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Valerie Mathieu
A Customer-oriented Manager for B2B Services
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1
Customer Orientation 1.1. Outlines and challenges of customer orientation
1.1.1.
Customer orientation framework
1.1.1.1.
Customer and market orientation
1.1.1.2.
Customer orientation between cultural and behavioral approaches
1.1.2.
Benefits of customer orientation
1.1.2.1.
Customer orientation and company performance
1.1.2.2.
Customer orientation and its impact on the customer
1.1.2.3.
Customer orientation and its impact on the employee
1.1.3.
Implementing customer orientation
1.1.3.1.
Commitment of top management
1.1.3.2.
Manager’s adhesion
Box 1.1.
Testimony of Matthieu Somekh (CEO and Co-Founder of ZEBOX, Former President of France is AI and Former Director of Entrepreneurship and Innovation at the École Polytechnique)
1.2. Marketing as the source of customer orientation
1.2.1.
Marketing as a corporate culture
1.2.1.1.
The customer at the heart of the marketing concept
1.2.1.2.
The search for a balance between satisfaction and benefit
1.2.2.
Strategic marketing
1.2.2.1.
Knowledge of the market and the environment
1.2.2.2.
Positioning the offer
1.2.3.
Operational marketing
1.2.3.1.
The marketing mix
1.2.3.2.
Expanding the marketing mix
1.3. The manager’s customer orientation in response to marketing issues
1.3.1.
Restricted marketing
1.3.1.1.
Credibility crisis
1.3.1.2.
Difficulty of implementation
1.3.1.3.
Customer orientation as an extension of marketing skills at the managerial level
1.3.2.
Marketing exposure to technological challenges
1.3.2.1.
The digital revolution
1.3.2.2.
Artificial intelligence
1.3.2.3.
The manager’s customer orientation as the human face of marketing
Страница 38
2
Reality and Challenges of Service 2.1. Economy and service: from data to discourse
2.1.1.
The economic weight of service
2.1.1.1.
Service in general
2.1.1.2.
The B2B service
Box 2.1.
Business services according to INSEE2
Box 2.2.
Dynamism of business services
2.1.2.
Discourses on service
2.1.2.1.
Post-industrial thesis
2.1.2.2.
Neo-industrial thesis
2.1.2.3.
Towards complementarity between industry and service
2.2. Defining the service
2.2.1.
The organizational angle: the concept of servuction
2.2.1.1.
Elements necessary for the production of the service
2.2.1.2.
Co-production of the service
2.2.1.3.
The B2B manager facing servuction
2.2.2.
The market angle: a process and an outcome
2.2.2.1.
Letting the client speak
2.2.2.2.
Customer experience issue
2.3. Characteristics of the service
2.3.1.
Intangibility
2.3.1.1.
Two dimensions of intangibility
2.3.1.2.
Managing the client’s perceived risk
2.3.2.
Simultaneity
2.3.2.1.
Direct consequence of servuction
2.3.2.2.
Managing the interaction between the client and the provider
2.3.3.
Heterogeneity
2.3.3.1.
Heterogeneity factors
2.3.3.2.
Managing service quality
2.3.4.
Perishability
2.3.4.1.
Lack of stock
2.3.4.2.
Managing the service capacity
Box 2.3.
Testimony of Bernard Greder (Managing Director of the Ortec Group)
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