Temporal Visual Profiling of Market Basket Analysis Arboleda, Francisco Javier Moreno; Ortega, Giovanni Perez; Luna, Jaime Alberto Guzman
IAENG international journal of computer science,
05/2022, Letnik:
49, Številka:
2
Journal Article
Recenzirano
Market basket analysis allows analysts to understand the behaviour of customers. In this paper, we propose a novel technique to generate the profile of a customer with regard to his/her product ...purchase history. After obtaining the profile of a customer, we present a visual technique, to compare in a friendly and interactive way the profiles of customers over time. To show the expediency of our proposal, we performed experiments with a dataset of purchases of a retail market. The results showed that our proposal can be useful for stock planning and identifying customers with similar buying tendencies.
ABSTRACT
We examine whether customer-base concentration has a differential impact on profitability for firms contracting with major government customers versus firms contracting with major corporate ...customers. We document that firm profitability increases with the concentration of major government customers, but decreases with the concentration of major corporate customers. We attribute the contrasting results to the differential impact of major government and corporate customers on demand uncertainty. Specifically, firms contracting with major government customers face lower demand uncertainty that enables them to realize more efficiency gains from customer-specific investments, whereas firms contracting with major corporate customers are exposed to higher demand uncertainty that reduces the efficiency of customer-specific investments. Overall, our study suggests that major government customers are unique and important in the composition of customer base, and they impact firm outcomes in a significantly different way than major corporate customers.
JEL Classifications: M41; L25; G14; H57.
This article uses the customer portfolio management (CPM) approach to examine how a company can define the value of customers and segment these customers into portfolios. By segmenting customers into ...portfolios, an organization can better understand the relative importance of each customer to the company's total profit. Such an understanding will help companies retain valuable customers create additional value with these customers through relationship development.
The purpose of this article is to contribute to the body of customer relationship management (CRM) literature by introducing a conceptual framework of the customer portfolio management (CPM) matrix, which focuses on two issues: (1) cost to serve and (2) value of the customer to the company. From this framework, a firm can segment its customer base into four portfolios, platinum, gold, silver, and bronze, and deliver services accordingly.
•This study introduces a conceptual framework of Customer Portfolio Management (CPM) matrix.•CPM focuses on two issues: (1) cost to serve and, (2) value of the customer to the company.•Using this framework, a firm can segment its customer base into four portfolios, platinum, gold, silver, and bronze.•And then a firm can apply different strategies on these portfolios accordingly.
This study examines how customers' perceptions of corporate social responsibility (CSR) affect their customer citizenship behaviour and the mediated link through customer‐company identification and ...affective commitment. Working with a sample of 615 banking service customers in South Korea, structural equation modelling is employed to test the research hypotheses. The results of this study suggest that customers' perceptions of CSR are positively related to their customer citizenship behaviour. Second, customer‐company identification was found to mediate the positive relationship between customers' perceptions of CSR and customer citizenship behaviour. Third, customers' affective commitment towards their organization also mediated the positive relationship between customers' perceptions of CSR and customer citizenship behaviour. Finally, the relationship between customers' perceptions of CSR and customer citizenship behaviour is sequentially and partially mediated by customer‐company identification and affective commitment. The theoretical and managerial implications of the results and the limitations of the study are discussed, and future research directions are suggested.
This reported work considers a discrete-time multiserver queue in which the customers wait for the service for a limited time with a general distribution and leave the system if the service has not ...begun within that time. The customers arrive according to a Bernoulli process and the service times are geometrically distributed. The paper presents the exact expressions for the loss probability and the queue length distribution.
Toward a theory of customer engagement marketing Harmeling, Colleen M.; Moffett, Jordan W.; Arnold, Mark J. ...
Journal of the Academy of Marketing Science,
05/2017, Letnik:
45, Številka:
3
Journal Article
Recenzirano
Customer engagement marketing—defined as a firm’s deliberate effort to motivate, empower, and measure customer contributions to marketing functions—marks a shift in marketing research and business ...practice. After defining and differentiating engagement marketing, the authors present a typology of its two primary forms and offer tenets that link specific strategic elements to customer outcomes and thereby firm performance, theorizing that the effectiveness of engagement marketing arises from the establishment of psychological ownership and self-transformation. The authors provide evidence in support of the derived tenets through case illustrations, as well as a quasi-experimental field test of the central tenet of engagement marketing.
The concept of customer centricity is frequently debated by sales and marketing researchers and practitioners. However, to date no validated scale exists that measures to what extent customers ...perceive companies as customer centric. Against this backdrop, drawing on prior literature, qualitative interviews, and a customer survey (N = 246), the authors develop and validate a measurement scale for perceived customer centricity. In addition, using matched survey and financial data from industrial customers (N = 1,089), the authors examine antecedents and consequences of perceived customer centricity. Results show that customers perceive firms as customer centric if the supplier is customer oriented on both the overall firm level and the salesperson level. Furthermore, perceived customer centricity is strongly linked to customers' loyalty intentions and objective sales revenue, particularly if customers perceive a firm to exhibit high prices. Thus, this article equips managers with a validated and easy-to-use measurement that allows monitoring a firm's progress toward customer centricity.
Advances in frontline interface technologies and devices are profoundly disrupting how organizations and customers interact to create and exchange value. Where once customer interactions were limited ...in variety, multiplicity, and complexity, today’s broadband Internet and wireless connection technologies defy limitations to enable organization-customer interactions of ever-increasing diversity and consistency across multiple points of customer contact. No longer are the frontlines inert backgrounds for organizational action involving customers; rather, they are evolving as sites of vibrant innovations and interventions that engage customers, enhance customer experiences, and motivate value (co)creation. To anchor this emergent field, we define organizational frontlines at the intersection of interfaces and interactions that connect organizations and their customers. We historically trace the use of “organizational frontlines” from its initial application in military and management domains through its current and proposed position in both academic and practitioner contexts. We illustrate our definition to highlight research opportunities and underscore the strategic implications for effectively managing organizational frontlines to secure competitive advantage. We conclude with a discussion of special issue articles and the exciting agenda they collectively engage.
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