlenih na percipirani kvalitet usluge Suzana Đukić, Biljana Đorđević, Nemanja Berber Originalan naučni članak, UDK 658.6 * Rad je rađen u okviru Projekta broj 179066 koji finansira Ministarstvo za nauku i tehnološki razvoj Republike Srbije

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Modern marketing practice has shown that consumers are loyal to brands that are in line with their image and personal characteristics. Buying brands that reflect the personality and image of consumers allows consumers to articulate themselves and achieve the ideal of themselves. In that sense, if the brand image is more consistent with the image of the consumer's personality, they are more loyal to the brand because it meets the criteria of consumers in terms of what they think and feel about themselves. Therefore, brands in modern conditions become "personalities" whose characteristics should coincide with the personality characteristics of consumers who buy and own them, and especially with their personal image. Starting from the existing theoretical views, the aim of the author is to explore the relationships between brand personality, consumer personality and consumer loyalty to the brand. Empirical research will be realized on the example of brands of mobile phones and cars that are established on the market of the Republic of Serbia. The intention is to look at the relationship between personality characteristics and individual dimensions of the brand personality on the basis of the obtained empirical data, on the basis of which the direct and indirect connection of these variables with consumer loyalty will be identified. Based on the identified relations between the examined variables, it will be possible to compare with the results of existing research and formulate recommendations necessary for modern brand management. The results of theoretical and empirical research will be the basis for further research that will be based on the inclusion of additional variables that will allow a more relevant analysis of the relationships between the studied variables.