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"Extensively updated and expanded, one of the bestselling front-line customer service books ever published is now even better Keeping up with today's tougher and more demanding marketplace, Delivering Knock Your Socks Off Service is packed with all new techniques to help readers successfully work with even the most difficult customers."

"Create a service advantage with the help of customer service guru Ron Zemke. In practical, easy-to-follow steps, learn trusted techniques and positive approaches that will inspire you to believe in the value of customer care and give you the skills and style to deliver it. This book takes these winning concepts to a new level with interactive features that enable you to turn the Knock Your Socks Off Service advantage to a competitive advantage in your own workplace. You will learn how to: ? See things from the customer?s point of view ? Meet customer expectations and satisfy their needs ? Create a memorable experience for the customer ? Become easy to do business with ? Determine the right time to bend or break the rules ? Become a fantastic fixer and powerful problem-solver ? Cope effectively with "customers from hell" ? Avoid the ten deadly sins of customer service ? Formulate smart answers to tough customer questions. This is an ebook version of the AMA Self-Study course. If you want to take the course for credit you need to either purchase a hard copy of the course through amaselfstudy."

"This new book is a comprehensive and accessible book covering all key marketing matters, with an emphasis on practicality and why marketing is important in engineering. Aimed primarily at non-marketing people wanting clarification of marketing?s purpose, role and methods, it can provide major influence to the process of building a marketing culture within an organisation in a way that positively influences results in the market place. Practitioners, too, can benefit from the book?s clear explanations and the practical view it takes of the necessity for marketing and its implementation."

"Highlights the areas where things consistently go wrong listing common mistakes that can usually be avoided. Many of these mistakes may appear obvious but are consistently made and are at the heart of many disputes such as those concerning 'negligence' and 'breach of contract claims' against architects. "

"This is a practical and accessible overview of how best to approach the marketing of an architectural practice."

"Penelitian pembentukan intensi beralih penyedia jasa telah berkembang dalam beberapa tahun terakhir ini, difokuskan terutama dalam transaksional, bukan variabel relasional. Dalam penelitian ini peneliti mengarahkan kepada pentingnya komitmen konsumen dalam intensi konsumen beralih penyedia jasa. Dengan menggunakan teori perilaku organisasi, penelitian sebelumnya tentang beralih penyedia jasa dilakukan berdasarkan pengembangan model beralih yang meliputi konseptual-konseptual tiga komponen komitmen konsumen. Structural Equation Modeling dengan program LISREL 8.30 digunakan untuk menguji model berdasarkan data yang diperoleh dari survey yang dilakukan terhadap 235 konsumen bengkel pemeliharaan dan perawatan mobil Auto2000 di Jabotabek. Penelitian ini bertujuan untuk mengidentifikasi komitmen konsumen serta variabel anteseden yang mempengaruhi intensi konsumen beralih penyedia jasa dan kondisi psikologis komitmen tersebut.Komponen komitmen merupakan mediasi antara variabel anteseden dengan intensi beralih. Adapun komitmen terdiri dari komitmen normatif dengan variabel anteseden nonna subjektif komitmen afeksi dengan variabel anteseden kepuasan dan kepercayaan, dan yang terakhir komitmen continuance dengan variabel anteseden biaya beralih dan ketertarikan produk altematif, Juga diuji interaksi antara komitmen tersebut. Hasil penelitian mendukung asumsi bahwa komitmen konsumen mepengaruhi intensi beralih penyedia jasa dan kondisi psikologis komitmen yang berbeda-beda. Karena itu penelitian pemasaran melihat pentingnya mempertimbangkan berbagai bentuk komitmen dalam memahami retensi pelanggan.

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Research into the determinants of service provider switching has grown in the recent years, the focus has been predominantly on transactional, not relational variables. This research addresses the role of consumer commitment on consumer's intentions to switch. Drawing from the organizational behavior literature, they build on previous service switching research by developing a switching model that includes a three-component conceptualization of customer commitment. Structural Equation Modeling with LISREL 8.30 program is used to test the model based on data from a survey of 235 auto repair service customers, Auto2000 in Jabotabek. The research objective is to identify consumer commitment with its antecedent variables that affect consumer's intentions to switch service provider and commitment psychological states.

Commitment component were mediation between antecedent variables and intentions to switch. Thus, commitment consists of normative commitment with subjective norms as an antecedent variable, affective commitment with satisfaction and trust as an antecedent variable, and the last, continuance commitment with switching costs and alternative attractiveness as an antecedent variables. Also interaction between commitments is used to test. The research results support the notion that customer commitment affects intentions to switch service providers and the psychological states underlying that commitment may differ. As such, marketing research consider importance of these different forms of commitment in understanding customer retention."

"Berdasarkan asumsi adanya permintaan pasien yang tinggi, disampaikan oleh dokter spesialis dan pertanyaan terhadap direktur dan asumsi adanya daftar tunggu terhadap kebutuhan Ruang Rawat Inap VIP dan Kelas yang baru setahun berjalan, disampaikan kepada direktur. hal ini telah direspon oleh direktur dengan mengadakan pengembangan, yaitu membangun gedung baru untuk produk pelayanan rawat inap VIP dan kelas I, yaitu penambahan tempat tidur sebanyak 9 tempat tidur Super VIP, 9 tempat tidur VIP, dan 18 tempat tidur kelas 1, dengan dasar perkiraan tempat tidur dari beberapa bulan terakhir, sehingga jumlah keseluruhan ( 9 tempat tidur lama + 36 tempat tidur baru ) 45 tempat tidur Ruang rawat inap VIPdan kelas 1 . Sementara BOR S.VIP barn 39%, VIP 68%, dan Kelas 1 69 %, dari data BOR balsam baru terlihat tinggi 3 bulan terakhir di kelas 1 kurang lebih 95% dan VIP kurang lebih 84 % , sedang S.VIP 45 % . Sehingga perlu dibuat strategi pemasaran dengan input yang optimal. Permasalahan yang ada di rumah sakit adalah belum adanya gambaran tentang input optimal yang menjadi dasar bagi Strategi Pemasaran Ruang Rawat Inap VIP pada situasi RS. Karya Husada saat ini, pertanyaan adalah : Bagaimana Gambaran input optimal yang akan dijadikan dasar bagi Strategi Pemasaran saat ini, untuk dapat mempertahankan hasil sesuai harapan? Sedangkan tujuan penelitian diketahuinya gambaran mengenai input yang bisa menjadi dasar bagi Strategi Pemasaran Ruang Rawat Inap VIP RS. Karya Husada. Hasil penelitian berupa data - data berupa Data, Wawancara dan Konfirmasi Pelaksanaan melalui Observasi, tentang :(1) Gambaran tentang Pasar dan Segmen Pasar yang diperoleh dari karakteristik pasien Rawat Inap VIP RS. Karya Husada.(2) Gambaran Input saat ini berupa Bauran Pemasaran yang bisa mendasari Program Pemasaran Ruang Rawat Inap VIP RS. Karya Husada.(3) Rekomendasi input yang dibuat berdasarkan Pasar , Segmen Pasar dan Bauran Pemasaran bagi Program Pemasaran Ruang Rawat Inap VIP RS. Karya Husada. Dari pembahasan dapat disimpulkan bahwa Strategi Pemasaran bisa optimal bila ada perbaikan pada input yang mendasarinya , dan harus dilakukan oleh Rumah Sakit berupa :(1). Perbaikan dalam penentuan Pasar dan Segmen Pasar yang dijadikan dasar pada Strategi Pemasaran Ruang Rawat Inap VIP RS. Karya Husada(2). Perbaikan Input yang optimal berupa Bauran Pemasaran yang bisa mendasari Strategi Pemasaran Ruang Rawat Inap VIP RS. Karya Husada(3). Membuat Rekomendasi input bagi Strategi Pemasaran Ruang Rawat Inap VIP RS. Karya HusadaSaran yang diberikan berupa : (1) Penyesuaian harga, berupa penetapan berdasarkan unit cost , dan peninjauan kebijakan tarip hares selalu dibawah kompetitor, menjadi tarip berdasarkan kualitas produk .(2) Penetapan kelas pads gedung baru tidak berdasarkan kepada kelas menetap, tetapi menggunakan kelas fleksibel. Dan kelas 1 tidak dimasukan dalam kategori pelayanan rawat inap VIP.(3) Peningkatan kualitas dari Produk yang dijual.(4) Restrukturisasi penyediaan kelas dan ruang perawatan spesialis.(5) Penyempumaan bentuk kerja sama dengan dokter spesialis dan perusahaan .(6) Perubahan kebijakan tentang penentuan sasaran .(7) Perbaikan struktur organisasi(8) Pengembangan strategisa. Perbaikan Struktur organisasib. Peningkatan kualitas pelayanan yang dilakukan karyawan

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This study was based on the assumption that there were high demand from the patient and waiting list to utilize the VIP and the 1" class ward which was reported by the specialist doctors and the corporate as its customer to the hospital's director. Concerning this report, the director developed a new building planned to use as the new VIP and 151 class ward which will increase the number of the bed; 9 beds for Super VIP class ward, 9 beds for VIP class ward, and 18 beds for 1 S` class ward Those beds added was calculated based on the utilization of those wards in the last few months before. Therefore the total of the beds are 45 beds in the VIP and 1 st class ward Bed Occupation Rate (BOR) of the Super VIP class was 39 %, of the VIP class was 68 %, for the 15` class was 69 %, and in the last 3 months those number increased to 95 % for the 1st class, 84 % for the VIP class, and 45 % for the Super VIP class. Therefore a marketing strategy using optimum input needs to be done.

The problem facing this hospital was the absent of the description of the optimum input needed as the basis of the marketing strategy for the VIP class ward at Karya Husada Hospital concerning its curent condition.

The question of this study is what the description of the optimum input is as the basis of the marketing strategy in order to maintain the output as it was projected. And the aim of this study is to describe the input that can be used as the basis of the marketing strategy for the VIP class ward at Karya Husada Hospital.

The result of this study shows data from documents, interviews and observation which describe as follows:

1. The description of the market and market segmentation, obtain from the characteristic of the patient of the VIP class ward at Karya Husada Hospital.

2. The description of the input in the form of marketing mix as the basis of the marketing program for the VIP class ward at Karya Husada Hospital.

3. The recommendation based on the market, market segmentation and marketing mix for the marketing program for the VIP class ward at Karya Husada Hospital.

From the analysis it was concluded that the marketing strategy will be optimalized with the improvement on the input as its basis, and these need to be clone by the hospital:

1. The improvement on the market and segmentation choosed as the basis of the marketing strategy for the VIP class ward at Karya Husada Hospital

2. The improvement on the marketing mix as the optimum input as the basis of the marketing strategy for the VIP class ward at ICarya Husada Hospital.

3. The recommendation about the input of the marketing strategy for the VIP class ward at Karya Husada Hospital.

The recommendations are:

1. Pricing re-arrangement based on unit cost, lower than its competitor, and the service quality.

2. The classification of the inpatient ward at the new building should be flexible. The 1 S' class should not be categorized as a VIP class service.

3. The service quality needs to be improved.

4. The classification of the inpatient and spesialistic ward should be restructured.

5. The cooperation with the spesialist doctors and the corporate consumer need to be perfected.

6. The policy in market targeting should be changed.

7. The organization structure of the hospital need to be improved.

8. The strategic development need to be done, which are :

a. The improvement on the organization structure.

b. The improvement on the service quality delivered by the staff."