The differential effects of switching costs and attractiveness of alternatives on customer loyalty

Dissertação apresentada como requisito parcial para obtenção do grau de Mestre em Estatística e Gestão de Informação.

Spill-over effects in multi-partner loyalty programs

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

The optimization of the complaints management system

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

Case study: A negotiation between a shopping centre and a retailer

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

How to improve supply chain performance of a specialized retailer: Managing landed costs of Zippy’s global supply chain

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

The dynamics of brand loyalty across a consumer’s lifetime

This project studies the Portuguese female fashion market. We intend to determine patterns of consumer brand loyalty across brands and ages. By interviewing 8 young adults and surveying 125 teens and 87 adults, we found that brands’ segmentation by usage per age segment is related with differentiation in brand loyalty and peer pressure. We also found that teens have higher attitudinal brand loyalty while adults have higher behavioral loyalty. Moreover, brand loyalty in teens is more susceptible to peer pressure. The results imply that customer relationship management strategies should be differentiated according to age segment. We also derive marketing implications with a focus on each brand’s loyalty profile.

Strategic account management: the path to gain customer loyalty

The account management field works closely with the sales team, serving as the customer’s primary point of contact. This project’s purpose was to understand if shifting the account management from brand centric to customer centric, would be the best fit for a Portuguese Pharmaceutical company. This customer centric approach - Strategic Account Management (SAM) - was studied, understanding the implicated trade-offs to the company. The workforce was probed about the project and their comments were analyzed. The conclusion points to an implementation of SAM and proposes the adaptations to follow in order to smooth the change.

Can location-based mobile marketing enhance the customer experience and increase customer satisfaction and loyalty?

This study intends to explore the impact of customer experience on customer satisfaction and loyalty by trying to understand how location-based mobile marketing might enhance the customer experience. Primary data was collected from 201 smartphone users in 24 countries. Results have indicated that targeted location-based marketing positively influences customers’ experiences. Besides, the analysis has also shown a favorable impact on customers’ satisfaction and self-perceived loyalty. This suggests that location-based mobile marketing has the potential to positively add value to a customer’s experience and should therefore be considered an important tool in marketing communications.

E-loyalty in e-commerce: A study at GIRISSIMA.COM

Few studies have been conducted on causal antecedents for electronic loyalty regarding the online fashion industry. In Portugal there is no systematic empirical research in this area. This study aims to examine e-satisfaction and e-trust that potentially impact eloyalty. It also examines the impact of price, website design and selection of brands. A research study was performed at GIRISSIMA.COM and survey responses were 77. The findings show that e-satisfaction is the main driver of e-loyalty. E-trust, website design and price affect positively e-loyalty. Additionally, selection of brands was proved to impact e-loyalty through e-satisfaction and e-trust.

How to promote and enhance communication between a big retailer's after-sales department and its suppliers

W is the biggest electronic goods retailer in Portugal accounting with almost fifty percent of market share in its area. During the last years, many small W suppliers had to close their doors, and many others are in huge troubles. Among the reason for this situation, the huge bargaining power of W in the relationship seems crucial. The focus of the directed research will be in the after sales department where I did an internship from September 2014 to January 2015.

Should Quinta dos Açores expand its retailer network in lisbon?

The primary purpose of this research is to examine the feasibility of expanding Quinta dos Açores retailer network in Lisbon starting from 2015 onwards. A time series model was developed to estimate the company’s future production and sales. A Discounted Cash Flow analysis was also conducted to determine the profitability of this expansion opportunity. Our findings reveal that Quinta dos Açores will face negative results in the first two years of the expansion strategy, but the overall opportunity presents a net positive result of almost three million euros.

Management consulting labs- Galp loyalty

The purpose of this project was to diagnose and estimate the possible value to add to the current loyalty program of Galp and to explore possible redefinitions to the loyalty approach. In order to do that it was performed a deep benchmarking about the company, exhaustive research on the existent data about loyalty and loyalty programs, new data mining with quantitative and qualitative analysis, exploratory market research and ideation sessions. Based on all the work developed, a group of five changes of paradigm were suggested through structured and innovative ideas to answer the challenge proposed.

Management consulting labs-Galp loyalty

The objective of this consulting project was to assist Galp Energia in its approach to loyalty. In order to do so, two hypotheses were defined. The first assumed there was value to capture in the existing approach. The second held that it was possible to create value through a radically innovative approach. The methodology used to corroborate those hypotheses encompassed several quantitative analyses, as well as desk research and market research. As a result, a compilation of recommendations comprising implementation proposals that considered both hypotheses as valid was presented in order to suggest a paradigm change