Customer Ranking Model for Project Businesses: A Case Study from the Automotive Industry

Zunk, Bernd Markus; Koch, Volker

doi:10.5772/58454

Cited by 11 publications

(5 citation statements)

References 12 publications

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“…The literature reports that different industries need different criteria to evaluate the importance of customers for the success of their enterprises. Zunk and Koch (2014) present a range of the most commonly used criteria for detecting and identifying important customers in order to differentiate between them; the lead criteria were turnover and contribution margin. According to Zunk & Koch, CRM should separate unattractive from attractive customers and then provide a ranking of the entire customer base of an enterprise and make it transparent on an economic level.…”

Section: Background On Customer Segmentationmentioning

confidence: 99%

A decision‐making support system module for customer segmentation and ranking

Hadad

Keren

2022

Expert Systems

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Many businesses have their own method of segmentation and of customer evaluation to help them give the appropriate managerial attention to each segment and each customer. This paper proposes a more refined and objective decision‐making support system module that allows segmentation and full ranking of customers. It offers several improvements and advantages over the state‐of‐the‐art methods. The module is based on customer criteria with quantitative values that can be extracted from the organizational information system. Customer scores are calculated objectively on the basis of measurable criteria without the need for human evaluation. The module determines the relative location of each customer within that customer's segment (for example, Platinum, Gold, Silver, and Bronze), tracks changes that occur over time, and enables a full and precise ranking of the customers according to company‐defined criteria. The module can be computerized and results can be generated quickly at any time, using up‐to‐date data. The module's design was based on feedback from a survey conducted among 39 managers and its applicability was successfully demonstrated in a real‐world case study. The decision‐makers in the organization where the case study was conducted stated that they would apply the proposed method quarterly (four times a year) instead of once a year. It was also found that the proposed method saves about 90% of the time and resources required to prepare a customer portfolio management and customer ranking compared to the subjective method that was used.

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Section: Background On Customer Segmentationmentioning

confidence: 99%

A decision‐making support system module for customer segmentation and ranking

Hadad

Keren

2022

Expert Systems

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“…Adapted controlling approach to ensure high quality in IEM education [8,14] HEI study program managers must manage the "education business" in institutions and are responsible for achieving the desired results. These tasks include formulating strategies and planning operations, making decisions, carrying out implementation and controlling results.…”

Section: Figurementioning

confidence: 99%

“…This framework was also constructed in light of the current knowledge of the IEM field and predictions of how this field might develop. Industrial leaders expect that IEM graduates will need to have competencies in practically relevant topics as well as in diverse academic fields [e.g., 13,14,15,16,19].As shown in Figure 3, the "three pillars of IEM" have three main categories: "Natural Science and Engineering", "Integration" and "Economic Subjects".…”

Section: Figurementioning

confidence: 99%

Controlling the Quality of Industrial Engineering and Management Education: Structural Analysis of Austrian Degree Programs and Implications for Higher Education Institutions

Bauer¹,

Weller²

2019

IJIEM

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Industrial Engineering and Management (IEM) degree programs have always been popular and successful, especially during the last thirty years. Many Higher Education Institutions (HEI) offer a wide range of study programs, and this range continues to expand. This has led to the problem that different programs and qualification profiles are no longer clearly comparable. The Austrian Association of IEMs (WING) sought a solution which woulden sure the high quality of IEM degree programs and the employability of IEM professionals. Therefore, a controlling approach was chosen, which led to satisfactory results, primarily with regard to transparency. This paper presents the approach and the results of a structural analysis and two online surveys, conducted as part of the IEM Profession Online Study carried out in 2018.

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“…Thereby, the strategic supplier selection process (SSSP) can be seen as one of the most important functions in a manufacturing enterprise to guarantee a reliable and cost-efficient supply of required materials and services for the production process (Arnolds et al, 2013;Irlinger, 2012;Zunk et al, 2020). Specifically, strategic suppliers play an important role in the core competencies of the company, the long-term sales and operations planning strategy, where the supplier is part of a long-time collaboration with the customer company (Durst, 2011;Zunk & Koch, 2014;Zunk et al, 2020). The SSSP can significantly influence the profit of a company and, therefore, is often considered as one of the main sources to gain a sustainable competitive advantage.…”

Section: Introductionmentioning

confidence: 99%

Strategic supplier selection: the importance of process formality in non-automated supplier selection decisions

et al. 2022

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Industry 4.0 mainly focuses on the application of modern technologies (digitalization) and the changing role of human beings (digital transformation) in modern production and logistics systems. Besides the basic principles of digitalization, interconnectivity, and autonomization, the importance of human-centered decision-making processes, such as the selection of strategic suppliers, is also increasing, as complex, novel, and unstructured decisions cannot be fully computerized. In this context, there is still a lack of understanding of which formal patterns in the strategic supplier selection process will lead to better supplier performance. Until now, most of the literature emphasizes a minor number of process-related factors in the strategic supplier selection process leading to limited support for the individual decision-maker. This study introduces a cause-effect model that extends prior research by investigating the impact of process formality, as a comprehensive measurement construct of target-, information-, organization-, and heuristics-related process factors in the strategic supplier selection process on supplier performance and purchaser satisfaction. Based on the usage of variancebased structural equation modeling in a large-scale field study, a significant relationship between process formality and supplier performance as well as between process formality and purchaser satisfaction is substantiated.

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Customer Ranking Model for Project Businesses: A Case Study from the Automotive Industry

Cited by 11 publications

References 12 publications

A decision‐making support system module for customer segmentation and ranking

A decision‐making support system module for customer segmentation and ranking

Controlling the Quality of Industrial Engineering and Management Education: Structural Analysis of Austrian Degree Programs and Implications for Higher Education Institutions

Strategic supplier selection: the importance of process formality in non-automated supplier selection decisions

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