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Korelasi antara self monitoring dan customer orientation pada perawat di rumah sakit

Korelasi antara self monitoring dan customer orientation pada perawat di rumah sakit

Penelitian yang digunakan dalam penelitian ini menggunakan pendekatan kuantitatif. Tujuan dari jenis penelitian kuantitatif adalah mengkaji teori secara objektif dengan cara menguji hubungan antar variabel-variabel yang diteliti (Supratiknya, 2015). Jenis penelitian ini adalah penelitian korelasional yang bertujuan untuk mengetahui sejauh mana variasi pada satu variabel berkaitan dengan satu atau lebih variabel lain berdasarkan koefisien korelasi (Azwar, 2009). Pada penelitan ini, peneliti ingin melihat apakah terdapat korelasi antara self monitoring dengan customer orientation pada perawat rumah sakit.
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Korelasi antara self monitoring dan customer orientation pada perawat di rumah sakit.

Korelasi antara self monitoring dan customer orientation pada perawat di rumah sakit.

Setelah peneliti mendapatkan hasil terjemahan Self Monitoring Scale dan Customer Orientation Scale dalam Bahasa Indonesia yang telah diperbaiki, peneliti melakukan validitas isi terhadap skala tersebut. Validitas isi merujuk pada kesesuaian antara isi tes dan konstruk yang diukur. Hal ini diperoleh melalui analisis logis atau empiris terhadap seberapa memadai isi tes mewakili ranah isi, serta seberapa relevan ranah isi tersebut sesuai dengan interpretasi skor tes yang dimaksudkan (Supratiknya, 2014). Validitas isi diperoleh melalui penilaian pakar dan ahli terhadap kesesuaian antara bagian tes dan kontruk yang diukur (Supratiknya, 2014). Hal ini bertujuan untuk melihat skala yang diterjemahkan sesuai dengan ranah dan batasan pengukuran. Peneliti melakukan validasi skala penelitian melalui konsultasi bersama Dosen Pembimbing Skripsi sebagai pakar atau ahli yang memberikan penilaian. 2. Reliabilitas
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PENGARUH CUSTOMER ACCOUNTING SEBAGAI STRATEGIC MANAGEMENT ACCOUNTING TECHNIQUES DAN CUSTOMER ORIENTATION TERHADAP ORGANIZATIONAL PERFORMANCE | Lisa | Business Accounting Review 2774 5145 1 SM

PENGARUH CUSTOMER ACCOUNTING SEBAGAI STRATEGIC MANAGEMENT ACCOUNTING TECHNIQUES DAN CUSTOMER ORIENTATION TERHADAP ORGANIZATIONAL PERFORMANCE | Lisa | Business Accounting Review 2774 5145 1 SM

Sorensen (2009) menemukan hasil bahwa customer orientation tidak memiliki hubungan signifikan dengan kinerja organisasi. Namun, ketika dihubungkan dengan tingkat persaingan industri, maka customer orientation berpengaruh signifikan pada kinerja organisasi (ROA) dengan semakin tingginya intensitas (tingkat) persaingan dalam industri. Padahal, dengan semakin tingginya persaingan, maka kinerja organisasi cenderung akan semakin turun. Gupta dan Lehmann (2003) berpendapat jika persaingan yang semakin tinggi akan mengurangi customer loyalty. Maka, dengan menggunakan customer orientation dalam persaingan yang ketat tersebut, kinerja organisasi dapat meningkat. Dalam penelitian ini ditemukan bahwa customer orientation berpengaruh tidak signifikan pada market share, baik secara langsung ataupun dengan semakin tingginya persaingan.
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PENGARUH STRATEGI CUSTOMER ORIENTATION TERHADAP CUSTOMER RETENTION PADA PT. BANK BRI UNIT DI KOTA YOGYAKARTA DENGAN PEMEDIASI SATISFACTION WITH BENEFIT

PENGARUH STRATEGI CUSTOMER ORIENTATION TERHADAP CUSTOMER RETENTION PADA PT. BANK BRI UNIT DI KOTA YOGYAKARTA DENGAN PEMEDIASI SATISFACTION WITH BENEFIT

Penyebaran kuesioner sebanyak 98 bendel yang diisi atau dijawab oleh responden penelitian. Kuesioner yang disebar tersebut berkaitan dengan tanggapan nasabah PT. Bank BRI Unit di Kota Yogyakarta tentang pengaruh strategi customer orientation terhadap customer retention bank. Pengusaha mikro yang diberi bantuan kredit mikro dalam pengembangan usahanya yang dibina oleh kantor Kadin Yogyakarta pada tahun 2005 berjumlah 301 orang karena sudah lama menjadi nasabah PT. Bank BRI Unit di Kota Yogyakarta oleh karena itu mendapatkan pelayanan prioritas, sedangkan pengusaha mikro yang memperoleh Kupedes (produk kredit mikro pada PT. Bank BRI Unit di Kota Yogyakarta) sebanyak 4.143 orang, sehingga total pengusaha mikro penerima Kupedes sebanyak 4.444 orang sebagai populasi.
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Developing Information Technology Policies for Enterprise Resource Planning to Improve Customer Orientation and Service

Developing Information Technology Policies for Enterprise Resource Planning to Improve Customer Orientation and Service

Furthermore, a successful of ERP practice requires control during planning, implementation and delivery of services, particularly related to IT. Thus, the IT controls can overcome the problems of ERP failures, and regulate the life cycle of service and related decision rights. The IT controls should be supported with the business controls [14]; hence, we concern with IT policies for ERP practices within C OBI T framework to achieve the Business Goals 4 (BG4), i.e. improve customer orientation and service. We applied C OBI T due to the completeness [15] and internationally applicable IT Governance framework in many different industries [16].
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Pengaruh Sales Person Customer Orientation pada Customer Complaint Satisfaction: Customer Attitude Toward Salesperson sebagai Mediasi.

Pengaruh Sales Person Customer Orientation pada Customer Complaint Satisfaction: Customer Attitude Toward Salesperson sebagai Mediasi.

Simpulan hasil pengujian hipotesis dalam penelitian ini yang diuji dengan menggunakan path analysis. Salesperson customer orientation pada customer attitude toward salesperson tidak memberikan pengaruh yang signifikan. Hal tersebut dapat menggambarkan bahwa sikap pelanggan tidak ditentukan hanya melalui salesperson saja namun melalui produk juga. Penelitian ini menjelaskan bahwa customer attitude toward salesperson tidak memberikan pengaruh yang signifikan pada customer complaint satisfaction. Hal tersebut menggambarkan bahwa sikap pelanggan tidak dapat menggambarkan kepuasan komplain bagi pelaggan itu.
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Relationships between organizational support, customer orientation, and work outcomes

Relationships between organizational support, customer orientation, and work outcomes

In addition, it may be surmised that, customer orientation may actually serve as an antidote to job demands and play an instrumental role in increasing job resources. For instance, when a frontline employee lacks adequate information and procedures to accomplish a required task, customer orientation may serve as internal compass and provide clear, well-defined guidelines to reduce uncertainties and ambiguities inherent in that task ( Jones et al., 2003). Also, customer orientation may alleviate the negative effects of conflicts in a job environment as it enables employees to control a threatening situation with calm and emotional stability (Donavan et al., 2004; Surprenant and Solomon, 1987; Winstead, 2000). Furthermore, customer orientation may lead employees to find more effective and creative ways of serving customers, which may actually reduce work overload. Similarly, customer orientation may encourage employees to seek more resources from management to better serve customers. All of these factors may explain the strong impact of customer orientation on job performance.
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PENGARUH CUSTOMER ORIENTATION OF SERVICE EMPLOYEE MELALUI PROGRAM “WOW 5ERVICE” TERHADAP CUSTOMER RETENTION DI HOTEL GINO FERUCI KEBONJATI BANDUNG - repository UPI S MPP 1201989 Title

PENGARUH CUSTOMER ORIENTATION OF SERVICE EMPLOYEE MELALUI PROGRAM “WOW 5ERVICE” TERHADAP CUSTOMER RETENTION DI HOTEL GINO FERUCI KEBONJATI BANDUNG - repository UPI S MPP 1201989 Title

LEMBAR HAK CIPTA PENGARUH CUSTOMER ORIENTATION OF SERVICE EMPLOYEE MELALUI PROGRAM “WOW 5ERVICE” TERHADAP CUSTOMER RETENTION Survey terhadap Tamu Individu Reguler yang Menginap di H[r]

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ANALISIS PENGARUH CUSTOMER ORIENTATION DAN INTERFUNCTIONAL COORDINATION TERHADAP SALESPERSON CUSTOMER ORIENTATION (Studi pada PT. Telekomunikasi Indonesia, Tbk Cabang Solo)

ANALISIS PENGARUH CUSTOMER ORIENTATION DAN INTERFUNCTIONAL COORDINATION TERHADAP SALESPERSON CUSTOMER ORIENTATION (Studi pada PT. Telekomunikasi Indonesia, Tbk Cabang Solo)

Customer Orientation atau orientasi konsumen adalah pemahaman yang cukup mengenai pembeli yang ditargetkan oleh seorang penjual yang mampu menciptakan nilai kemanfaatan terbaik terus-menerus untuk barang yang dibeli pembeli tersebut ( Naver dan Slater, 1990).Perusahaan yang memiliki customer orientation yang kuat akan lebih memahami tentang konsumen lingkungan bisnis mereka. Perusahaan pertama-tama akan mengadopsi suatu budaya orientasi baru kemudian mengembangkannya menjadi suatu perilaku yang konsisten (Gonzales Benito, 2005 : 299). Sebagai tambahan, interfunctional coordination akan mempengaruhi intelligence generation melalui kemampuan perusahaan mengumpulkan berbagai informasi yang diperoleh dari beberapa perusahaan (Matsuno, Mentzer and Rentz, 2005). Perusahaan yang mempunyai interfunctional coordination yang tinggi mampu membentuk rasa tanggung jawab di antara karyawan untuk meningkatkan value bagi konsumen.
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accounting techniques dan customer orientation

accounting techniques dan customer orientation

27 RIGHT OF RETURN Return Provisions Impact on Revenue General – “Manufacturer’s defect” Revenue can be recognize if Company can estimate product returns “Within warranty period” Re[r]

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S MPP 1201989 Chapter 5

S MPP 1201989 Chapter 5

1. Costumer orientation of service employee yang meliputi need to pamper, need to read the customer, need for personal relationship dan need to deliver secara keseluruhan berpengaruh terhadap customer retention. Costumer orientation of service employee merupakan kecenderungan perilaku yang ditunjukan oleh para pegawai sebuah perusahaan ketika berinteraksi dengan pelanggannya memberikan kesan terbaik dan mampu mengidentifikasi, menganalisis, dan menanggapi setiap kebutuhan pelanggan sehinngga pelanggan puas. Selain itu customer orientation of service employee merupakan salah satu strategi yang paling efektif di Hotel Gino Feruci Kebonjati Bandung. Aspek need to read customer masih kurang optimal. Pegawai hotel diupayakan dapat lebih memahami, memenuhi segala sesuatu yang dibutuhkan oleh tamu individu reguler untuk membentuk persepsi dan motivasi tamu sehingga tamu tersebut merasa puas dan loyal.
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S MPP 1201989 Abstract

S MPP 1201989 Abstract

Zorgy Mokhamad Fhasa Perdana, 1201989, The Effect of Customer Orientation of Service Employee through the "Wow 5ervice" Program on Customer Retention in Hotel Gino Feruci Kebonjati Bandung (Survey The Individual Regular Guests Who Stay In Hotel Bandung Kebonjati Gino Feruci). Supervised by Heri Puspito Diyah Setiyorini, MM, and Taufik Abdullah, SE.,MM,Par.

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The%20Impact%20of%20Personal%20Selling%20Orientation.english

The%20Impact%20of%20Personal%20Selling%20Orientation.english

from B2B customers. Ramendra Singh and Abraham Koshy (2010) expressed that customer orientation and selling orientation affect the customer satisfaction. In their research revealed that customer orientation and selling orientation will form "value" where the creation of relationship between salesperson with customers not only happens without any positive relationship development between the two sides so as to create a close relationship between one with other. In the concept of B2B, it is necessary to have a relationship development between salesman and buyer, so that an emotional bond that occurs either directly or indirectly, and essentially influences the customer's actions to make a long term business relationship.
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S MPP 1201989 Bibliography

S MPP 1201989 Bibliography

Monireh Raie, Asadollah Khadivi PhD, Reza Khdaie PhD. 2014. THE Effect Of Employees’ Customer Orientation, Customer’s Satisfaction And Commitment On Customer’s Sustainability. Arabian Journal of Business and Management Review (OMAN Chapter) Vol. 4. pp 109-121.

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Kotler22_basic.ppt 105KB Aug 31 2008 08:53:52 PM

Kotler22_basic.ppt 105KB Aug 31 2008 08:53:52 PM

22-6 Role of Marketing at the Corporate Level  To promote a culture of customer orientation  To be an advocate for the customer  To assess market attractiveness  To develop [r]

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Manajemen | Fakultas Ekonomi Universitas Maritim Raja Ali Haji joeb.80.1.25-28

Manajemen | Fakultas Ekonomi Universitas Maritim Raja Ali Haji joeb.80.1.25-28

Because these rankings are read uni- versally, publicized vociferously, and regarded widely with an exaggerated degree of credulity, deans and other business-school administrators do what they can to achieve favorable showings in the various polls. The much-debated and often-discredited systems of stu- dent evaluations (Sproule, 2000) pro- vide just one example of the hoops through which accommodating school administrations willingly jump to cater to students’ whims and wishes. Thus, in many or even most B-schools, customer orientation and customer-relationship management—or just plain pandering to the students—has become a mantra rivaled only by that dedicated to maxi- mizing shareholder wealth.
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THE IMPACT OF MARKETING STRATEGIES TOWARDS THE PERFORMANCE OF MUSEUMS IN JAKARTA

THE IMPACT OF MARKETING STRATEGIES TOWARDS THE PERFORMANCE OF MUSEUMS IN JAKARTA

The philosophy of customer orientation is the organization must provide the best value to its customers in accordance with the perceptions, needs and desires of the intended target market. Products offered must also be able to satisfy customers by creating an attractive product design, communication with consumers who maintained, appropriate pricing and other added niali provided to consumers (Kotler and Andersen, 1996). Customer orientation is a manifestation of organizational culture, where its orientation must be able to create a good value to its customers (Narver and Slater, 1990). Marketing principle to detect what the customer wants and efforts to give satisfaction to its customers can now be applied in the context of the museum (Kotler and Kotler, 1998). Customer orientation conducted by the museum emphasizes how to get information from visitors to improve service to its visitors, for the museum can be used as a means of leisure, education, cultural activities and places of social interaction. Thus the hypothesis obtained:
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Directory UMM :Data Elmu:jurnal:J-a:Journal Of Business Research:Vol51.Issue1.2001:

Directory UMM :Data Elmu:jurnal:J-a:Journal Of Business Research:Vol51.Issue1.2001:

between these orientations indicates that an internal custo- mer orientation is important for the development of a market orientation. The support found for the relationship between internal customer orientation and market orienta- tion gives credence to past literature that has assumed this relationship, and hence, this study contributes to the aca- demic literature in this domain. Importantly, the two con- cepts, i.e. internal customer orientation and market orientation, are found to be distinct and not isomorphic. From a managerial perspective, an organisation should strive to develop, maintain, and enhance both an internal customer and a market orientation concurrently. Without an emphasis on satisfying the requirements of employees, superior value will not be provided at every stage of the value chain and therefore, the end customer will not receive the optimal product or service. Not only does internal customer orientation have a direct effect on market orienta- tion, but it also mediates the relationships between various antecedents and market orientation. The effects of intelli- gence dissemination, interdepartmental integration, internal communication, personnel management and management support, on market orientation are enhanced by their indirect effects through internal customer orientation. This further illustrates the crucial nature of internal customer orientation in the development of market orientation.
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Organizational Factors Associated with Job Characteristics: Evidence from Frontline Service Employees

Organizational Factors Associated with Job Characteristics: Evidence from Frontline Service Employees

One way of inducing certain responses from employees is through job design, which has been shown to affect employees’ intrinsic motivation and performance, and employee customer orientation. The aim of this work is to research contextual factors associated with enriched jobs, which are consistent with customer-oriented behaviors and, ultimately, employee performance. We believe that it is not enough to build jobs with certain characteristics to induce employees to engage in certain practices. This is an effort that must be complemented with the development of an appropriate organizational context that supports and sustains employee perceptions about organizational priorities. Our view stems from Hackman and Oldham’s (1980, p. 155) contention that implementing ‘substantial changes in jobs that persist over time requires attention to the systemic properties of organizations’. This view is consistent with the assertion of Hartline, Maxham, and McKee’s (2000, p. 36) that ‘when a customer-oriented strategy is adopted, several structural and procedural mechanisms within the firm must come into alignment before effective dissemination can occur’.
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