Customer Relationship Management 2nd Edition Roger J Baran, Robert J Galka - Solutions

Enhance your understanding of "Customer Relationship Management 2nd Edition" by Roger J. Baran and Robert J. Galka with our comprehensive online solutions. Access the complete answers key and solutions pdf for the textbook, featuring step-by-step answers and solved problems. Dive into chapter solutions and explore the instructor manual and test bank for in-depth learning. Our free download offers a convenient way to study with detailed questions and answers, ensuring you grasp the concepts thoroughly. Whether preparing for exams or needing quick clarifications, our solution manual is your go-to resource for mastering CRM concepts.

Who knows? Th ey might have spit in my food in the kitchen.
I wasn’t sure how to talk about this situation. It was too personal.
Th e person I wanted to complain about might have lost her job.
I’d already thrown away the receipt.
Th ey will tell me I need all my original documents, and I’m not sure where they are.
Forget it. I sent an e-mail on their Web site before and heard nothing back.
Th e complaint department was closed over the lunch hour.
I haven’t been approved yet for the loan; I’ll wait until aft er that.
I would have had to wait a long time for a reply.
Th ey probably would have treated me like a criminal.
It would have become a big deal.
Th ey would have been rude to me.
I didn’t know who to talk to.
I had a problem with a “female” product and the person helping me was a man. I was too embarrassed.
Other people might have gott en involved; maybe the headwaiter would have come over.
Th e clerk helping me was really cute, and I didn’t want to look like a creep in front of her.
Th ey told me I’d have to write a lett er. Who’s got time for that?
I felt sorry for the clerk.
Most of the time they get it right. It was just this one situation they messed up.
I can tell by their body language when they don’t want to hear from me.
I complained once, and they recorded my call and then played it to everyone in the call center.
I don’t trust that they’ll keep my complaint confi dential.
Th eir solution was to give me a long-distance number to call.
It would have cost more to complain.
Th ey might question my complaint, and I would need to defend myself.
It was really clear: the person I was talking with was incompetent, defi nitely not top drawer. He wouldn’t get the message right anyway.
Th ey’ll ask me for my PIN number, and I can’t remember which one it is. I have dozens of account numbers.
It wasn’t that bad. Aft er all, compared to people starving around the world, my complaint is nothing.
It wasn’t worthwhile mentioning it. No one would listen to me anyway.
I didn’t want to spoil the mood of the party. I wasn’t the host, so I didn’t want to make a fuss. I was polite at the dinner table but grumbled in the washroom.
Which staff members regularly spend time with the customers? How is the information they gather channeled back into the organization?
Are your feedback systems designed to capture primarily compliments or complaints?
What systems are in place to capture customer complaints that staff hear? What are all the different methods you have in place to gather customer feedback?
What listening posts do you have set up to capture feedback from your customers?
Have you identifi ed customers who will give you extensive and honest feedback about your products and services?
Do you regularly call your own toll-free lines to experience the service you offer on them?
If you have installed toll-free lines, how satisfi ed are customers with the speed and effectiveness with which you handle those calls?
How do you regularly measure these costs and revenues and communicate them through the organization?
What additional revenues are realized by retaining disappointed customers?
How much does it cost your organization to resolve cus -tomer problems?
How do your customer-facing employees attempt to sell a positive image of your company while they resolve customer problems?
Does your organization have any examples of when service or product breakdowns have led to stronger ties with customers?
What are your most common complaints of this type? What is your plan for pro active service recovery or in-place customer education to handle these types of situations?
How does your company respond to customers who complain about things that are their fault?
How do you suspect your customers react when they sense you consider their complaints unreasonable?
Under what circumstances do you consider your customers’ complaints to be unreasonable?
Patients are spoken to rudely by overworked technicians or offi ce assistants.
Patients do not have their insurance identifi cation cards with them.
Patients are kept waiting two hours for appointments.
What do your customers say about you in the marketplace? What is your plan to manage this public talk or word of mouth?
How much are your customers worth to you over a lifetime of buying?
How many customers have you lost in the past year? Who are these customers?
Do you compare these fi gures to the total number of clients you have? How much does it cost you to get new customers?
If you count complaints, do you use a multiplier to account for noncompliance that is reasonable for your type of business?
What are all the ways you count or measure customer complaints?
Do your staff and customers know these examples?
What have you learned about your company by listening to customer complaints?
What are the ways you treat customer complaints as market information?
Th e more dissatisfi ed customers become, the more likely they are to use word of mouth to express their displeasure.
Eff ective complaint handling can be a powerful source of positive word of mouth.
People are much more likely to believe a personal recommendation than an advertiser’s promotional statements.
How does that affect your approach to complaint handling?
Do you set targets to reduce complaints?
Do you have any idea how effective you are at complaint handling compared to other businesses in your industry sector? If so, where do you stand?
What approaches does your organization have in place to encourage and then learn from complaints?
What specifi c lessons have you learned from your complaining customers?
What do your customer-facing staff say when they can’t solve a customer’s problem? Do they tend to blame policies? What kinds of excuses do they give? What kinds of reactions do these cause in your customers?
How strong is the view that complaints are opportunities to satisfy dissatisfi ed customers?
What are the differences between how customer-facing staff see complaints and how managers see complaints?
Do you talk about them as if they are giving you gifts?
How do you talk about your complaining customers?
What are the varied opinions about complaints within your organization?
What is your organization’s mind-set about complaints?
What are critical incident scores, and how do they differ from more general marketing research questions?
When a company collects customer experience cycle data, what type of data is it collecting?
In order to truly understand its customers, companies must collect information on the customer buying cycle. What type of information would this be?
Customer equity is driven by three components: value equity, brand equity, and relationship equity.Explain what these three components mean.
Quantitative measures are needed to rank customers in terms of their value to an organization. The measures that have been developed to do this are CLV and customer equity. What are the similarities and differences between these two measures?
Through CRM, companies attempt to develop closer bonds with their customers. In addition to the measures of retention, defection, and survival, what are some other useful measures?
Why is customer retention so important?
Define “satisfaction” and how it can be measured, indicating the preferred way to measure it.
What are some specific CRM effectiveness measures useable for each CRM function?
Numerous CRM tools and effectiveness measures are available to companies today. How can these tools and measures be grouped into separate and distinct categories that companies can measure their existing tools and metrics against?
Develop a series of attributes regarding three fast-food franchises. Then compute your own servicequality gap measures on each component for each franchise.
Select a product, company, or brand with which you are familiar. Describe what it would find in measuring your value equity, brand equity, and relationship equity.
CRM systems affect employees as well as customers. A company wants to know how its CRM systems are affecting its employees. What measures would you suggest, and how would you go about collecting this information?
A company is spending significant sums trying to create closer bonds with its customers. They ask you to measure the effectiveness of their efforts. What measures would you suggest, and how would you go about collecting this information?
Can companies establish humanistic bonds through social CRM?
How can LBSs be used in CRM?
How can crowdsourcing aid companies in their marketing efforts?
How will smart phones impact the ways retailers operate?
How will social media impact the ways companies practice CRM?
What specific steps can an organization take now with regards to emerging technology adoption?
Which application types are currently maturing and need to be reevaluated for continued use in an organization’s suite of tools?
Which applications provide the best competitive advantage quickly?
How are evolving technologies impacting CRM strategies?
Give an example of how a company could use real-time data analysis and streaming in conjunction with historic customer information residing in a data bank.
Identify how organizations can use intelligent virtual agents to strengthen their CRM effort. List examples of organizations using IVAs today.
Select an organization that you shop with frequently and discuss which of the emerging technologies this company is using.
Call several organizations you currently do business with, using their 800 number. Identify which technologies are being used by each and explain why one approach is better than another. Make recommendations for improvement for each of the organizations identified.

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Customer Relationship Management 2nd Edition Roger J Baran, Robert J Galka - Solutions

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