How professional service firms compete in the market: an exploratory study

Amonini, Claudia; McColl‐Kennedy, Janet R.; Soutar, Geoffrey N.; Sweeney, Jill

doi:10.1080/02672570903534662

Cited by 40 publications

(52 citation statements)

References 72 publications

(110 reference statements)

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“…Menurut Palmatier, Dant, Grewal, and Evans (2006) relationship marketing adalah filosofi dalam melakukan bisnis yang berorientasi strategis, yang berfokus pada menjaga dan meningkatkan kualitas hubungan dengan pelanggan saat ini, bukan berfokus pada usaha untuk memperoleh pelanggan baru. Memberikan manfaat dari sebuah hubungan atau relational benefit sesungguhnya dapat menguntungkan kedua belah pihak, baik pelanggan maupun perusahaan (Maria-Eugenia, Gil-Saura, & Berenguer-Contri, 2009;Amonini, McColl-Kennedy, Soutar, & Sweeney, 2010;dan Vincent & Cynthia, 2013). Oleh karena itu, penelitian ini memiliki tujuan untuk mengetahui pengaruh relationship benefit terhadap kepuasan dan loyalitas pelanggan.…”

Section: Pendahuluanunclassified

Relational Benefit, Kepuasan, Dan Loyalitas Pelanggan Pada Bengkel Pt Honda Dewata Motor

Prayoga

Yasa

Wardana

2015

jmk

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AbstrakMemberikan kepuasan secara konsisten kepada pelanggan dapat membuat pelanggan menjadi loyal kepada perusahaan. Sikap loyal pelanggan kepada perusahaan akan sangat membantu perusahaan untuk dapat bertahan dalam persaingan bisnis karena pelanggan merupakan sumber pendapatan dari perusahaan. Relationship marketing adalah salah satu strategi pemasaran yang bisa digunakan untuk mencapai tujuan tersebut. Melalui strategi relational benefits, perusahaan dapat memberikan manfaat atas hubungan antara perusahaan dan pelanggan. Penelitian ini dilakukan di bengkel PT Honda Dewata Motor dengan responden sebanyak 153 orang. Hasil penelitian menunjukkan bahwa confidence benefits dan social benefits berpengaruh positif dan signifikan terhadap kepuasan dan loyalitas pelanggan bengkel. Special treatment benefits tidak berpengaruh signifikan terhadap kepuasan dan loyalitas pelanggan bengkel. Selanjutnya, kepuasan pelanggan berpengaruh positif dan signifikan terhadap loyalitas pelanggan bengkel. Keywords: Relational benefits, customer satisfaction, customer loyalty PendahuluanPerusahaan selalu dituntut untuk dapat menyesuaikan diri dengan perubahan-perubahan yang terjadi. Jika tidak dilakukan, eksistensi perusahaan akan terancam, dan perusahaan tidak akan mampu untuk bertahan di dalam persaingan yang semakin hari semakin ketat. Dalam menghadapi hal ini, perusahaan dituntut untuk mampu senantiasa memberikan kepuasaan bagi pelanggan karena pelanggan merupakan sumber pendapatan dari perusahaan. Memberikan kepuasan secara konsisten kepada pelanggan dapat membuat pelanggan menjadi loyal kepada perusahaan. Sikap loyal pelanggan kepada perusahaan akan sangat membantu perusahaan untuk dapat bertahan di dalam persaingan bisnis (Leverin & Liljander, 2006). Loyalitas tidak dapat muncul dalam waktu yang singkat. Perusahaan harus dapat secara konsisten menjaga kepuasan pelanggan dalam jangka panjang. Memiliki pelanggan yang loyal tentu akan sangat menguntungkan bagi perusahaan (Eisingerich & Bell, 2006).Kepuasaan pelanggan merupakan suatu hal yang sangat krusial dalam menentukan sukses atau tidaknya suatu bisnis (Kau & Elizabeth, 2006). Memberikan kepuasan secara konsisten kepada pelanggan bukanlah perkara mudah. Alrubaiee and Nahla (2010) berpendapat bahwa perubahaan yang terjadi kini cenderung membuat pelanggan semakin mudah dalam menentukan pilihan dan mengambil suatu keputusan. Ini dikarenakan mudahnya mendapatkan informasi membuat pelanggan semakin pintar, dan mampu mengevaluasi produk mana yang mampu memenuhi harapannya atas apa yang dijanjikan oleh pemasar dalam kegiatan komunikasi pemasaran. Menghadapi tantangan tersebut, perusahaan harus mulai melakukan penyesuaian strategi. Perusahaan yang dulunya

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Section: Pendahuluanunclassified

Relational Benefit, Kepuasan, Dan Loyalitas Pelanggan Pada Bengkel Pt Honda Dewata Motor

Prayoga

Yasa

Wardana

2015

jmk

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“…Abratt and Kleyn, 2012). Amonini et al (2010) investigate how professional service firms compete and find that firms seek to differentiate themselves by developing long-term relationships, providing better service quality, greater value and creating brands with strong reputations.…”

Section: Perceived Service Qualitymentioning

confidence: 99%

An integrated model of firms’ brand likeability: antecedents and consequences

Nguyen

Choudhury

Melewar

2014

Journal of Strategic Marketing

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Likeability plays an important role for firms that rely on their brands.However, few studies examine factors influencing customers' perceptions of likeable firm brands. Adapting a Private Brand model, the current study proposes a model of brand likeability that integrates four key variables measuring customer characteristics, namely: price consciousness, perceived quality, perceived risk and familiarity. Using an online survey to collect data, the study employs partial least square based structural equation modelling for hypothesis testing. Findings reveal that when customers are more familiar with the well-liked brand, they have more confidence in evaluating the quality, reducing perceived risk and price consciousness. In addition, the study highlights an important antecedent to brand likeability perceptions: brand familiarity. Marketers are encouraged to manage brand likeability more systematically to improve customer-brand relationships, brand reputation, and differentiate firms' brand personality. Not managing likeability creates disliked brands, resulting in customer dissatisfaction and negative word of mouth.

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“…When we attempt to configure such processes we will gain a deeper understanding of their basic concepts such as life cycle activities, classifications of resources and calculating customer profitability (McManus & Guilding, 2008), albeit the different customer profiles that exist in organisations. CRM provides the systems solutions from which we can map relationships that business and customers depend upon to engage wider operations such as information management and sharing (Amonini et al, 2010). At present the reviewed literatures (such as Buttle, 2004;Thomas, 2001) are developing proprietary concepts of best practices, classifications of CRP and methodologies.…”

Section: Conclusion Future Research and Limitationsmentioning

confidence: 99%

The case of customer recruitment processes: Dynamic evolution of customer relationship management resource networks

Braganza

Stebbings

Ngosi

2013

Journal of Marketing Management

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This study is borne from a concern that organisations continue to invest significantly in CRM systems that are redundant by the time they are launched. This is because these systems are designed for stable environments. This paper examines ways in which CRM resource networks can be designed to be adaptive on a continuous basis. Drawing conclusions from the literature review, we define the theoretical focus of this study at the "intersection" of three theories and propose a conceptual model describing the phenomenon of interest. We use as our unit of analysis customer recruitment processes, which are a subset of CRM systems. Based on an in-depth case study we found seven principles to guide organisations develop customer recruitment processes that are designed for change. We expand on the conceptual model by linking together these seven empirically derived principles so that design issues influenced by stakeholders, social networks and resources are better understood. This study is of value to scholars because it uses, for the first time, three theories, stakeholder, resource based theory and social network theory, to study resource networks in customer recruitment processes. It's of value to practitioners because it provides direction for management action. "Summary statement of contribution"This paper contributes to the field of marketing management by bringing together three theories in a conceptual model to examine and understand the principles that enable organisations to design customer recruitment processes, which are a subset of CRM systems that are designed to change and adapt in response to changing stakeholders' expectations.

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How professional service firms compete in the market: an exploratory study

Cited by 40 publications

References 72 publications

Relational Benefit, Kepuasan, Dan Loyalitas Pelanggan Pada Bengkel Pt Honda Dewata Motor

Relational Benefit, Kepuasan, Dan Loyalitas Pelanggan Pada Bengkel Pt Honda Dewata Motor

An integrated model of firms’ brand likeability: antecedents and consequences

The case of customer recruitment processes: Dynamic evolution of customer relationship management resource networks

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