Post-purchase dissonance is doubt or anxiety experienced after making a difficult purchase decision. Factors like the number of alternatives considered and substitutability of options can influence dissonance. Consumers may also regret purchases if the product fails to meet expectations or they find out foregone alternatives were better. Approaches to reduce dissonance include increasing desirability of the chosen brand and decreasing desirability of rejected brands. Satisfaction depends on expectations; focusing on satisfying customers totally is important for loyalty rather than immediate repurchase. Dissatisfied customers may still repurchase due to lack of alternatives, while satisfied customers may switch seeking better options.
This document discusses key characteristics of business-to-business (B2B) marketing. It outlines the complex buying process organizations go through, which involves multiple participants with different roles who are all influenced by internal and external factors. The buying process consists of 8 stages: problem recognition, general need description, product specification, supplier research, proposal solution, supplier selection, order-routine specification, and performance review. It notes that in B2B markets, buyers often have significant power over sellers to customize products, negotiate prices, and influence other marketing decisions. The relationship between buyers and sellers is also important. The document provides an example of LG targeting 5-star hotels by offering customized security televisions at a better negotiated price with quick serv
Consumer behavior part 1 purchasing process and consumer as decision maker ...AIPMM Administration
Join AIPMM Anthropologist Paula Gray for her 3 part, in depth webcast series on consumer behavior. Part 1 is all about the product purchasing process.
What drives a person's decision to purchase a product? All purchase decisions are made by people, either an individual or a group, but always people. This is one of the most crucial human behaviors to understand as a product manager and as a product marketer. Whether it’s in the design of a new product or keeping a current one competitive, understanding why your customers buy will help you stay ahead.
You can use this information to inform your marketing strategy, create more relevant messaging and improve your social media strategy. This information is relevant for both tangible goods and intangible services.
Equip yourself with the tools and knowledge for a deep understanding of what drives people through the purchase process.
This document discusses rules for taking derivatives of various functions including:
1. The derivative of a constant function is 0.
2. The power rule states that the derivative of x^n is nx^{n-1}.
3. Higher derivatives can be found by taking additional derivatives, and the nth derivative is written as f^(n).
It also covers the product rule, quotient rule, and applying rules to polynomials and exponential functions.
The document describes the Cobb-Douglas production function and the results of estimating its parameters. It finds that labor (L) and capital (K) explain 95% of the variation in output (Q) according to the estimated equation Q=-0.31+0.20K+0.95L. Diagnostic tests show the data and estimated model meet the assumptions of regression analysis. Specifically, the variables are stationary and there is no multicollinearity while the model and estimated coefficients are statistically significant with a goodness of fit of 95%. Therefore, the Cobb-Douglas production function appropriately captures the relationship between L, K, and Q in the data.
The Cobb-Douglas production function models the relationship between an output and inputs like labor and capital. It assumes outputs increase with inputs but at a decreasing rate. The formula relates the natural log of output to the natural log of inputs with elasticity coefficients representing the percentage change in output from a 1% change in an input. If the coefficients sum to 1 there are constant returns to scale, less than 1 is decreasing returns, and more than 1 is increasing returns. An example using Taiwan agricultural data from 1958-1972 estimated elasticities of 1.5 for labor and 0.4 for capital, indicating increasing returns to scale.
The document discusses the chain rule and how to use it to find derivatives of more complex equations. It provides examples of using the chain rule to take derivatives of functions involving exponents, trigonometric functions, radicals, and combinations of these. Key steps include identifying the inner and outer functions, taking the derivative of the inner function, and plugging into the chain rule formula. The document also contrasts using the chain rule method versus the inside-outside method for some problems.
The derivative of a composition of functions is the product of the derivatives of those functions. This rule is important because compositions are so powerful.
Post-purchase dissonance is doubt or anxiety experienced after making a difficult purchase decision. Factors like the number of alternatives considered and substitutability of options can influence dissonance. Consumers may also regret purchases if the product fails to meet expectations or they find out foregone alternatives were better. Approaches to reduce dissonance include increasing desirability of the chosen brand and decreasing desirability of rejected brands. Satisfaction depends on expectations; focusing on satisfying customers totally is important for loyalty rather than immediate repurchase. Dissatisfied customers may still repurchase due to lack of alternatives, while satisfied customers may switch seeking better options.
This document discusses key characteristics of business-to-business (B2B) marketing. It outlines the complex buying process organizations go through, which involves multiple participants with different roles who are all influenced by internal and external factors. The buying process consists of 8 stages: problem recognition, general need description, product specification, supplier research, proposal solution, supplier selection, order-routine specification, and performance review. It notes that in B2B markets, buyers often have significant power over sellers to customize products, negotiate prices, and influence other marketing decisions. The relationship between buyers and sellers is also important. The document provides an example of LG targeting 5-star hotels by offering customized security televisions at a better negotiated price with quick serv
Consumer behavior part 1 purchasing process and consumer as decision maker ...AIPMM Administration
Join AIPMM Anthropologist Paula Gray for her 3 part, in depth webcast series on consumer behavior. Part 1 is all about the product purchasing process.
What drives a person's decision to purchase a product? All purchase decisions are made by people, either an individual or a group, but always people. This is one of the most crucial human behaviors to understand as a product manager and as a product marketer. Whether it’s in the design of a new product or keeping a current one competitive, understanding why your customers buy will help you stay ahead.
You can use this information to inform your marketing strategy, create more relevant messaging and improve your social media strategy. This information is relevant for both tangible goods and intangible services.
Equip yourself with the tools and knowledge for a deep understanding of what drives people through the purchase process.
This document discusses rules for taking derivatives of various functions including:
1. The derivative of a constant function is 0.
2. The power rule states that the derivative of x^n is nx^{n-1}.
3. Higher derivatives can be found by taking additional derivatives, and the nth derivative is written as f^(n).
It also covers the product rule, quotient rule, and applying rules to polynomials and exponential functions.
The document describes the Cobb-Douglas production function and the results of estimating its parameters. It finds that labor (L) and capital (K) explain 95% of the variation in output (Q) according to the estimated equation Q=-0.31+0.20K+0.95L. Diagnostic tests show the data and estimated model meet the assumptions of regression analysis. Specifically, the variables are stationary and there is no multicollinearity while the model and estimated coefficients are statistically significant with a goodness of fit of 95%. Therefore, the Cobb-Douglas production function appropriately captures the relationship between L, K, and Q in the data.
The Cobb-Douglas production function models the relationship between an output and inputs like labor and capital. It assumes outputs increase with inputs but at a decreasing rate. The formula relates the natural log of output to the natural log of inputs with elasticity coefficients representing the percentage change in output from a 1% change in an input. If the coefficients sum to 1 there are constant returns to scale, less than 1 is decreasing returns, and more than 1 is increasing returns. An example using Taiwan agricultural data from 1958-1972 estimated elasticities of 1.5 for labor and 0.4 for capital, indicating increasing returns to scale.
The document discusses the chain rule and how to use it to find derivatives of more complex equations. It provides examples of using the chain rule to take derivatives of functions involving exponents, trigonometric functions, radicals, and combinations of these. Key steps include identifying the inner and outer functions, taking the derivative of the inner function, and plugging into the chain rule formula. The document also contrasts using the chain rule method versus the inside-outside method for some problems.
The derivative of a composition of functions is the product of the derivatives of those functions. This rule is important because compositions are so powerful.
This document discusses rules for finding derivatives of products and quotients using the product rule and quotient rule. It provides examples of applying these rules to functions like f(x)=(x3)(x+x2) and f(x)=(4x2+5)/(x5). It notes that in some cases, it may be easier to first distribute and simplify the expression before finding the derivative.
11 x1 t09 03 rules for differentiation (2013)Nigel Simmons
The document outlines differentiation rules:
1) The derivative of a constant function is 0.
2) The derivative of a function with respect to x multiplied by a constant k is the derivative of the function multiplied by k.
3) The derivative of a polynomial function is found by taking the derivative of each term.
4) The derivative of a function divided by x is the derivative of the function minus the function divided by x squared.
The document summarizes key aspects of the Cobb-Douglas production function model, including:
1) The functional form of the Cobb-Douglas production function, which exhibits constant returns to scale properties based on labor and capital inputs.
2) How total factor productivity can be measured from the production function as a residual, providing a better measure than partial productivity.
3) A growth accounting formula derived from the logarithmic form of the production function that partitions GDP growth into contributions from labor, capital, and productivity.
4) How the exponent 'a' represents labor's share of output based on marginal productivity theory.
The document discusses various chain rules for derivatives, including:
- The power chain rule: [up]' = pup−1(u)'
- Trigonometric chain rules: [sin(u)]' = cos(u)(u)', [cos(u)]' = −sin(u)(u)'
- Examples are provided to demonstrate applying the chain rules to find derivatives of more complex functions like y = sin(x3) and y = sin3(x). Repeated application of the appropriate chain rule at each step is often required.
This document provides an overview of lessons on the chain rule in calculus. It introduces the chain rule for functions of one variable and then extends it to functions of multiple variables. Examples are provided to demonstrate how to use the chain rule to calculate derivatives of composite functions. Formulas for the chain rule are stated for reference. The document also discusses using tree diagrams to visualize applications of the chain rule and introduces matrix expressions of the chain rule.
This document discusses the chain rule for functions of multiple variables. It begins by reviewing the chain rule for single-variable functions, then extends it to functions of more variables. The chain rule is presented for cases where the dependent variable z is a function of intermediate variables x and y, which are themselves functions of independent variables s and t. General formulas are given using partial derivatives. Examples are worked out, such as finding the derivative of a function defined implicitly by an equation. Diagrams are used to illustrate the relationships between variables.
The document discusses finding the equation of the normal line to a curve at a given point using differentiation. It introduces the Quotient Rule for differentiating quotients of functions and notes that the Product Rule is often easier to use. It also attributes the discovery of the Quotient Rule to Gottfried Leibniz in 1677 and provides an example of using it to find stationary points on a curve.
This document provides examples and instructions for differentiating products using the product rule. It introduces Gottfried Leibniz and his discovery of the product rule in 1675. Examples are given to differentiate products and find the coordinates of a stationary point on a curve using differentiation. The exercises are from a textbook and ask the reader to start on question 3.
This document discusses using the Chain Rule to differentiate more complicated functions. It introduces the Chain Rule and provides Gottfried Leibniz as the inventor of the notation for derivatives. Two examples are given to demonstrate differentiating functions using the Chain Rule without showing the steps of the work.
The Building Block of Calculus - Chapter 4 The Product Rule and Quotient RuleTenri Ashari Wanahari
The chapter discusses the product rule and quotient rule for derivatives. The product rule states that the derivative of the product of two functions is the derivative of the first function times the second function plus the derivative of the second function times the first function. The quotient rule gives the formula for finding the derivative of the quotient of two functions.
The document discusses estimating the parameters of a Cobb-Douglas production function using econometric methods. It provides the equation Q=A*K^α + L^β and estimates the parameters as α = 0.206925 and β = 0.952008 using least squares regression. It finds that changes in K and L explain 95% of the variation in Q. Finally, it determines that the industry exhibits increasing returns to scale since α + β is greater than 1.
Presentation on CVP Analysis, Break Even Point & Applications of Marginal Cos...Leena Kakkar
CVP analysis helps managers understand the relationship between cost, volume, and profit by examining how price, volume, variable costs, fixed costs, and product mix interact. It is used to determine what products to make/sell, pricing policies, marketing strategies, and facility investments. The break-even point is where total costs and revenues are equal, and no profit or loss has occurred. Marginal costing is used to set optimal prices, evaluate price reductions, choose product mixes, calculate safety margins, and set different prices for different customers.
The document discusses production functions and their relationships. It shows that a production function relates the maximum quantity of output (Q) that can be produced from given amounts of inputs (capital K and labor L). The production function is represented as Q=f(K,L). It then derives and graphs the equations for total product (Q), average product (APL), and marginal product (MPL) based on the Cobb-Douglas production function of Q=K^0.3 L^0.8. It finds that average product is maximized when average product equals marginal product.
The Cobb-Douglas production function is widely used to model the relationship between output and two inputs, labor and capital. It takes the form of P(L,K) = B*L^α*K^β, where P is total production, L is labor input, K is capital input, B is total factor productivity, and α and β are output elasticities. The function was formulated by Cobb and Douglas based on statistical evidence showing how U.S. output and the two inputs changed together from 1889-1920. It has since been widely applied despite some criticisms around its lack of microeconomic foundations.
This document discusses the Cobb-Douglas production function and its application to estimating production at a lumber company. It begins by defining the Cobb-Douglas production function and its typical form. It then presents the specific production function estimated for Washington-Pacific Lumber, which models lumber output (Q) as a function of labor hours (L), machine hours (K), and energy input (BTUs) (E). It provides the estimated coefficients and standard errors from regressing data. The rest of the document works through examples calculating the effect on output from changes in inputs and determining the returns to scale for this production system based on summing the exponent coefficients.
The document discusses customer satisfaction, defining it as a measure of how well a company's products and services meet or exceed customer expectations. It notes that customer expectations come from their needs, wants, and preconceptions. The document outlines that internal and external customers are important and discusses factors like price, quality, service, brand, and reputation that influence satisfaction. It describes three levels of customer satisfaction - basic needs, performance needs, and "excitement needs" that delight customers. Methods for managing satisfaction include direct feedback through surveys as well as indirect feedback from complaints, loyalty, and reviews. The goal is to continually monitor feedback to identify issues and improve customer experience.
1) Customers are defined as those who use, purchase, or influence a product or service. Customer satisfaction is influenced by perceptions of quality, features, customer service, price, reputation, and warranty.
2) There are different types of customers - loyal, discount, impulsive, need-based, wandering - each with different profitability and needs. Customer service aims to retain customers by understanding complaints and finding solutions.
3) Kano model classifies customer requirements into basic attributes that cause dissatisfaction if absent, satisfiers that increase satisfaction based on performance, and delighters that are unexpected and enhance satisfaction.
Customer satisfaction is a measure of how well a company's products and services meet customer expectations. If expectations are met, the customer is satisfied. There are three levels of customer satisfaction: basic needs which prevent dissatisfaction if met, performance needs which increase satisfaction the better they are met, and excitement needs which create customer delight. Factors like price, quality, service, brand, and reputation affect customer satisfaction. Ensuring customer satisfaction through feedback, surveys, and meeting expectations is important as it leads to customer loyalty, retention, and positive word-of-mouth marketing.
The document discusses key concepts related to customer satisfaction and service. It defines customers as those who use, purchase, or influence a product or service. There are internal and external customers. Customer satisfaction is achieved when a company's offer matches customer needs. Key drivers of customer satisfaction are performance, features, service, warranty, price, and reputation. Poor service is the primary reason customers leave, followed by better prices and product dissatisfaction.
This document discusses rules for finding derivatives of products and quotients using the product rule and quotient rule. It provides examples of applying these rules to functions like f(x)=(x3)(x+x2) and f(x)=(4x2+5)/(x5). It notes that in some cases, it may be easier to first distribute and simplify the expression before finding the derivative.
11 x1 t09 03 rules for differentiation (2013)Nigel Simmons
The document outlines differentiation rules:
1) The derivative of a constant function is 0.
2) The derivative of a function with respect to x multiplied by a constant k is the derivative of the function multiplied by k.
3) The derivative of a polynomial function is found by taking the derivative of each term.
4) The derivative of a function divided by x is the derivative of the function minus the function divided by x squared.
The document summarizes key aspects of the Cobb-Douglas production function model, including:
1) The functional form of the Cobb-Douglas production function, which exhibits constant returns to scale properties based on labor and capital inputs.
2) How total factor productivity can be measured from the production function as a residual, providing a better measure than partial productivity.
3) A growth accounting formula derived from the logarithmic form of the production function that partitions GDP growth into contributions from labor, capital, and productivity.
4) How the exponent 'a' represents labor's share of output based on marginal productivity theory.
The document discusses various chain rules for derivatives, including:
- The power chain rule: [up]' = pup−1(u)'
- Trigonometric chain rules: [sin(u)]' = cos(u)(u)', [cos(u)]' = −sin(u)(u)'
- Examples are provided to demonstrate applying the chain rules to find derivatives of more complex functions like y = sin(x3) and y = sin3(x). Repeated application of the appropriate chain rule at each step is often required.
This document provides an overview of lessons on the chain rule in calculus. It introduces the chain rule for functions of one variable and then extends it to functions of multiple variables. Examples are provided to demonstrate how to use the chain rule to calculate derivatives of composite functions. Formulas for the chain rule are stated for reference. The document also discusses using tree diagrams to visualize applications of the chain rule and introduces matrix expressions of the chain rule.
This document discusses the chain rule for functions of multiple variables. It begins by reviewing the chain rule for single-variable functions, then extends it to functions of more variables. The chain rule is presented for cases where the dependent variable z is a function of intermediate variables x and y, which are themselves functions of independent variables s and t. General formulas are given using partial derivatives. Examples are worked out, such as finding the derivative of a function defined implicitly by an equation. Diagrams are used to illustrate the relationships between variables.
The document discusses finding the equation of the normal line to a curve at a given point using differentiation. It introduces the Quotient Rule for differentiating quotients of functions and notes that the Product Rule is often easier to use. It also attributes the discovery of the Quotient Rule to Gottfried Leibniz in 1677 and provides an example of using it to find stationary points on a curve.
This document provides examples and instructions for differentiating products using the product rule. It introduces Gottfried Leibniz and his discovery of the product rule in 1675. Examples are given to differentiate products and find the coordinates of a stationary point on a curve using differentiation. The exercises are from a textbook and ask the reader to start on question 3.
This document discusses using the Chain Rule to differentiate more complicated functions. It introduces the Chain Rule and provides Gottfried Leibniz as the inventor of the notation for derivatives. Two examples are given to demonstrate differentiating functions using the Chain Rule without showing the steps of the work.
The Building Block of Calculus - Chapter 4 The Product Rule and Quotient RuleTenri Ashari Wanahari
The chapter discusses the product rule and quotient rule for derivatives. The product rule states that the derivative of the product of two functions is the derivative of the first function times the second function plus the derivative of the second function times the first function. The quotient rule gives the formula for finding the derivative of the quotient of two functions.
The document discusses estimating the parameters of a Cobb-Douglas production function using econometric methods. It provides the equation Q=A*K^α + L^β and estimates the parameters as α = 0.206925 and β = 0.952008 using least squares regression. It finds that changes in K and L explain 95% of the variation in Q. Finally, it determines that the industry exhibits increasing returns to scale since α + β is greater than 1.
Presentation on CVP Analysis, Break Even Point & Applications of Marginal Cos...Leena Kakkar
CVP analysis helps managers understand the relationship between cost, volume, and profit by examining how price, volume, variable costs, fixed costs, and product mix interact. It is used to determine what products to make/sell, pricing policies, marketing strategies, and facility investments. The break-even point is where total costs and revenues are equal, and no profit or loss has occurred. Marginal costing is used to set optimal prices, evaluate price reductions, choose product mixes, calculate safety margins, and set different prices for different customers.
The document discusses production functions and their relationships. It shows that a production function relates the maximum quantity of output (Q) that can be produced from given amounts of inputs (capital K and labor L). The production function is represented as Q=f(K,L). It then derives and graphs the equations for total product (Q), average product (APL), and marginal product (MPL) based on the Cobb-Douglas production function of Q=K^0.3 L^0.8. It finds that average product is maximized when average product equals marginal product.
The Cobb-Douglas production function is widely used to model the relationship between output and two inputs, labor and capital. It takes the form of P(L,K) = B*L^α*K^β, where P is total production, L is labor input, K is capital input, B is total factor productivity, and α and β are output elasticities. The function was formulated by Cobb and Douglas based on statistical evidence showing how U.S. output and the two inputs changed together from 1889-1920. It has since been widely applied despite some criticisms around its lack of microeconomic foundations.
This document discusses the Cobb-Douglas production function and its application to estimating production at a lumber company. It begins by defining the Cobb-Douglas production function and its typical form. It then presents the specific production function estimated for Washington-Pacific Lumber, which models lumber output (Q) as a function of labor hours (L), machine hours (K), and energy input (BTUs) (E). It provides the estimated coefficients and standard errors from regressing data. The rest of the document works through examples calculating the effect on output from changes in inputs and determining the returns to scale for this production system based on summing the exponent coefficients.
The document discusses customer satisfaction, defining it as a measure of how well a company's products and services meet or exceed customer expectations. It notes that customer expectations come from their needs, wants, and preconceptions. The document outlines that internal and external customers are important and discusses factors like price, quality, service, brand, and reputation that influence satisfaction. It describes three levels of customer satisfaction - basic needs, performance needs, and "excitement needs" that delight customers. Methods for managing satisfaction include direct feedback through surveys as well as indirect feedback from complaints, loyalty, and reviews. The goal is to continually monitor feedback to identify issues and improve customer experience.
1) Customers are defined as those who use, purchase, or influence a product or service. Customer satisfaction is influenced by perceptions of quality, features, customer service, price, reputation, and warranty.
2) There are different types of customers - loyal, discount, impulsive, need-based, wandering - each with different profitability and needs. Customer service aims to retain customers by understanding complaints and finding solutions.
3) Kano model classifies customer requirements into basic attributes that cause dissatisfaction if absent, satisfiers that increase satisfaction based on performance, and delighters that are unexpected and enhance satisfaction.
Customer satisfaction is a measure of how well a company's products and services meet customer expectations. If expectations are met, the customer is satisfied. There are three levels of customer satisfaction: basic needs which prevent dissatisfaction if met, performance needs which increase satisfaction the better they are met, and excitement needs which create customer delight. Factors like price, quality, service, brand, and reputation affect customer satisfaction. Ensuring customer satisfaction through feedback, surveys, and meeting expectations is important as it leads to customer loyalty, retention, and positive word-of-mouth marketing.
The document discusses key concepts related to customer satisfaction and service. It defines customers as those who use, purchase, or influence a product or service. There are internal and external customers. Customer satisfaction is achieved when a company's offer matches customer needs. Key drivers of customer satisfaction are performance, features, service, warranty, price, and reputation. Poor service is the primary reason customers leave, followed by better prices and product dissatisfaction.
The document discusses key concepts related to customer satisfaction and service. It defines customers as those who use, purchase, or influence a product or service. There are internal and external customers. Customer satisfaction is achieved when a company's offer matches customer needs. Key drivers of customer satisfaction are performance, features, service, warranty, price, and reputation. Poor service is the primary reason customers leave, followed by better prices and product dissatisfaction.
Customer satisfaction is important for business success. Studies show that small increases in customer satisfaction can lead to large increases in revenues and profits. Highly satisfied customers are more loyal, purchase more, and provide positive word-of-mouth advertising. They are also less likely to switch to competitors. Meeting and exceeding customer expectations is key to developing customer loyalty and repeat business over time. Customer complaints should be addressed quickly and effectively to improve satisfaction and retain customers.
- Customer satisfaction, value, and loyalty are important for companies to deliver in order to maximize lifetime customer value. Companies should understand customer needs and expectations, deliver high quality products and services, and monitor satisfaction over time.
- It is more profitable to attract and retain existing customers than acquire new ones. Companies should measure customer lifetime value and profitability to understand which customers to prioritize. Building loyalty through programs, interactions, and institutional ties can further increase customer value.
This document provides an overview of managing customer expectations. It discusses:
1) Identifying customer expectations, which are their vision of future service and can change over time based on experiences. Customers generally expect competent, efficient service; anticipation of their needs; and explanations in terms they understand.
2) There are two key elements to meeting expectations - the technical element of the product/service working properly, and the human element of how customers feel they are treated during the process.
3) Managing expectations at different stages - learn expectations prior to purchase, communicate expectations during service, and follow-up after to ensure expectations were met. Influencing expectations involves establishing trust and communicating the benefits of realistic expectations.
Customer satisfaction is measured by how satisfied customers feel about their experiences with a brand or product. Customer loyalty can be sustained through customers who consistently pay on time, spend above average amounts, refer others, purchase additional items, and have purchased for a long time. There are different types of customers like endorsers who refer others, buyers who continue purchasing but don't endorse, and various levels of satisfied, dissatisified, grumbling, and complaining customers. Customer service can be good when expectations are met, bad when expectations aren't met, and excellent when expectations are exceeded. Getting feedback is important for improving products, services, and the customer experience.
The document discusses gaps in customer expectations of service quality based on a model by Parasuraman, Zeithaml, and Berry. It identifies five gaps between customer expectations and perceptions: knowledge of customer expectations, service quality specifications, service delivery, external communications, and perceived service. The document also provides strategies for closing each gap to improve customer satisfaction.
The document describes some of the challenges a prospective student encountered when applying to and preparing to attend State University, including an uninformative campus tour, a confusing application process, issues having their file and transcript located by the admissions office, and initially being accepted to a two-year program rather than their intended major. Overall, it raises questions about the effectiveness of State University's recruitment and admissions processes from the student's perspective.
This document provides a self-introduction and presentation by Hari Krishna on customer relationship management services. It acknowledges the faculty member, Latha Diwakar, for her guidance. Hari Krishna visited Vijetha Super Market for his project work. The presentation defines customers and customer service, identifies internal and external customers with examples. It analyzes different types of external customers and methods to identify customer needs and satisfaction. Bottlenecks in customer service are identified along with solutions. Customer perception, satisfaction, delight and retention are discussed. Various customer service skills observed internally and externally are assessed.
This document discusses various theories related to consumer satisfaction and dissatisfaction. It first covers attribution theory, which explains how consumers attribute causes to events related to products and services. It then discusses stability, focus, and controllability as aspects of attribution theory. Next, it covers equity theory and how consumers perceive fairness in exchanges with sellers. It provides examples of how understanding consumer satisfaction and dissatisfaction can help companies retain customers and increase profits. Finally, it discusses the importance of monitoring customer satisfaction and addressing complaints.
This document contains a self-introduction and presentation by Hari Krishna about customer relationship management. It provides details about Hari Krishna's name, batch, assessor, and course of study. It then acknowledges the support received from his assessor, Mrs. Latha Diwakar. The document goes on to discuss customer service and relationship management, identifying different types of customers and their needs. It also analyzes strategies to understand customer needs and resolve issues. Overall, the document focuses on concepts relating to customer service and relationship management.
The document discusses customer satisfaction analysis and surveys. It defines customer satisfaction as meeting or exceeding a customer's needs, wants, and expectations. Customer loyalty is encouraged when experiences are positive. Surveys are used to assess satisfaction levels and identify factors contributing to satisfaction and dissatisfaction. Poor service is the main reason customers leave, according to surveys. The document outlines different survey methods and provides tips for effective surveys.
This document discusses customer care and service. It defines internal and external customers, their key differences and importance. Internal customers are co-workers and collaborators, while external customers pay bills and can choose alternatives. Both are important. The document also discusses customers' expectations of service, why customers quit businesses, how to delight customers through priorities, respect and exceeding expectations, and building lifelong loyalty through quality service and care.
This document discusses how to view customer complaints as gifts rather than problems. It provides an overview of complaint handling best practices, including defining complaints, understanding why customers complain, and the benefits of effective complaint resolution. Key points covered are that complaints contain valuable customer feedback, addressing complaints can increase customer loyalty and advocacy, and complaints should be handled with empathy, respect, and a problem-solving focus to de-escalate emotions and find solutions. The document advocates training staff in complaint handling skills and analyzing complaints for process improvements to deliver better customer service.
- Customers are value maximizers who choose options that provide the highest perceived benefits relative to costs. Companies must understand how customers value their offerings compared to competitors.
- Customer satisfaction results from a product meeting or exceeding expectations. High satisfaction leads to loyalty, so companies must ensure expectations are met.
- Retaining existing profitable customers is less costly than acquiring new ones, so relationship marketing is key. Lifetime customer value analysis helps maximize profitability.
Similar to EE&FA - Cobb-Douglas Production Function - FINAL YEAR CS/IT - SRI SAIRAM INSTITUTE OF TECHNOLOGY - DR.K.BARANIDHARAN (20)
This document discusses three decision-making models: the classical model, administrative model, and political model. It also describes four decision styles: directive style, analytical style, conceptual style, and behavioral style.
The classical model involves clear goals, certainty, and rational choice. The administrative model has vague goals, uncertainty, and satisficing choices. The political model has pluralistic goals, ambiguity, and bargaining.
The four decision styles differ in how problems are perceived and solutions chosen. The directive style prefers quick, simple solutions. The analytical style carefully considers alternatives based on data. The conceptual style considers many broad alternatives and social information. The behavioral style focuses on understanding others and helping them achieve goals.
INCON Invitation-DeC 2013, organised by..Sri Sairam Institute of Management Studies & Engineering College and Institute of technology,Chennai, Tamilnadu
This document provides information on various quality control tools, including the New Seven QC Tools. It begins with an overview of the New Seven QC Tools, which were developed in 1972 to organize verbal data using diagrams. The tools are Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams, Process Decision Program Charts, and Matrix Data Analysis. The document then provides detailed descriptions and examples of how to construct Affinity Diagrams, Relations Diagrams, Tree Diagrams, Matrix Diagrams, and Arrow Diagrams. It explains the advantages and uses of each tool.
This document provides an overview of the 5S methodology for workplace organization and standardization. It consists of 5 Japanese terms that begin with "S": Seiri (Organization), Seiton (Neatness), Seiso (Cleaning), Seiketsu (Standardization), and Shitsuke (Self-Discipline). Each term is defined in both dictionary and industrial contexts. Examples of typical activities for each "S" are also given, such as using color codes, designating storage areas, and establishing cleaning routines. The overall goal of 5S is to improve the work environment through establishing orderliness, cleanliness and standard processes.
This document provides an overview of Six Sigma, including its history, methodology, and applications. It discusses that Six Sigma was developed by Motorola in the 1980s to reduce defects through statistical analysis. The key methodologies are DMAIC, which is used for improving existing processes, and DMADV, used for developing new designs and products. It also outlines the different roles in Six Sigma projects such as Champions, Green Belts, Black Belts and Master Black Belts. Examples are given of industries that have implemented Six Sigma, showing its broad applicability.
The document discusses the law of supply, which states that the quantity of a good that suppliers are willing to provide increases as the price of the good increases. It provides examples of supply schedules and supply curves that illustrate the relationship between price and quantity supplied. It also discusses the concepts of elasticity of supply, explaining the different types from perfectly elastic to perfectly inelastic supply and how responsive quantity is to changes in price under each type.
This document discusses isoquants and isoquant analysis. It defines an isoquant as a line indicating the various combinations of two input factors, such as capital and labor, that yield the same level of output. Isoquants are downward sloping, convex to the origin, and do not intersect with each other. Features of isoquants include that they slope downward, implying more of one input requires less of the other; they are convex due to diminishing marginal rate of substitution between inputs; and they do not touch the axes as both inputs are required to produce output. The document provides examples of isoquant maps and different shapes they can take based on assumptions about the inputs.
This document discusses different concepts in production economics including isocosts, least-cost input combinations, and returns to scale. It defines isocosts as cost curves that represent combinations of inputs that cost the same amount. Least-cost combinations are determined by superimposing isocost and isoquant curves to find points of tangency. Returns to scale refer to how output changes with proportional input changes. Constant returns mean output doubles with doubled inputs. Decreasing returns mean less than doubled output, while increasing returns mean more than doubled output.
This document discusses returns to factors, also known as factor productivity. It defines productivity as the ratio of output to input, and factor productivity as the short-run relationship between inputs and outputs. It then explains that productivity can be measured through total productivity, average productivity, and marginal productivity. Finally, it states that returns to factors are governed by laws of returns to scale, where total physical product increases with inputs but the rate of increase varies and eventually declines due to the laws of increasing and decreasing returns to scale.
Supply functions represent the quantity of a commodity that producers will supply at a given price, level of technology, input prices, and other factors. A supply function mathematically relates the supply of a product to its determinants as independent variables. The supply of a product X is a function of its price, production costs, technology, government policy, and other factors. A firm's supply function can be simplified to focus on the relationship between supply and price by holding other variables constant. A linear supply function is commonly written as Qs = c + dP, where quantity supplied is a function of price.
This document is a presentation by Dr. K. Baranidharan on the topic of supply. It defines supply as the quantities of a good or service that a seller is willing and able to provide at a given price and time. It notes that supply and demand are interrelated, with supply representing a firm's willingness to sell a product and demand representing a consumer's willingness to buy it. The presentation also states that suppliers aim to produce various goods and services to satisfy consumers and that supply depends on other factors remaining the same at a point in time.
The document discusses the Kano model, which classifies product attributes into three categories: basic features, performance features, and excitement features. Basic features are expected and their absence would lead to dissatisfaction. Performance features provide benefits where greater performance results in greater satisfaction. Excitement features unexpectedly delight customers even though their benefits may be minor. The document provides examples of each category and illustrates how refrigerator features have evolved over time, moving expected features into the basic category and adding delight features.
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5. Customer satisfaction
• “an expression of dissatisfaction on a
consumer’s behalf to a responsible party”
• Consumer complaints are usually informal
complaints directly addressed to a company or
public service provider, and most consumers
manage to resolve problems with products
and services
5
6. CUSTOMER SATISFACTION
• The most important asset of any
organization is its customers
• Satisfied customers pay their bills
promptly which greatly improves
cash flow – the lifeblood of any
organization
6
8. CUSTOMER SATISFACTION
• Customers experience of a
product or a service is multifaceted
so hard to determine
• It needs to be measured
individually to get an accurate
total picture of customer
satisfaction
8
9. CUSTOMER SATISFACTION
• Customer satisfaction should not
be viewed in a vacuum.
• For example, a customer may be
satisfied with a product or
service and therefore rate the
product or service highly in a
survey and yet same customer
may buy another product.
9
10. CUSTOMER SATISFACTION
• Similarly customer’s
view about a product or
service are useless if
customer’s view about
competitors products
are not understood.
10
11. CUSTOMER SATISFACTION
• The value customers
places on the product
compared to another
may be a better
indication of customer
loyalty.
11
12. Factors Influencing Customer
Satisfaction
• Product quality
• Service quality
• Price
• Specific product or service features
• Consumer emotions
• Attributions for service success or failure
• Perceptions of equity or fairness
• Other consumers, family members, and coworkers
• Personal factors
• Situational factors
12
13. Internal Customer:
Inside the company are called
internal customers.
Example: department,
management, staff,
ervery person in a process is
considered as a customer of the
preceding operations.
TYPES OF CUSTOMER
13
14. External Customer:
outside the company are called
external customers.
Who uses the product or
services
Who purchases the product or
services
Who influences the sale of the
product or services.
14
15. • 1.purchaser (any one)
• 2.end user/ultimate customer (finally benefits
from the product)
• 3.merchants (realer, wholesalers, agent,
distributor, brokers)
• 4.processors (use the product out/input parts)
• 5.suppliers (who provide input (raw materials)
• 6.potential customers (not currently using the
product but capable of becoming customers)
• 7.hidden customers (great influence over the
product design, )
15