Aviation customers’ journey, who cares? Managing customer experiences with customer relationship management strategy: Insight into Nigerian customers’ perspectives

Wali, Andy Fred; Nwokah, N. Gladson

doi:10.1080/21639159.2017.1283795

Cited by 9 publications

(8 citation statements)

References 40 publications

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“…The sizes of the FGs were suitable in line with other scholars’ position that a typical FG should be at least 6–12 participants (Bernard, 1995; Johnson & Christensen, 2004). Additionally, FG 1 lasted for duration of 1 h 20 min and 4 s, while FG 2 lasted for 1 h 10 min and 5 s which is in line with the argument other scholars’ position that an FG of 6–12 participants should last between 60 min and 110 min (Livingstone, 2006; Wali & Nwokah, 2016, 2017; Wali & Wright, 2016).…”

Section: Methodssupporting

confidence: 87%

Influences of Social Media Marketing Tools Towards Online Purchases: Nuances from Undergraduate Students in Nigeria Public Universities

2020

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The study investigates the influence of social media (SM) marketing tools on online purchases (OP) of undergraduates in Port Harcourt, Nigeria. The qualitative multi-methods (focus groups and secondary data) were employed for data collection and the study involved 17 respondents from undergraduate studies in selected public universities in Nigeria. The researchers’ employed thematic and content analysis techniques with the use of NVivo 12 software for critical and rigorous analysis. Among the findings are that undergraduate students from selected public Universities in Port Harcourt spend much time on Facebook, Instagram and YouTube than other SM platforms; seven themes emerged as basic frameworks that could be leveraged by online businesses in order to enhance positive OP behaviour. The study contributes to technology adoption model.

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Section: Methodssupporting

confidence: 87%

Influences of Social Media Marketing Tools Towards Online Purchases: Nuances from Undergraduate Students in Nigeria Public Universities

2020

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“…In all we had 15 participants who took part in the two rounds of interviews, Wali, Uduma and Wright (2016) opined that qualitative studies emphasise the quality of data rather than the number of participants. Each of the single and respective interviews with the 6 non-teaching staff and 9 teaching staff lasted between 20 and 30minutes (Andy-wali and Wali and Nwokah, 2017; during follow up e-mail interview we sent same sets of questions which were asked during the face to face interview to same participants and we collected replies within 21days as all participants responded (Wali and Nwokah, 2018;Wali and Nwokah, 2017). Theoretical data saturation was reached after a series of reflection on previous interviews, specifically at the 6th interview with non-teaching staff category and 8th interview with teaching staff.…”

Section: Methodsmentioning

confidence: 99%

Untitled

2020

IJO-BS

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1. Introduction Evident growing global, business challenges and market uncertainties make it pertinent for organisations to ensure employees are satisfied and commitment to carrying assigned task. Further, organisations are required to consistently engage in research that will result in innovating ideas to ensure they remain competitive and satisfy increasing consumers demand for new products and improved quality service. Globally, the university system has been instrumental to most organisations product innovations and research and has contributed immensely to societal growth. They have been at the front-line in providing innovative ideas and engaging in investigations that have helped businesses gain market value and increase the capital base. Consequently, it has become imperative that focus should be placed on the welfare of employees of universities to improve their commitment and approach to their job. That is explicitly the pillar of internal marketing, treating internal customers with dignity, thereby making it easy to satisfy external customers. According to Saad, Ahmed, &Rafiq, (2002) internal marketing (IM) is a strategic and conscious effort of organisations aimed at satisfying its employees with the motive of ensuring that they develop a commitment to meet the satisfaction of the external customers. The success of organisations drive for improved performance begins with the level of dedication and commitment the employees show to the organisations strategic and operational policies. Therefore, internal marketing practices that focus on employees can help influence their belief and trust, which will also be reciprocated (Robinson, 1996). Rafiq and Ahmed (1993) stated that the evolution of internal marketing as a concept could be traced to growing research and attention on employee satisfaction and the need to treat them as customer and jobs as products. Consequently, there have been several studies with increasing literature on the concept. However, there is a gap in the practice of internal marketing because most of the researches on internal marketing are normative with no evidence on how it exists in practice. Further, the review shows the focus has been improving commitment for profit-making in the organisations, thereby making the goal of internal marketing to be productivity in terms of input to output. Subsequently, this study approaches the concept of internal marketing practice and commitment of employees from a qualitative perspective away from most researches that are quantitative. Furthermore, there are limited, and possibly no evident qualitative studies geared towards examining internal marketing practices and commitment of employees in 21st-century public universities in Nigeria, which is the core of the study. It is on the merit of the above-identified gaps that this study seeks to examine Information of Article

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“…Donoghue and de Klerk (2006) concluded that it is essential for retailers and manufacturers to understand how consumers understand and clarify unexpected negative outcomes, such as product failures. Wali and Nwokah (2017) revealed that the following emerging themes: tripartite collaboration, customer focus, customer sensitization and solicitation of customer experience feedback – are key for winning customers’ trust and enhancing customer satisfaction while presenting opportunities for effective market competition.…”

Section: Customer Complaintsmentioning

confidence: 99%

Operational risk management and customer complaints

Rahim

Ahmed

Sarkawi

et al. 2019

BIJ

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PurposeThe purpose of this paper is to examine the relationship between operational risk management and customer complaints. It also determines whether product complexity moderates the relationship between the operational risk management and customer complaints.Design/methodology/approachThis study utilizes a quantitative method: quantitative data were collected using a questionnaire. The population of this study is 1,845 local conventional bank branches based in Malaysia.FindingsThe findings revealed that components of operational risk management, namely practice of hazard identification and formulation of implementation of risk control, have negative and significant relationships with customer complaints. Empirical evidence confirmed the moderating effects of product complexity on the relationship between operational risk management and customer complaints.Originality/valueFrom the perspective of developing countries, the main contribution of this study is the elucidation of the effect of operational risk management on customer complaints in commercial banks in Malaysia. This study confirmed the usability of the resource-based view theory in the banking industry, as well as operational risk management as a bank resource.

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Aviation customers’ journey, who cares? Managing customer experiences with customer relationship management strategy: Insight into Nigerian customers’ perspectives

Cited by 9 publications

References 40 publications

Influences of Social Media Marketing Tools Towards Online Purchases: Nuances from Undergraduate Students in Nigeria Public Universities

Influences of Social Media Marketing Tools Towards Online Purchases: Nuances from Undergraduate Students in Nigeria Public Universities

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Operational risk management and customer complaints

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