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Response Styles and how to Correct them 回应方式以及如何改正
Pub Date : 2009-11-01 DOI: 10.2478/gfkmir-2014-0077
Bert Weijters, Maggie Geuens, N. Schillewaert
Abstract Cross-mode surveys are on the rise. Unfortunately, data obtained from different modes of data collection (e.g., telephone and online data) may not be comparable due to measurement bias, especially differences in acquiescence, disacquiescence, extreme and midpoint response styles. This article discusses a study that finds response style differences between data based on the same questionnaire, but obtained by different modes of data collection: paper-and-pencil questionnaires, telephone interviews, and online questionnaires. Similar problems may also occur in cross-national data. We propose a new method to measure response styles and correct for them: the representative indicators response style means and covariance structure (RIRSMACS) method
摘要交叉模态调查正在兴起。不幸的是,由于测量偏差,从不同数据收集模式(例如电话和在线数据)获得的数据可能不具有可比性,特别是在默认、不默认、极端和中点响应风格方面的差异。本文讨论了一项研究,发现基于相同问卷的数据之间的回答风格差异,但通过不同的数据收集模式:纸笔问卷,电话访谈和在线问卷。在跨国数据中也可能出现类似的问题。本文提出了一种新的反应风格度量和校正方法:代表性指标反应风格均值和协方差结构(RIRSMACS)法
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引用次数: 0
MIR talks to Professor Dr. Klaus Wübbenhorst, CEO, GfK SE MIR采访了GfK SE首席执行官Klaus w<e:1> bbenhorst教授
Pub Date : 2009-11-01 DOI: 10.2478/GFKMIR-2014-0078
H. Diller
Abstract For some years now, institutional market research has faced numerous and often serious challenges, which are becoming even more demanding in the present economic recession. In September 2009, MIR talked to the Chairman of the Board of GfK SE, the world´s fourth largest market research institute
多年来,机构市场研究面临着许多严峻的挑战,在当前经济衰退的情况下,这些挑战变得更加严峻。2009年9月,MIR与全球第四大市场研究机构GfK SE的董事会主席进行了交谈
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引用次数: 0
Implementing profitability through a customer lifetime value management framework 通过客户终身价值管理框架实现盈利能力
Pub Date : 2009-11-01 DOI: 10.2478/GFKMIR-2014-0076
V. Kumar, R. Venkatesan, B. Rajan
Abstract Global CRM software spending was $7.8 billion in 2007 and is projected to reach $8.9 billion in 2008. Further, CRM software sales will touch $13.3 billion by 2012. These software and processes have made it possible for companies to gather and analyze large amounts of data on their existing and prospective customers. This article shows how customer-level data can lead to increased customer profitability through (a) selection of the right customers by using the Customer Lifetime Value (CLV) metric, (b) the nurturing of those right customers and, © re-allocation of resources to the profitable customers. Due to this approach profitable management of individual customers is the basis for growth in firm profitability. A case study will show how IBM used CLV as an indicator of customer profitability and allocated marketing resources based on CLV
2007年全球CRM软件支出为78亿美元,预计2008年将达到89亿美元。此外,到2012年,CRM软件销售额将达到133亿美元。这些软件和流程使公司能够收集和分析现有和潜在客户的大量数据。本文展示了客户级数据如何通过(a)使用客户生命周期价值(CLV)度量选择合适的客户,(b)培养这些合适的客户,以及©将资源重新分配给有利可图的客户,从而提高客户盈利能力。由于这种方法,个人客户的盈利管理是公司盈利能力增长的基础。案例研究将展示IBM如何使用CLV作为客户盈利能力的指标,并基于CLV分配营销资源
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引用次数: 11
Does Customer Satisfaction lead to an increased firm value? 顾客满意会增加公司价值吗?
Pub Date : 2009-11-01 DOI: 10.2478/GFKMIR-2014-0073
Aksoy Lerzan, B. Cooil, Christopher Groening, T. Keiningham, A. Yalçın
Abstract Does customer satisfaction really lead to increased firm value? Traditionally, most financial valuation models do not include customer-related metrics such as customer satisfaction in the process. Studies in marketing, on the other hand, have consistently found that customer satisfaction improves the ability to predict future cash flows, long-term financial measures, stock performance, and shareholder value. This research examines the impact that customer satisfaction has on firm value by employing valuation models borrowed directly from the practice of finance. The data used in the analysis is compiled by merging publicly available customer satisfaction data from the ACSI (American Customer Satisfaction Index) with financial data from COMPUSTAT, and Center for Research in Securities Prices between 1996 and 2006. The results indicate that a portfolio of stocks consisting of firms with high levels and positive changes in customer satisfaction will outperform lower satisfaction portfolios along with Standard & Poor’s 500… Customer satisfaction does matter!
客户满意度真的会增加企业价值吗?传统上,大多数财务评估模型不包括与客户相关的度量,例如过程中的客户满意度。另一方面,市场营销研究一致发现,客户满意度提高了预测未来现金流、长期财务指标、股票表现和股东价值的能力。本研究考察了客户满意度对企业价值的影响,采用直接从金融实践中借鉴的估值模型。分析中使用的数据是通过将ACSI(美国客户满意度指数)的公开客户满意度数据与COMPUSTAT和证券价格研究中心1996年至2006年的财务数据合并而成的。结果表明,由客户满意度水平高且积极变化的公司组成的股票组合将优于满意度较低的股票组合以及标准普尔500指数……客户满意度很重要!
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引用次数: 4
Preparing for the Adoption of the New Arrival 准备收养新来者
Pub Date : 2009-11-01 DOI: 10.2478/GFKMIR-2014-0074
Raquel Castaño, M. Sujan, Manish Kacker, H. Sujan
Abstract The emotional state of many expecting parents shifts from unbridled joy to anxiety as the reality of learning to care for a newborn and forsaking their current lifestyle sinks in. Similarly, consumers have different concerns when they first hear about a new product compared to the time when they consider buying it. If the buying decision is in the distant future, consumers are primarily concerned with the benefits derived from using the product, such as how the product performs and symbolic benefits of owning the new product. As the buying decision draws closer, consumers shift attention to cost-related issues, such as how long will it take to learn how to use the product or how much will it cost to maintain and use it. Executing a two-phased communication strategy by management that is synchronized with this shift in mental processes by first emphasizing new product benefits and features and later focusing on the practical aspects of using the innovation can have a beneficial impact on both organizational performance and consumer welfare
随着学习照顾新生儿和放弃现有生活方式的现实的到来,许多准父母的情绪状态从肆无忌惮的喜悦转变为焦虑。同样,消费者第一次听到新产品时的关注点与他们考虑购买时的关注点也不同。如果购买决策是在遥远的未来,消费者主要关心的是使用产品所带来的好处,比如产品的性能如何,拥有新产品的象征性好处。随着购买决策的临近,消费者将注意力转移到与成本相关的问题上,比如学习如何使用产品需要多长时间,或者维护和使用它需要花费多少钱。通过首先强调新产品的好处和特性,然后关注使用创新的实际方面,通过管理执行与这种心理过程转变同步的两阶段沟通策略,可以对组织绩效和消费者福利产生有益的影响
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引用次数: 2
Managing your Customer’s Tariff Choice: What to do when your Customers Pay too Much 管理你的客户的关税选择:当你的客户支付太多时该怎么办
Pub Date : 2009-05-01 DOI: 10.2478/GFKMIR-2014-0081
Anja Lambrecht, B. Skiera
Abstract Telecommunications companies traditionally offer several tariffs from which their customers can choose the tariff that best suits their preferences. Yet, customers sometimes make choices that are not optimal for them because they do not minimize their bill for a certain usage amount. We show in this paper that companies should be very concerned about choices in which customers pick tariffs that are too small for them because they lead to a significant increase in customers churn. In contrast, this is not the case if customers choose tariffs that are too big for them. The reason is that in particular flat-rates provide customers with the additional benefit that they guarantee a constant bill amount that consumption can be enjoyed more freely because all costs are already accounted for.
电信公司传统上提供几种资费,客户可以从中选择最适合自己偏好的资费。然而,客户有时会做出对他们来说不是最优的选择,因为他们没有在一定的使用量下最小化他们的账单。我们在这篇论文中表明,公司应该非常关注客户选择对他们来说太小的关税的选择,因为这会导致客户流失的显著增加。相反,如果客户选择对他们来说太大的关税,情况就不是这样了。原因是,特别是固定费率为客户提供了额外的好处,他们保证了一个固定的账单金额,消费可以更自由地享受,因为所有的成本都已经计算在内了。
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引用次数: 0
Creating Shopping Momentum 创造购物势头
Pub Date : 2009-05-01 DOI: 10.2478/gfkmir-2014-0080
R. Dhar, Joel Huber, Uzma Khan
Abstract New research on consumer behavior throws light on what creates a mindset that leads customers to keep on shopping. What underlies shopping momentum is a shift from a deliberation mindset to one of implementation. In the deliberation mindset, the potential customer evaluates the pros and cons of a purchase, rather in the manner suggested by the theory of utility maximization. However, once they have shifted to the implementation mindset, they are focused on purchasing - and this is just what they do. When they make the shift to an implementation mindset, they will carry on shopping without engaging their evaluative capacity until something intervenes to break the momentum.
关于消费者行为的一项新研究揭示了是什么创造了一种心态,从而导致顾客不断购物。购物动力的基础是从深思熟虑的心态转变为执行的心态。在深思熟虑的心态下,潜在顾客评估购买的利弊,而不是效用最大化理论所建议的方式。然而,一旦他们转变为执行心态,他们就会专注于购买——这正是他们所做的。当他们转变为执行心态时,他们会继续购物,而不会动用自己的评估能力,直到有事情介入,打破这种势头。
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引用次数: 2
How Companies Can Measure the Success of their Relationship Marketing Investments 企业如何衡量关系营销投资的成功
Pub Date : 2009-05-01 DOI: 10.2478/gfkmir-2014-0082
Robert W. Palmatier, S. Gopalakrishna, M. Houston
Abstract Firms invest heavily in different types of business-to-business relationship marketing in the belief that it bolsters their bottom line. How effective is this investment, and how can companies measure its success? This study analyzes the various aspects of business-to-business relationship marketing. Data from a matched set of 313 business customers covered by 143 salespeople employed by 34 selling firms indicates that investments in social relationship marketing pay off handsomely, financial relationship marketing does not, and structural relationship marketing is economically viable for customers serviced frequently.
公司在不同类型的企业对企业关系营销上投入了大量资金,相信它能提高他们的底线。这种投资的效果如何,公司如何衡量它的成功?本研究分析了企业对企业关系营销的各个方面。来自34家销售公司的143名销售人员覆盖的313名商业客户的匹配数据表明,社会关系营销的投资回报丰厚,金融关系营销没有,而结构关系营销对经常服务的客户来说在经济上是可行的。
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引用次数: 0
Mir Talks to Professor Hermann Simon 米尔与赫尔曼·西蒙教授谈话
Pub Date : 2009-05-01 DOI: 10.2478/gfkmir-2014-0085
H. Diller
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引用次数: 0
Dynamic Pricing Support Systems for DIY Retailers – a Case Study from Austria DIY零售商动态定价支持系统——来自奥地利的案例研究
Pub Date : 2009-05-01 DOI: 10.2478/GFKMIR-2014-0084
M. Natter, Thomas Reutterer, A. Mild
Abstract Merchandise managers have long dreamt of automated dynamic systems to help them make well-informed pricing decisions. However, such systems have proved as elusive as the Holy Grail - until now, that is. The story of an Austrian DIY retailer shows often undetected opportunities to use valuable information, hidden in retailers’ data warehouses, on consumer reactions to previous price changes in order to make automatic pricing and promotion decisions.
商品经理长期以来一直梦想着自动化动态系统来帮助他们做出明智的定价决策。然而,事实证明,这样的系统就像圣杯一样难以捉摸——直到现在。一家奥地利DIY零售商的故事表明,利用隐藏在零售商数据仓库中的有价值的信息,即消费者对之前价格变化的反应,往往会有未被发现的机会,从而自动制定定价和促销决策。
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引用次数: 6
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GfK Marketing Intelligence Review
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