Linking account portfolio management to customer information: Using customer satisfaction metrics for portfolio analysis

Gök, Osman

doi:10.1016/j.indmarman.2008.02.010

Cited by 19 publications

(9 citation statements)

References 52 publications

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“…For example, the variety within a portfolio of connected relationships of a focal firm may affect the offerings that the firm develops and produces, and vice versa (Mota and De Castro, 2005). Gök (2009) introduced customer satisfaction as a portfolio dimension aimed at increasing customer orientation, thus providing a better conceptual fit with the interdependent nature of business relationships. Homburg et al (2009) used the time dimension as reference point to discuss the fluidity of any customer portfolio, arguing that static portfolio models overestimate the value of top customers and underestimate the value of bottom-tier customers, ultimately skewing prioritization decisions.…”

Section: Theoretical Background Portfolios In Business Studiesmentioning

confidence: 99%

A value perspective on relationship portfolios

et al. 2013

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As portfolio models have evolved in the area of business marketing scholars have turned their attention from traditional product-based and transaction-oriented portfolios to portfolios based on business relationship considerations. However, the conceptualization of relationship portfolios has remained vague, and the applications of these analyses in business practice are quite limited. In a parallel stream of studies, the Industrial Network Approach (INA) has increasingly explored the concept of relationship value and highlighted the need to take into consideration the interdependent and dynamic features of business relationships as well as the phenomenological and situational nature of value perceptions. Although judgements in terms of relationship value applied to a set of business relationships are foundations of portfolio investment decisions, the connection between the two streams of research has not yet been explored in depth. This study introduces five critical elements of relationship value stemming from INA that have important consequences for business relationship portfolio management. Developing the concept of Relationship Value Portfolio provides the foundation for a discussion about the need to integrate the two fields of research-namely, relationship value and relationship portfolios-into a more grounded conceptual framework. This framework allows for propositions to be developed, which contribute to enriching the theoretical debate on both streams while offering important implications for managerial practice.

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Section: Theoretical Background Portfolios In Business Studiesmentioning

confidence: 99%

A value perspective on relationship portfolios

et al. 2013

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“…According to individual expert opinion, no matter how many clusters we have, these categories will match with the customers' behavior in the food industry. So, in our model we produce some cluster based on customer behavior, and map this cluster with customers' account portfolio categories (Gök, 2009). …”

Section: Labeling Customers Clusters With Typical Labels In Customer mentioning

confidence: 99%

“…Here is one of the best and recent conceptual groups used, and customer clusters map to these four categories (Gök, 2009). These categories are as follows:…”

Section: 4mentioning

confidence: 99%

A new model for assessment fast food customer behavior case study

Momtaz

Alizadeh

Vaghefi

2013

British Food Journal

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Article information:To cite this document: Niyoosha Jafari Momtaz Somayeh Alizadeh Mahyar Sharif Vaghefi, (2013),"A new model for assessment fast food customer behavior case study", British Food Journal, Vol. 115 Iss 4 pp. 601 -613 Permanent link to this document: http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Nowadays, because of more availability of products, there is an increasing need for companies to establish a strong relationship with their customers. As the fast food industry is not an exception and has a competitive environment, analyzing customers' behavior helps bridge this gap. Data mining techniques help to segment customers as well as to drive improved customer relationship management. This paper seeks to address these issues. Design/methodology/approach -This study proposes a new model based on RFM model for defining customers' value as well as using K-means algorithm to segment restaurants' customers. In addition, the authors combine a new category in the account portfolio analysis in order to analyze the behavior of each cluster. Findings -A real dataset of an Iranian fast food restaurant chain is employed to show the procedure of the authors' model. The customers are segmented into four clusters. The clusters are analyzed and named based on categories in the account portfolio analysis. The result of this analysis shows that there is no significant difference between the behavior of the most valuable customer and customers who have left the restaurant. Therefore, restaurant managers should seek other reasons for detecting churn behavior. Originality/value -This paper helps managers in the fast food industry to readily analyze their customer behavior in order to understand their needs and establish strong relationships.

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“…Thus, a company that moves toward an extended ERP should also consider differences in its business relationships. The sum of the important customer and supplier relationships can be described as a company's relationship portfolio (Wilkinson and Young, 2002;Möller and Halinen, 1999;Turnbull et al, 1996) and companies need to handle all the business relationships in their portfolio simultaneously (Gök, 2009;Sheth et al, 2009;Caniëls and Gelderman, 2007). This paper concerns the process of developing an extended ERP system whilst considering the adopting company's portfolio of business relationships.…”

Section: Introductionmentioning

confidence: 99%

Extending the ERP system: considering the business relationship portfolio

Ekman

Thilenius²,

Windahl³

2014

Business Process Management Journal

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Access to this document was granted through an Emerald subscription provided by emerald-srm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Research has shown that companies focus their internal processes when they adopt enterprise resource planning (ERP) systems. However, the ERP systems need to expand their functionality to include customers and suppliers (with e-commerce functionality) to reach their full potential. The purpose of this paper is to consider business relationships as a resource but also a limitation when companies strive to get an extended ERP system. Design/methodology/approach -The paper presents an illustrative case study of an industrial company's process of developing an extended ERP and how the company's portfolio of business relationships has affected the solution. The analysis is supported by the markets-as-networks theory. Findings -The process of developing an extended ERP system needs to incorporate the company's business partners (customers and suppliers). It is a simultaneously bottom-up and top-down process given that the operative frontline staff hold the knowledge about the company's business relationships while the corporate management has the means of extending the ERP system functionality and align it with the focal company's strategy. Research limitations/implications -Companies need to consider the fact that the technological and financial status of their customers and suppliers differ. Thus, an effective and flexible extended ERP system needs to include both a high-end and low-end solution as well as understand that a full interorganizational integration might not be realistic. Originality/value -The paper puts forth business relationship portfolios as an important factor to consider when extending the ERP system functionality in the supply chain and toward customers.

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Linking account portfolio management to customer information: Using customer satisfaction metrics for portfolio analysis

Cited by 19 publications

References 52 publications

A value perspective on relationship portfolios

A value perspective on relationship portfolios

A new model for assessment fast food customer behavior case study

Extending the ERP system: considering the business relationship portfolio

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