Customers marketing perspective

The BP-Amoco Empress plant complex consists of three interconnected facilities located on a one mile square site. It operates 24 hours a day, 365 days a year, employing 70 personnel who work two shifts. If the plant were to shut down for a period of time, suppliers would have to sell their product on the spot market and forego profits. Also, from the customer s perspective, even a plant with reserves would soon run out of products. 

The QAP is a proactive tool that can be used to assess the potential impact of information from one system on another. An ineffective or inefficient customer complaint-handling process is not only a reflection of the company from the customer s perspective but quickly becomes a regulatory concern. This could ultimately result in the recall of product from the market and affect the public image of the company. An effective recall prevention program is closely linked to an effective QAP that consistently identifies deficiencies in customer complaint handling and expeditiously corrects them. (Fig.l). 

Gwinner, K. P., Gremler, D. D., and Bitner, M. J. (1998], "Relational benefits in services industries the customer s perspective," Journal of the Academy of Marketing Science, 26... 

The marketing perspective the impact of rising customer expectations and the information revolution. 

The need for weU-trained technical service professionals is expected to continue as an essential aspect of the chemical industry, despite the phenomenal growth ia electronic methods of information storage, retrieval, and transmission. Advanced troubleshooting of complex customer processes and accelerated accurate product development and market introductions should continue to be principal elements of technical service personnel duties. Increased levels of integration, perhaps blurring the lines between suppHer and customer, may come to pass. There are already instances of personnel swapping between customers and suppHers for extended periods to allow cross-fertilization of ideas and provide more accurate perspectives for the companies involved in these efforts. Technical service and research personnel have been those persons most directly involved in such efforts. 

The certification business has grown enormously in the last ten years. The International Accreditation Forum (lAF) recorded 616 accredited certification bodies in January 1999. The experience of the vehicle manufacturers with ISO 9000 certification led them to question the wisdom of so many certification bodies chasing the same business in a competitive market. The results seemed to indicate that cost reductions by the certification bodies led to a decline in the quality of auditing and that was the opposite of what the vehicle manufacturers wanted. The vehicle manufacturers had not seen a significant rise in product quality as a result of ISO 9000 and they believed this was partially due to the quality of the accreditation and certification schemes being operated as well as inadequacies in the quality system standard. When the four national automotive schemes were launched, great emphasis was placed on regulating more closely the accreditation and certification schemes. From a customer perspective, the ISO 10011 scheme had some particular problems ... 

The Nordic eco-label is the official eco-label for the Nordic countries [9]. It was founded in 1989 and the aim is to provide customers with a tool (the Nordic eco-label logo) to help them choose among the best, environmental performing products on the market. The criteria are developed by using a life-cycle perspective. The Nordic eco-label has in total 63 product groups. 

The sales market constellation for these commodities is relatively mature leading to an oligopoly constellation with few customers and few suppliers. Price mechanisms are bilateral negotiations between customers and suppliers no formal exchanges or single-sided auctions are considered from the selling company perspective. The second part of the sales characteristics is shown in table 9. 

Truffer B, Markard J, Wiistenhagen R (2001) Enhancing customer demand for green electricity - Perspectives of eco-labeling in the European market. Energy Policy 29 885... 

Improving operational performance. Although many customers prefer to have services bundled and to source as many services as possible from a single provider, they have very little tolerance of cross-subsidies between these services. The service organization thus needs to assess each service s performance from a standalone perspective. Customers will certainly do this themselves for those services where markets exist. They will also benchmark natural monopolies, to be able to assert an appropriate level of pressure on the service provider and drive prices down. Service providers, in turn, need to pull operational and structural improvement levers ... 

Within the scope of this book, this glimpse at the dynamic network between the flavour and fragrance industry and the sophisticated consumer of the 2U century illustrates the interesting perspectives for the future of the business with taste. Increasing client demands on flexibility and service will be countered by the flavour industry with improved customer support and by providing complete solutions ranging from concept-to-market to creating brands . 

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