Strategic advantage through customer value
- Authors: Harding, Vernon Victor
- Date: 2012-08-21
- Subjects: Total quality management , Strategic planning , Customer relations , Consumer satisfaction
- Type: Mini-Dissertation
- Identifier: uj:2909 , http://hdl.handle.net/10210/6339
- Description: M.Comm. , Lots have been said in the literature in regard to customer value and the way it should influence the company and its management strategy. Customer focused, close to the customer, building customer relations creating customer value, becoming customer driven and exceeding customer expectations are some of the hottest subject executives are talking about. If so way are most companies in South Africa and in the world still content with their internal measurements without asking whether what they are measuring has any relevance on the companies performance (Fagiano, 1997:6). For South African companies competitiveness have never been more important because of the rapidly changing global environment and the swift changes in the demographic and socio-economic locally (De Villiers & Slabbert, 1996:35). The death of distance and the (Peters, 1997:2) current exchange rate of the rand makes it advantageous for international companies to invest in South-Africa putting local companies under a lot of strain. It is proposed to use customer value as a strategic performance measure tool and to develop a customer driven culture to insure that the perceived value of the product is above expectation and that branding is achieved through customer value. It was indicated that customer value can be a performance measurement tool and a major component in the strategic management process and that it is here to stay and will be a vehicle for many a company to achieve competitive advantage. The principle of customer value is not new and has been proven in the Total Quality Management process. It would thus be building on existing capabilities that have been acquired from total quality management of internal processes and products. The challenge lies in refocusing from the internal quality processes to an external customer value. This movement of focus will not be easy and organisations will have to rethink their culture, structure and managerial capabilities. Employees will need to learn a few new skills such as (1) customer responsiveness and evaluation, (2) innovation, (3) strategic thinking, (4) radical thinking and internal motivation
- Full Text:
- Authors: Harding, Vernon Victor
- Date: 2012-08-21
- Subjects: Total quality management , Strategic planning , Customer relations , Consumer satisfaction
- Type: Mini-Dissertation
- Identifier: uj:2909 , http://hdl.handle.net/10210/6339
- Description: M.Comm. , Lots have been said in the literature in regard to customer value and the way it should influence the company and its management strategy. Customer focused, close to the customer, building customer relations creating customer value, becoming customer driven and exceeding customer expectations are some of the hottest subject executives are talking about. If so way are most companies in South Africa and in the world still content with their internal measurements without asking whether what they are measuring has any relevance on the companies performance (Fagiano, 1997:6). For South African companies competitiveness have never been more important because of the rapidly changing global environment and the swift changes in the demographic and socio-economic locally (De Villiers & Slabbert, 1996:35). The death of distance and the (Peters, 1997:2) current exchange rate of the rand makes it advantageous for international companies to invest in South-Africa putting local companies under a lot of strain. It is proposed to use customer value as a strategic performance measure tool and to develop a customer driven culture to insure that the perceived value of the product is above expectation and that branding is achieved through customer value. It was indicated that customer value can be a performance measurement tool and a major component in the strategic management process and that it is here to stay and will be a vehicle for many a company to achieve competitive advantage. The principle of customer value is not new and has been proven in the Total Quality Management process. It would thus be building on existing capabilities that have been acquired from total quality management of internal processes and products. The challenge lies in refocusing from the internal quality processes to an external customer value. This movement of focus will not be easy and organisations will have to rethink their culture, structure and managerial capabilities. Employees will need to learn a few new skills such as (1) customer responsiveness and evaluation, (2) innovation, (3) strategic thinking, (4) radical thinking and internal motivation
- Full Text:
Value engineering within a changing telecommunication market
- Authors: Geyser, Deon
- Date: 2011-11-30
- Subjects: Consumer satisfaction , Strategic planning , Organizational learning , Value analysis (Cost control) , Reengineering (Management) , Telecommunication management , Organizational change
- Type: Thesis
- Identifier: uj:1763 , http://hdl.handle.net/10210/4117
- Description: M.Ing. , The telecommunications industry worldwide is experiencing massive downsizing activities as the mobile telecommunications market is flooded with mobile operators. In Europe and other leading countries world wide, fixed line operators are able to cover more than 90% of the population of the country and there is not such a necessity for a mobile service as in a country such as South Africa, where less than 50% of the population is connected to a fixed line operator. Together with many investors, planning to create substantial returns on investments saturated the communication market in these worldleading countries. When mobile data transfer, in the form of GPRS (General Packet Radios Services) and UMTS (Universal Mobile Telecommunication System), was developed it was estimated that the amount of mobile data transferred (via mobile operators) per annum would exceed the amount of data transferred by normal fixed line transport (fixed line operators). Many mobile cellular operators worldwide have invested in these technologies but their ROI (Return on Investment) is not nearly as good as was estimated in the initial feasibility study of the technologies. Together, these issues have had a negative impact on all the world leading mobile communication infrastructure suppliers, which had to downsize to accommodate the decrease in world business. Only 3rd world countries (such as in Africa) are still expanding their mobile networks and are creating some business opportunities for the world leading suppliers, but it is unfortunately not sufficient to sustain the current business. With the initial roll out of GSM (Global system for mobile communication) network infrastructure suppliers could ask what they want for the equipment and services supplied, as these were hard to imitate, but as the market grew, more competitors were able to meet their standards in equipment quality and better the price and service.
- Full Text:
- Authors: Geyser, Deon
- Date: 2011-11-30
- Subjects: Consumer satisfaction , Strategic planning , Organizational learning , Value analysis (Cost control) , Reengineering (Management) , Telecommunication management , Organizational change
- Type: Thesis
- Identifier: uj:1763 , http://hdl.handle.net/10210/4117
- Description: M.Ing. , The telecommunications industry worldwide is experiencing massive downsizing activities as the mobile telecommunications market is flooded with mobile operators. In Europe and other leading countries world wide, fixed line operators are able to cover more than 90% of the population of the country and there is not such a necessity for a mobile service as in a country such as South Africa, where less than 50% of the population is connected to a fixed line operator. Together with many investors, planning to create substantial returns on investments saturated the communication market in these worldleading countries. When mobile data transfer, in the form of GPRS (General Packet Radios Services) and UMTS (Universal Mobile Telecommunication System), was developed it was estimated that the amount of mobile data transferred (via mobile operators) per annum would exceed the amount of data transferred by normal fixed line transport (fixed line operators). Many mobile cellular operators worldwide have invested in these technologies but their ROI (Return on Investment) is not nearly as good as was estimated in the initial feasibility study of the technologies. Together, these issues have had a negative impact on all the world leading mobile communication infrastructure suppliers, which had to downsize to accommodate the decrease in world business. Only 3rd world countries (such as in Africa) are still expanding their mobile networks and are creating some business opportunities for the world leading suppliers, but it is unfortunately not sufficient to sustain the current business. With the initial roll out of GSM (Global system for mobile communication) network infrastructure suppliers could ask what they want for the equipment and services supplied, as these were hard to imitate, but as the market grew, more competitors were able to meet their standards in equipment quality and better the price and service.
- Full Text:
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