فایل ورد کامل مدیریت عملکرد راهبردی با تاکید بر مشتری

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تعداد صفحات این فایل: ۲۰ صفحه

بخشی از مقاله انگلیسیعنوان انگلیسی:Strategic Performance Management with Focus on the Customer~~en~~

Abstract

This paper presents a view on issues of strategic performance management in the Czech business environment with focus on the customer by means of comparing results and partial conclusions from research carried out in selected companies. The results of the analysis are evaluated in the context of the theoretical background and the findings of similar studies. Based on these findings, a set of recommendations will be provided for Czech companies dealing with strategic performance management oriented towards the customer. The paper was prepared based on research of Czech and foreign literature, interviews with management and analyses of internal materials from selected companies.

۱ Introduction

The basic prerequisite for the successful long-term operation of a business is finding competitive advantages for a company, linked primarily to the performance of this company but also to other areas of company operations. Gaining a competitive advantage by achieving a certain level of business performance is the primary prerequisite for the successful operation of a company in the long term (Marinic, 2005; Skodakova, 2009). One of the key factors of company performance and subsequently of the creation of value is competitiveness of the company and a competitive advantage. At the same time, company performance is considered to be the basic standard of its competitiveness.

A company’s performance, according to Porter (1985) shows, for example, a greater capacity to ensure profits, increased efficiency of production processes and their effectiveness in transforming input factors into a final product ensuring a profit. In a broader sense, the company’s performance is reflected in greater stability of the company, an improved ability to learn, adapt to changes and respond to them. To achieve greater competitiveness in general it is necessary, in view of the close relationship of performance and competitiveness, to think in a broader context (systems thinking) and at the same time to have a sufficient level of knowledge of modern management theory. (Skodakova, 2009).

Performance can therefore, according to Mikolas (2012), be considered as a specific form of competitiveness – the company’s potential to generate performance. A socially responsible company should understand performance comprehensively – not only as an economic view or description, but also in terms of social, environmental and other potential. In today’s competitive environment, monitoring and measuring customer satisfaction plays a key role, therefore this article will pay close attention to strategic performance management with a focus on the customer.

The ability to find new customers and retain existing customers determines the degree of success of a company (Rosicky et al., 2010). In this, even just identifying and satisfying the customer is essential to their retention and loyalty (Sivadas and Baker-Prewitt, 2000; Chan et al., 2010). According to surveys by Forrester, more than 72% of B2C companies consider retaining customers as one of its main priorities (Band, 2010). Gitomer (1998) characterises this state by saying that it is not enough to produce satisfied customers, but the new challenge is to produce loyal customers.

Most marketing theories and practices unfortunately still focus on the art of attracting customers instead of paying sufficient attention to retaining existing customers (Pribyl, 2012). Seldon & Colvin (2003) express the belief that a closer view of customer satisfaction will allow managers to understand more comprehensively the opportunities for improvement and this closer view of customer satisfaction is even more important if the company management is to understand customer profitability.

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