| | SLO | ENG | Cookies and privacy

Bigger font | Smaller font

Search the digital library catalog Help

Query: search in
search in
search in
search in
* old and bologna study programme

Options:
  Reset


1 - 3 / 3
First pagePrevious page1Next pageLast page
1.
2.
Organisational effectiveness and customer satisfaction
Milan Ambrož, Martina Praprotnik, 2008, original scientific article

Abstract: This paper presents a test of the relationship between organizational culture as a crucial indicator of organizational effectiveness and customer satisfaction using service-unit data from two health resorts. Ensuring survival of the service organisation in the long run requires adaptations which are oriented towards achieving maximum customer satisfaction. This study intended to unveil the effect organisational factors have on customer service orientation from the customer and employee point of view within a two health resort service setting. The finding suggests that when trying to predict the comparative degree which organisational effectiveness factors have in satisfying customers' needs, performance, adaptability and mission can be of the highest importance. Some effects like performance were uniform for employees and customers, while others varied depending on the organisation and the customer or employee group. Furthermore, findings suggest that service performance and organisation mission of the service organisation predict customer satisfaction based on established and proven health services. In this context there is no room for innovation, despite the fact that employees and customers do not share similar views about the impact of organisational effectiveness. Developing an effective service organisation can provide a competitive advantage to the organisation. Critical for the success of the service organisation is that organisational agents have a clear view of the existing organisation effectiveness and a clear view of the customer expectations in this area.
Keywords: organisational effectiveness, customer satisfaction, customer complexity, service orientation, survival, adaptability
Published in DKUM: 04.12.2017; Views: 1638; Downloads: 453
.pdf Full text (982,16 KB)
This document has many files! More...

3.
Can marketing resources contribute to company performance?
Borut Milfelner, Vladimir Gabrijan, Boris Snoj, 2008, original scientific article

Abstract: The study investigates the relationships between market orientation, innovation resources, reputational resources, customer related capabilities, and distribution based assets, as well as their impact on market and financial performance. The results indicate that market orientation is indirectly related to a company's market and financial performance through other four marketing resources. Reputational resources have a positive impact on loyalty, market share, and sales volume, while the impact of innovation resources on market share and sales volume is rather indirect through customer loyalty. While the customer related capabilities significantly impact customer loyalty their impact on market share and sales volume can not be confirmed. On the other side the distribution based assets are weakly related to loyalty and market share and sales volume. General findings indicate that selected marketing resources impact financial performance indirectly through the creation of customer loyalty and directly through market share and sales volume.
Keywords: market orientation, innovation resources, reputational resources, customer related capabilities, distribution- based assets, organizational performance
Published in DKUM: 10.07.2015; Views: 1554; Downloads: 443
.pdf Full text (949,34 KB)
This document has many files! More...

Search done in 0.1 sec.
Back to top
Logos of partners University of Maribor University of Ljubljana University of Primorska University of Nova Gorica