Producing and delivering high quality and affordable services plays an important role in the service industry. In fact, nowadays customer satisfaction and service quality are considered as critical issues in most service industries (Haghighi Kafash et al. 2010). 1-4 review of literature Creating trust, commitment to employee service, continuous relationship with customers and the proper management of conflicts, can be considered as the most important foundations of relationship marketing (Mohsan and Nawaz, 2011). Successful companies try more than unsuccessful companies to implement a relationship marketing strategy and build a long-term relationship with their customers (Adamson and Chan, 2008).
They explained that customer promise toward the brand is referred to the high quality provided to the customers that also engage them strongly with these brands. Their finding shows that consumer identifies with any corporate brand when the brand delivered customer needs in terms of quality and satisfaction (Lam et al., 2012). With all these development and innovation in products and services, customers these days are selective to purchase a high-quality standard of brands that sustain a long time. Corporate brand quality might be tangible or intangible; also, brand quality measurement leads for stockholders satisfaction and corporate brand success. Moreover, organisations managed the quality of their heritage brands based on their plan and strategy toward their corporate heritage brand identity.
Camp (1989) defined benchmarking as a search for the industry best practices that lead to superior performance. ii. Kaiser (1992) defined benchmarking as a process for rigorously measuring your performance versus the best-in-class companies and for using the analysis to meet or surpass the best-in-class. iii. Benchmarking is a fundamental business or investment skill that supports quality excellence (Bogan, Christopher and English, 1994) By their nature, best practices are dynamic and progressive.
The most important objective of Total Quality Management is to implement effective quality and productivity plans that will raise profits and give an organization a competitive boost. According to Hashmi (2006), "Total Quality is a description of the culture, attitude and organization of a company that strives to provide customers with products and services that satisfy their needs. The culture requires quality in all aspects of the company's operations, with processes being done right the first time and defects and waste eradicated from operations" (Paragraph 2). To be effective Quality Management must be continuously improved upon by management and employees. Companies that have initiated the Total Quality Management process include; Ford Motor Company, Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor Company (Hashmi, 2006).
In the light of their efficiency, effectiveness and flexibility delivery (customer valued) processes are constantly evaluated and improved. 2.3 – Illustrate the type of added values to be gained. Answer for question 2.3: Some people think that total quality management through quality management systems are a never-ending expense that businesses have to engage in to ensure products or services are not defective or meet basic requirements. The long-term viability of a company's business plan depends on sustaining its Competitive advantage is usually achieved through developing new products and services that satisfy and delight customers and through restructuring and improving business processes to improve quality and reduce
The concept of Total Quality Management has come as an advanced style of quality management that still lays emphasis on the fundamental principles of continuous improvement, focus on the consumer, teamwork and communication and has seen great successes in reputable companies which have had their own way of implementing them. Introduction Quality management is a concept that is needful to organizations of all kinds in order to sustain an exceptional performance in the competitive ma... ... middle of paper ... ... 11/6 pp 419 – 425,1999 (17) McKee, B., 1992, "Turn Your Workers into A Team," Nation's Business. (18) Muir, J., 2004, Collecting & analyzing benchmarking data, Universal City, TX: Library Benchmarking International. (19) Pasmore, A., 1994, "Developing Self-managing Work Teams," Compensation and Benefit Review. (20) Pett, T. & Miller, T., 1994, "Employee Empowerment" Southwest Academy of Management.
1. Introduction In today’s economy, the feature of a company’s support/customer service can signify the difference among success and failure. Good service translates into better customer loyalty, which in turn translates into higher profits and customer profitability. Companies should have strong service management team that can provide and manage the information which is needed to deliver world-class service support as well all the other additional products and services which may require by client as per their business need while delivering incomparable customer satisfaction. “For a service organization, performance is ultimately about customer satisfaction and quality of service delivery”.
Specific personality traits have the ability to enhance the understandings of design thinkers and their emotional intelligence. According to analysis undertaken by Daniel Goleman, emotional intelligence has been proven to not only identify successful design thinkers and leaders, but is also linked to strong business performance (Goleman, 2004). The arising concept of design thinking can be defined as the ability to create better suited ideas to the needs and desires of consumers, as opposed to the exhausted previous theory of making an existing idea attractive to consumers (Brown, 2008). Specifically, empathy is seen as one of the principal traits, however this is equally amongst other personality traits including motivation and optimism. Microsoft,
Cooperation increases mutual perceived economic and psychological satisfaction (Geykens et al., 1998; Cannon and Perrault, 1999; Parsons, 2002; Cambra and Polo, 2007) and improve the buyer-supplier bonding. Therefore, I propose H5. Cooperation between the firm and its supplier has a positive influence on the level of satisfaction perceived by industrial buyer.
These initiatives are targeted towards enhancing the firm’s resources so as to improve its performance (Nag, Hambrick & Chen, 2007, pp. 935-955). This is realised through manifesting a firm’s mission, vision and objectives. It also encompasses the development of policies and plans which are meant to facilitate the attainment of the former (Lamb, Robert & Boyden, 1984, pp. 557-570).