Marketing de relacionamento em um provedor de internet: um estudo comparativo que considera a visão gerencial e a percepção dos clientes

The current paper aims at analyzing customer retention in Internet provider services. For this study, we sought to understand what are the client's expectations regarding the services available and compare them with management perception in relation to the use of those services. Identifying the coherence level between the two points of view, management and client, it is possible to pinpoint how service is assessed in real conditions. Then, from this point on, a new vision can be implemented on available services, and new customer service strategies aiming at best serving to their expectation and need, can be rethought. The exploratory research was utilized. It was based on case study, and quantitative and qualitative methods were used. The quantitative method was done by applying the cluster technique with six variables of control derived from the six main services, whose definition was done through qualitative survey of the internal management team. Then, an structured interview with 443 clients, from a probabilistic sample of 800 costumers. The total number of active clients of the internet provider is of 10.677. Client perception in relation to services varied, if compared with the four services that were under the managerial metric method, this comparison showed a more positive evaluation than the real use of the service. Thus, it was observed that the value of each service available for the client depends on his/her perception of it, regardless of using or not the offered service. As a result, it is possible to understand which services offered by the company under study effectively contribute to a good client-company relationship, and the upkeep of those clients

Fatores que afetam a satisfação de pacientes em serviços de saúde :um estudo em setor ambulatorial de hospital

This thesis shows concepts and models related to customer satisfaction measurement, focusing in detail on patients satisfaction evaluations in a policlinic sector of a hospital located in Natal RN. To reach this aim, two hundred and fifty one patients of this hospital were interviewed. The methodology approach includes a theoretical basis through a review and study of previous research on the topic, governmental initiatives and management systems which deal with excellence and need more reports concerning customers perceptions about satisfaction. Furthermore, it was included some models of nationals index about customer satisfaction. The Norwegian model was used in this thesis. The use of this approache, together with a multiple regression analysis, led to results that shows the factors which affect patients satisfaction in a policlinic sector. They are four as following: The evaluation of physician attendance; its results; simplicity of accessibility when health services are needed; and both support and tranquility given by the hospital. The study results can support researches of a conceptual model to determinate the aspects which affect the patient s satisfaction and could be a contribution to a development of a national costumer satisfaction index

Gestão de satisfação e fidelidade do cliente: um estudo dos fatores que afetam a satisfação e fidelidade dos compradores de automóveis

This Master s thesis presents a discussion on customer satisfaction models investigating the relations of antecedent variables service quality, price index, complaint handling, image, affective and calculative commitment, with satisfaction and loyalty. The scope of the research is the influence of service dimensions in the car buyer s satisfaction and loyalty. A sample of 91 customers was surveyed among new cars buyers of one brand in Natal city, Brazil, and the data was analyzed using multiple regression analysis. The literature review covers subjects such as customer satisfaction, management system, customer satisfaction measurement index models. The main findings suggest that satisfaction with the car brand is mainly influenced by customization of the service, time for accomplishing servicing, and the way the dealer handle complains. Regarding the dealer itself the main variable related to satisfaction is also time for accomplishing servicing. Considering customer loyalty, the customer satisfaction with the dealer explain strongly the loyalty with the brand/manufacturer. Also, the satisfaction, affective commitment and complains handling were found related to loyalty, as the stronger variables explaining the loyalty variance. One main conclusion is that service provided by dealers is one key factor influencing the customer satisfaction and loyalty in auto industry

Planejamento e controle da produção de cilindros para laminação: um estudo de caso quantitativo

Este trabalho apresenta um modelo de otimização-simulação aplicado em um estudo de caso real no setor de cilindros para laminação de uma siderúrgica, buscando melhorar o gerenciamento da área/equipamento gargalo da linha de produção. A simulação atuou em conjunto com um modelo de otimização da programação linear inteira (PLI) para melhorar o atendimento de prazo junto aos clientes em uma produção não seriada. Como resultado deste procedimento combinado da PLI e simulação, o processo produtivo foi otimizado e as filas de espera e o lead-time foram reduzidos, melhorando o atendimento aos clientes.

A comunicação organizacional e o atendimento ao público via 0800 no Departamento de Água e Esgoto de Bauru

Pós-graduação em Comunicação - FAAC

Proposta de etapas de implementação de WMS: um estudo de caso em um varejista moveleiro

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Acesso aos níveis de atenção à saúde em um município do Estado de São Paulo: perspectivas de gestores, profissionais e usuários

Pós-graduação em Saúde Coletiva - FMB

Melhoria dos serviços de TI utilizando o gerenciamento de serviços

Pós-graduação em Engenharia de Produção - FEG

The 193 call center, a meaningful public service!

This article is the first part of an on-going ergonomic work analysis with the emergency services call center set up by the Fire Department of the Military Police of Sao Paulo. The final objective of the research is to identify the prescribed task, the real work executed and strategies used by workers to meet the demands of the job. Starting by identifying the tasks and activities developed, this article analyzes the work of the emergency services call center which is of vital importance to the organizational structure, since it is the start point for the process that results in fulfilling the corporation's mission.

TARWIS - A Testbed Management Architecture for Wireless Sensor Network Testbeds

With research on Wireless Sensor Networks (WSNs) becoming more and more mature in the past five years, researchers from universities all over the world have set up testbeds of wireless sensor networks, in most cases to test and evaluate the real-world behavior of developed WSN protocol mechanisms. Although these testbeds differ heavily in the employed sensor node types and the general architectural set up, they all have similar requirements with respect to management and scheduling functionalities: as every shared resource, a testbed requires a notion of users, resource reservation features, support for reprogramming and reconfiguration of the nodes, provisions to debug and remotely reset sensor nodes in case of node failures, as well as a solution for collecting and storing experimental data. The TARWIS management architecture presented in this paper targets at providing these functionalities independent from node type and node operating system. TARWIS has been designed as a re-usable management solution for research and/or educational oriented research testbeds of wireless sensor networks, relieving researchers intending to deploy a testbed from the burden to implement their own scheduling and testbed management solutions from scratch.

Service-centric Networking Extensions

This paper discusses several issues of Service-Centric Networking (SCN) as an extension of the Information-Centric Networking (ICN) paradigm. SCN allows extended caching, where not exactly the same content as requested can be read from caches, but similar content can be used to produce the content requested, e.g., by filtering or transcoding. We discuss the issue of naming and routing for general dynamic services for both tightly coupled and decoupled ICN approaches. Challenges and solutions for service management are identified, in particular for composed services, which allow distributed in-network processing of service requests. We introduce the term Software-Defined Service-Centric Networking as an extension of Software-Defined Networking. A prototype implementation for SCN proofs its validity and feasibility and underlines its potential benefits.

Auto component supply chain: a path to global India

Supply chain management works to bring the supplier, the distributor, and the customer into one cohesive process. The Supply Chain Council defined supply chain as ‘Supply Chain: The flow and transformation of raw materials into products from suppliers through production and distribution facilities to the ultimate consumer., and then Sunil Chopra and Meindl, (2001) have define Supply chain management as ‘Supply Chain Management involves the flows between and among stages in a supply chain to maximize total profitability.’ After 1950, supply chain management got a boost with the production and manufacturing sector getting highest attention. The inventory became the responsibility of the marketing, accounting and production areas. Order processing was part of accounting and sales. Supply chain management became one of the most powerful engines of business transformation. It is the one area where operational efficiency can be gained. It reduces organizations costs and enhances customer service. With the liberalization of world trade, globalization, and emergence of the new markets, many organizations have customers and competitions throughout the world, either directly or indirectly. Business communities are aware that global competitiveness is the key to the success of a business. Competitiveness is ability to produce, distribute and provide products and services for the open market in competition with others. The supply chain, a critical link between supplier, producer and customer is emerged now as an essential business process and a strategic lever, potential value contributor a differentiator for the success of any business. Supply chain management is the management of all internal and external processes or functions to satisfy a customer’s order (from raw materials through conversion and manufacture through logistics delivery.). Goods-either in raw form or processed, whole sale or retailed distribution, business or technology services, in everyday life- in the business or household- directly or indirectly supply chain is ubiquitously associated in expanding socio-economic development. Supply chain growth competitive performance and supporting strong growth impulse at micro as well as micro economic levels. Keeping the India vision at the core of the objective, the role of supply chain is to take up social economic challenges, improve competitive advantages, develop strategies, built capabilities, enhance value propositions, adapt right technology, collaborate with stakeholders and deliver environmentally sustainable outcomes with minimum resources.

Service capacity reserve under uncertainty by hospital's ER's analogies: a practical model for car services

El objetivo de esta investigación consiste en definir un modelo de reserva de capacidad, por analogías con emergencias hospitalarias, que pueda ser implementado en el sector de servicios. Este está específicamente enfocado a su aplicación en talleres de servicio de automóviles. Nuestra investigación incorpora la incertidumbre de la demanda en un modelo singular diseñado en etapas que agrupa técnicas ARIMA, teoría de colas y simulación Monte Carlo para definir los conceptos de capacidad y ocupación de servicio, que serán utilizados para minimizar el coste implícito de la reserva capacidad necesaria para atender a clientes que carecen de cita previa. Habitualmente, las compañías automovilísticas estiman la capacidad de sus instalaciones de servicio empíricamente, pero los clientes pueden llegar bajo condiciones de incertidumbre que no se tienen en cuenta en dichas estimaciones, por lo que existe una diferencia entre lo que el cliente realmente demanda y la capacidad que ofrece el servicio. Nuestro enfoque define una metodología válida para el sector automovilístico que cubre la ausencia genérica de investigaciones recientes y la habitual falta de aplicación de técnicas estadísticas en el sector. La equivalencia con la gestión de urgencias hospitalarias se ha validado a lo largo de la investigación en la se definen nuevos indicadores de proceso (KPIs) Tal y como hacen los hospitales, aplicamos modelos estocásticos para dimensionar las instalaciones de servicio de acuerdo con la distribución demográfica del área de influencia. El modelo final propuesto integra la predicción del coste implícito en la reserva de capacidad para atender la demanda no prevista. Asimismo, se ha desarrollado un código en Matlab que puede integrarse como un módulo adicional a los sistemas de información (DMS) que se usan actualmente en el sector, con el fin de emplear los nuevos indicadores de proceso definidos en el modelo. Los resultados principales del modelo son nuevos indicadores de servicio, tales como la capacidad, ocupación y coste de reserva de capacidad, que nunca antes han sido objeto de estudio en la industria automovilística, y que están orientados a gestionar la operativa del servicio. ABSTRACT Our aim is to define a Capacity Reserve model to be implemented in the service sector by hospital's emergency room (ER) analogies, with a practical approach to passenger car services. A stochastic model has been implemented using R and a Monte Carlo simulation code written in Matlab and has proved a very useful tool for optimal decision making under uncertainty. The research integrates demand uncertainty in a unique model which is built in stages by implementing ARIMA forecasting, Queuing Theory and a Monte Carlo simulation to define the concepts of service capacity and occupancy, minimizing the implicit cost of the capacity that must be reserved to service unexpected customers. Usually, passenger car companies estimate their service facilities capacity using empirical methods, but customers arrive under uncertain conditions not included in the estimations. Thus, there is a gap between customer’s real demand and the dealer’s capacity. This research sets a valid methodology for the passenger car industry to cover the generic absence of recent researches and the generic lack of statistical techniques implementation. The hospital’s emergency room (ER) equalization has been confirmed to be valid for the passenger car industry and new process indicators have been defined to support the study. As hospitals do, we aim to apply stochastic models to dimension installations according to the demographic distribution of the area to be serviced. The proposed model integrates the prediction of the cost implicit in the reserve capacity to serve unexpected demand. The Matlab code could be implemented as part of the existing information technology systems (ITs) to support the existing service management tools, creating a set of new process indicators. Main model outputs are new indicators, such us Capacity, Occupancy and Cost of Capacity Reserve, never studied in the passenger car service industry before, and intended to manage the service operation.

Atención al cliente y medios sociales en la empresa

online donde el contenido es creado por los propios usuarios mediante el uso de las tecnologías de la web 2.0, que facilitan la edición, la publicación y el intercambio de información, de tal manera que los social media están democratizando las comunicaciones. Según datos publicados por eMarketer, casi el 25% del total de la inversión publicitaria mundial para el 2014 estará dirigida a medios digitales. Los medios de comunicación tradicionales están sumidos desde algún tiempo en una profunda crisis. En los comienzos de Internet, los protagonistas de este sector han creído en la red como un medio de publicación de contenidos en una única dirección, esto es la web 1.0, personas conectándose a páginas web. El típico lector de revista y seminario se ha convertido en un nuevo consumidor con necesidades muy distintas. El lector de un medio tradicional se encuentra con contenido cerrado, sin posibilidad de ser filtrado, que busca dirigir su opinión. Con el método tradicional no es posible ni personalizar el contenido ni la experiencia de uso. De ahí el nacimiento de la web 2.0, personas conectándose a personas (redes sociales). En un futuro cercano, van a triunfar las empresas, sectores y marcas que sepan adaptarse a la llegada de los social media, y que además de desarrollar su línea de negocio habitual, se conviertan en plataformas para la conversación y la construcción de contenidos en colaboración. En este proyecto voy a desarrollar el caso particular de una empresa de telecomunicaciones con una estrategia que use los social media como plataforma de atención al cliente, y para interaccionar también con su almacén en DHL. Los servicios añadidos que dicha empresa de telecomunicaciones ofrece a sus seguidores, clientes externos e internos se pueden agrupar en las siguientes funcionalidades:  Hacer un volcado del sistema de gestión de incidencias de una empresa de telecomunicaciones en las redes sociales, a través de mensajes privados. Dichos mensajes privados se enviarán a las páginas de Facebook y Twitter de los clientes.  Seguimiento por parte del cliente de puestas en marcha de los nuevos servicios a través de mensajes privados en Facebook y Twitter. Mediante este servicio el cliente podrá comprobar a través de las redes sociales el estado de su pedido e intercambiar información de utilidad con la empresa.  Desarrollar a través de las redes sociales una herramienta de marketing para interaccionar con los clientes y posibles seguidores. A través de los canales de los social media se proporciona a los seguidores información de valor sobre novedades del mercado de las telecomunicaciones, soporte técnico, dudas, consejos sobre implementaciones técnicas, equipos de telecomunicaciones,.etc.Es decir, crear una plataforma de conversación entre usuarios, que aporte a los seguidores conocimientos y soluciones útiles para la problemática de sus negocios.  Usar Facebook como base de datos y medio de comunicación entre nuestra empresa de telecomunicaciones y el almacén externalizado en DHL. Supongo que la primera pregunta que debo responder sería, ¿por qué un cliente de una empresa de telecomunicaciones estaría interesado en seguir a su proveedor a través de redes sociales? Facebook tiene en 2014 1,28 billones de usuarios activos. Twitter, la cuarta plataforma social por número de usuarios tras Facebook, alcanzó los 255 millones de usuarios en los primeros meses de 2014. La segunda red social en número de seguidores es Youtube, con un billón de usuarios. El 61,5% de los usuarios de Facebook visita la red todos los días. Los twitteros envían 110 millones tweets por día, tienen fama de muy activos, especialmente por la mañana. En 60 días, se sube más contenido de vídeo a YouTube que el producido por las tres principales cadenas de televisión estadounidense durante 60 años. Como conclusión, las redes sociales están ganando cada día más terreno, es un entorno de comunicación bidireccional en auge cada vez más extendido, por lo cual los usuarios no tienen que dedicar tiempo extra a conocer la herramienta de atención al cliente de su empresa, al usar ésta un canal fácil, conocido, rápido, versátil y gratuito como son las redes sociales. ABSTRACT. Social media are platforms of online communication where content is created by users themselves using technologies of web 2.0, which facilitate the editing, publication and the exchange of information, so that the social media are democratizing communications. According to data published by eMarketer, nearly 25% of the total global ad spend for 2014 will target digital media. The traditional media are trapped for some time in deep crisis. In the early days of the internet, the players of the sector have believed in the network as a means of publishing content in a single direction, this is the web 1.0, connecting people to websites. The typical magazine reader has become a new consumer with very different needs. Traditional medium readers encounter a closed content, unable to be filtered, which seeks handle their opinion. The traditional method doesn’t allow to customize the content and user experience. Hence the birth of Web 2.0, connecting people to people. In the near future, will succeed companies, sectors and brands who can adapt to the advent of social media, and further to develop their line of business as usual, become platforms for conversation and building collaborative content. In this project I will develop the particular case of a telecommunications company with a strategy to use social media as a platform for Customer Service, and also to interact with DHL warehouse. The additional services that the company offers telecommunications followers, external and internal customers can be grouped into the following functionality:  Make a dump of the incident management system of a telecommunications company in social networks through private messages. These private messages are sent Facebook and Twitter clients.  Monitoring by the client launched new services through private messages on Facebook and Twitter. Through this service, customers can check through the social networks of your order status and share useful information with the company.  Develop through social media as a marketing tool to interact with customers and potential followers.Our telco will provide to followers through social media channels valuable information on market developments in telecommunications, technical support, questions, advice on technical implementations, telecommunications equipment,etc. Then we create a platform for discussion between users, to provide followers useful knowledge and solutions to their business problems.  Use Facebook as a database and means of communication between our telco and outsourced telecommunications in DHL warehouse. I guess the first question that must be answered is why a customer of a telecommunications company would be interested in following your provider via social networks. Facebook has 1.28 billion active users in 2014. Twitter, the fourth social platform for many users after Facebook reached 255 million users in the first months of 2014. The second social network on number of followers is YouTube, with a billion users. 61.5% of Facebook users visit the network every day. The twitter users send 110 million tweets per day, have a reputation for very active, especially in the morning. In 60 days, it is produced more video content to YouTube by the three major US television for 60 years. In conclusion, social networks are gaining more ground every day. It is an environment of two-way communication on the rise, so users do not have to spend extra time to learn the tool of Customer Care telco, by using this easy, known, fast, versatile and free channels as are social networks.