Abstract
The paper explains that customer loyalty programs are designed to assure that existing customers continue to purchase goods and services, rather than switching to a competitor. The paper provides a literature review to determine what makes customers remain loyal to a company. The paper proposes a study to determine which factors influence the decision to use a particular customer loyalty program for grocery customers who have more than one grocery customer loyalty cards. The paper outlines the research methodology of the study and explains how this study will contribute to a better understanding of the importance of customer loyalty cards in the decision to shop at a particular grocer.

Outline:
Literature Review
Problem Definition
Research Methodology
Contribution of Study

From the Paper
"Customer loyalty programs can have a positive impact on customer retention, but they also have a downside. They represent a capital expenditure and continuing operating costs. Nearly 75 percent of US shoppers currently belong to a customer loyalty program (CIOInsight 2003). Schemes are creative and include anything from free merchandise to frequent flyer miles. Managing customer loyalty has become a major part of the marketing mix. The effectiveness of these programs has become a topic of interest in both the academic and business world."

Tags:competitors, consumer, motivation, turnover

Abstract
In an attempt to improve customer satisfaction, banks around the world are training and empowering employees directly involved in service delivery to undertake a broad range of tasks. The paper looks at what are the skills necessary to improve customer satisfaction, how to calculate the level of customer satisfaction, and methods of training employees to improve their ability to satisfy customers.

From the Paper
"In analyzing customer satisfaction as an adjunct of qualified activity-based management (ABM) four activities are typically considered: Costs, Quality, Time and Innovation. Most of the emphasis in the current business literature focuses on activity-based costs (ABC) and TQM (total quality management). This is probably because ABC and TQM are easier, or more convenient to measure. Results are more quantifiable. The analysis of time and Innovation are harder since those two terms dip into areas like "mind," "motivation," and other terms that are hard to chart and analyze (Trapp, 1997)."

Tags:banking, employees, innovation, motivation, service

Abstract
The writer reveals the results of the group motivation inventory test that showed how he functions quite well with others, and displays the traits of a mediator, fair leader and team player. The writer then discusses the test's implications for his future interaction with groups and the ways to encourage motivation in teammates or employees. The writer relates that he will take the information he learned from this test into future group situations so as to more effectively lead, motivate and ultimately, accomplish goals.

Outline:
An Introduction to What I've Learned About Me
Group Interaction Implications and the Future
Motivational and Incentive Recommendations
Incentive Customization
Conclusion

From the Paper
"Throughout the experience of having taken the "Group Motivation Inventory" (GMI), I have learned a considerable amount of information in regards to not only myself, but also how I operation in groups. However, the subjective results of this exercise brought me to learn that I actually function quite well with others, particularly given a few traits which I consistently exhibit. These traits would be those of mediator, fair leader, and team player. My capacity to lead in a fair fashion, which results in respect as opposed to opposition, is highly useful and also effective in groups, in that direction is essential should a destination or goal expect to be reached. When there is disagreement about a goal within a group, it is important to assess whether the task is structured but beyond that the consensus amongst the group must be assessed. (Engleberg, Wynn 30)"

Tags:mediator, leader, team, player, interaction, motivation

Abstract
The paper defines those areas where CRM and marketing are interconnected and, in the case of specific strategies, dependent on each other for results. The paper defines CRM as the infrastructure that enables the delineation of and increase in customer value, and the correct means by which to motivate valuable customers to remain loyal and purchase again. The paper concludes that the integration of CRM data and marketing strategies is critical to the success of a company's marketing, selling and overall growth opportunities.

Outline:
Executive Summary
Defining CRM
CRM's Impact on Marketing
Summary

From the Paper
"What had begun as a series of applications aimed at capturing customer information has transformed into a series of strategies for attracting, selling, and serving customers. This transformation of CRM has been directly attributable to the change in which members of organizations are acquiring the software. When CRM was first created IT Departments were the first customers, and the key success criteria of IT are quite different than line-of-business executives who have profit-and-loss responsibilities for their companies. These line-of-business executives have transformed CRM from a series of applications to a series of strategies supported by applications, and this is a critical point in the evolution of this area overall."

Tags:customer, value, growth, software

Abstract
This paper examines how, since the deregulation of the power industry, electric utility companies have had to pay increasing attention to customer satisfaction levels and how industry performance on overall customer satisfaction is now regularly measured, based on performance. In particular, it looks at the company, Southern California Edison, and attempts to show that, when it comes to the claims department, high motivation levels become even more paramount, since this type of department has the dual objective of minimizing SCE's financial liability, while at the same time striving to maintain customer satisfaction levels. It demonstrates how SCE has used Herzberg's theory to some success and, in exploring SCE's use of Herzberg's theory, it also reviews the suitability, implementation, and results of SCE's motivational processes as applied to its claim department.

From the Paper
"Frederick Herzberg's Motivation-Hygiene Theory had two basic suggestions: the first being that there are two types of motivators, one type which results in satisfaction with the job, and the other which merely prevents dissatisfaction. The two types are quite separate and distinct from one another. Herzberg called the factors which result in job satisfaction motivators and those that simply prevented dissatisfaction which he refers to as hygienes. The factors that lead to job satisfaction (the motivators) are: achievement, recognition, work itself, responsibility, and advancement. The factors which may prevent dissatisfaction (the hygienes) are things such as company policy and administration, working conditions, interpersonal relations, money, status, and security."

Tags:herzberg?s, theory, performance, deregulation

Abstract
This paper explains that the independent variables for this study about customer relationship management (CRM) are (1) I.T. infrastructure, (2) top management support, (3) team building, (4) role specification, (5) communication, (6) common bond (7) planning process, (8) system integration, (9) employee motivation and (10) monitoring processes. The author reports that the study methodology involved an online questionnaire used to survey 100 doctors, pharmacists and other health and financial authorities in Kuwait. The paper includes many statistics and tables.

Table of Contents:
Introduction
Literature Review
Principles of CRM?
Benefits of CRM
Trends of CRM Formation
Why CRM Fail?
CRM Strategy
Limitations of CRM
CRM in Global Context or in Developing Countries
CRM Performance Indicators
Factors Influencing CRM Performance
General Framework of the Study
Research Hypotheses
I.T. Infrastructure
Top Management Support
Team Building
Role Specification
Communication
Common Bond
Planning Process
System Integration
Employee Motivation
Monitoring Processes
Methodology
Research Design
Sampling Unit
Sampling Frame
Method of Selecting the Sample Elements
Participants
Data Collection
Scale Development
Data Analysis
Dependent Variable
Independent Variables
Questionnaires
Reliability and Validity of the Results
Delimitations
Ethical Issues
Results, Data Analysis and Discussion
Results
Question 1
Hypothesis Testing Of Regression B/W IT Infrastructure and CRM
Statements
Calculation
Question 2
Hypothesis Testing of Regression B/W Top Management Support and CRM
Statement
Calculation
Question 3
Hypothesis Testing of Regression B/W CRM and CRM-Teams
Statement
Calculation
Question 4
Hypothesis Testing of Regression B/W CRM and Role Specification
Statement
Calculation
Question 5
Hypothesis Testing of Regression B/W CRM and Communication
Statement
Calculation
Question 6
Hypothesis Testing of Regression B/W CRM and Common Bonds
Statement
Calculation
Question 7
Hypothesis Testing of Regression B/W CRM and Planning Process
Statement
Calculation
Question 8
Hypothesis Testing of Regression B/W CRM and System Integration
Statement
Calculation
Question 9
Hypothesis Testing of Regression B/W CRM and Employee Motivation
Statement
Calculation
Question 10
Hypothesis Testing of Regression B/W CRM and Monitoring Process
Statement
Calculation
Significance and Conclusion
Who Should Use CRM?
Implications
The Future of CRM?
Conclusion

From the Paper
"The fourth question explored the relationship between CRM and role specification. Question five explores the relationship between CRM and communication. The answers of the respondents have been summarized in Table 5.1. Thirty four (34) respondents asserted that it is "extremely likely" that companies with clear communication patterns will be highly successful in maintaining long-term CRM. Ten (10) respondents asserted that it is "Quite likely" that companies with clear communication patterns will be highly successful in maintaining long-term CRM."

Tags:investment, strategy, model, principles, over-concentration

Abstract
This paper looks at the different attitudes of workers in a customer call center for a national specialized cancer organizations. It focuses on a particular individual and goes on to explain how psychological principles can be used to improve the situation and motivate this worker.

From the Paper
"Wendy Worker has recently begun working as a customer service representative for Cancer Call Center. Cancer Call Center is a national call center for one of the nation's foremost specialized cancer organizations. Wendy Worker is a 10-year breast cancer survivor, and Cancer Call Center's positive attitude towards cancer survivors was one of the reasons that she sought employment with them. However, Wendy is one of the few cancer survivors to be working in the organization's actual call center, which is predominantly staffed with young recent college graduates. Wendy differs from her coworkers in other ways, as well. Wendy is in her mid-forties, which is approximately twenty years older than the majority of her coworkers. She has recently returned to the workforce after being a stay-at-home mother for twelve years. Prior to making the choice to stay-at-home, Wendy was a supervisor at a similar call center, but she was unable to obtain a supervisor-level position because of the time gap in her resume. Although Wendy is not having any problem learning the material presented in training, she does not appear to be associating with the rest of her training class. Because Cancer Call Center has previously noted its highest turn-over rate with capable employees who fail to socialize in the work environment, it is looking for a way to motivate Wendy."

Tags:employees, training, positive

Abstract
The paper reveals how business has determined that money is not the only thing that employees want. The paper looks at compensation trends today and how they are being used in the automobile industry. The paper explains how the career anchors that an employee has (i.e., what is important to the employee), strongly influences what will motivate him/her to work harder and continue to perform at a high level. The paper shows how the trend, therefore, is to compensate employees based on what they need and want. The paper concludes that if the automobile industry continues to do this, it will also continue to please its customers.

Outline:
Introduction
Trends
Career Anchors and Motivation
Conclusion

From the Paper
"There are many trends when it comes to employee motivation and compensation, because big business has determined that money is not the only thing that employees want. Instead, these employees are motivated by different things. It used to be that everyone assumed that employees wanted more money, and they could do any job forever, as long as they were given periodic raises and/or bonuses. In other words, the employer assumed that money was all that mattered to these people that worked for the company. However, employers eventually began to realize that praising employees made them smile, and having a casual day once a week made employees more relaxed."

Tags:career, anchors, money, praise, reward

Abstract
This paper explains how motivating employees is key to achieving maximum productivity with minimum resources. The writer points out that achieving a balanced approach within the workplace is the current HR focus because this is seen as central to establishing sustainable motivation strategies. This paper also examines the current evolving state of HRM training and development functionality as a component of corporate motivational strategies. In its conclusion, the paper shows that employees who are motivated take pride in their duties and will take extra steps to ensure that their tasks and the organization's customers, internal and external, are dealt with fairly and equitably.

Outline:
Developmental Overview
HRM's Shift to Motivation
Training, Development & Strategy
Case Studies in HRM Strategies
Intel & Managerial Development
Ernst & Young Creates a College
Conclusion

From the Paper
"Human Resource Management (HRM) functions have been in an increasingly rapid evolutionary state since the early 1980s with the rise of the global economic model and globalization in general. Motivational issues cover the spectrum of organizations from the private to the public sector and each sector, in its own fashion, relies on better motivated workforces to achieve success. HRM researchers have alluded to the fact that HRM structures must be aligned with organizational strategies for global competitiveness to be achieved and increasingly this strategy demands a focus on employee motivation (Hall & Torrington 88). This realization for corporate enterprises and organizations that employee motivation was the new competitive differentiator began during the 1980s."

Tags:employees, customers, corporate, enterprises, training, strategies

Abstract
This paper discusses the motivational theories behind Costco's adoption of several electronic initiatives including online catalogs and a re-vamped and multifunctional website. The author describes the strengths and weaknesses of five motivational strategies that Costco's management could potentially use to motivate key personnel to create a new Costco.com, and suggests which strategies are likely to provide the best foundation for Costco's changes. The author explains the importance of change management in some of these strategies, and concludes that strong leadership is critical in motivating employees and setting changes in motion.

Outline

Overview of the DICE Model
Business Process Reengineering
Exploring Lewin's Model
Exploring the Speed of Change Model
Theories E and O of Motivation
Motivational Theories with the Greatest Potential to Motivate Costco Employees
Success Factors in managing Motivation at Costco
For Costco.com to succeed, Customers' Needs Must Dominate IT Strategies'
Conclusion

From the Paper
"In the context of Coscto.com, their efforts to significantly re-vamp their electronic initiatives will need to include some element business process re-engineering and management, as the underlying processes within the company will need to change to better serve online customers. While Michael Hammer claims that for change to be significant it has to be severe, for Costco.com the change needs to be gradual and focused more on streamlining the customer experience online through better integration of systems."

Tags:quantification, commitment, workflow, transaction, resilience, streamlining