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Week 2, "Customer Satisfaction, Loyalty, Empowerment, and Management" was derived from Principles of Marketing, which was adapted by the Saylor Foundation under a Creative Commons Attribution- NonCommercial-ShareAlike 3.0 Unported license without attribution as requested by the work's original creator or licensee. © 2015, The Saylor Foundation. 1 Week 2 Customer Satisfaction, Loyalty, Empowerment, and Management The marketing concept, described in Week 1, "What Is Marketing?" reminds us that the customer should be at the center of a firm's activities and that the company that thrives is the one that serves customers' needs better than the competition. Yet, often it is the customer who is most adept at serving the customer's needs. Consumers being able to take control of the marketing activities aimed at them is what customer empowerment is about. Today, technology is making it more possible for the customer to do exactly that. In a survey, the chief marketing officers of 250 top companies were asked about the key factors that influence the performance of their companies. The officers' response? A company's ability to interact and respond to its customers as well as empower them (Ramani & Kumar, 2008). Research shows that customer empowerment is a function of three things: creating feedback channels that are easy and widely available, asking for and encouraging feedback about products, and enabling customers to participate in the design of products. You might think that a company as large as JCPenney would be unable to give customers the ability to create their own types of shopping experiences—that standardizing the products and services they receive would be necessary. But JCPenney is an excellent example of how a firm can use the Internet and other technology to engage its customers and provide them with more control over the products and marketing communications they receive. This week, we focus on those ubiquitous feedback channels, as well as strategies to solicit and encourage feedback. In Week 4, "Market Segmenting, Targeting, and Positioning," we will discuss how customers can participate in the design of products, or offerings. This week, we will also tackle customer relationship management (CRM), as well as some of the ethical and legal issues affecting customers. http://www.saylor.org/site/textbooks/Principles%20of%20Marketing.pdf http://www.saylor.org/site/textbooks/Principles%20of%20Marketing.pdf http://creativecommons.org/licenses/by-nc-sa/3.0/ http://creativecommons.org/licenses/by-nc-sa/3.0/ 2 2.1 Customers and Customer Communities L E A R N I N G O B J E C T I V E S 1. Define customer. 2. Understand strategies involving online and personal forms of influencer marketing. 3. Relate influencer marketing to other forms of social communities and marketing strategies. The American Marketing Association defines customers as "the actual or .
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Week 2, "Customer Satisfaction, Loyalty, Empowerment, and Management" was derived from Principles of Marketing, which was adapted by the Saylor Foundation under a Creative Commons Attribution- NonCommercial-ShareAlike 3.0 Unported license without attribution as requested by the work's original creator or licensee. © 2015, The Saylor Foundation. 1 Week 2 Customer Satisfaction, Loyalty, Empowerment, and Management The marketing concept, described in Week 1, "What Is Marketing?" reminds us that the customer should be at the center of a firm's activities and that the company that thrives is the one that serves customers' needs better than the competition. Yet, often it is the customer who is most adept at serving the customer's needs. Consumers being able to take control of the marketing activities aimed at them is what customer empowerment is about. Today, technology is making it more possible for the customer to do exactly that. In a survey, the chief marketing officers of 250 top companies were asked about the key factors that influence the performance of their companies. The officers' response? A company's ability to interact and respond to its customers as well as empower them (Ramani & Kumar, 2008). Research shows that customer empowerment is a function of three things: creating feedback channels that are easy and widely available, asking for and encouraging feedback about products, and enabling customers to participate in the design of products. You might think that a company as large as JCPenney would be unable to give customers the ability to create their own types of shopping experiences—that standardizing the products and services they receive would be necessary. But JCPenney is an excellent example of how a firm can use the Internet and other technology to engage its customers and provide them with more control over the products and marketing communications they receive. This week, we focus on those ubiquitous feedback channels, as well as strategies to solicit and encourage feedback. In Week 4, "Market Segmenting, Targeting, and Positioning," we will discuss how customers can participate in the design of products, or offerings. This week, we will also tackle customer relationship management (CRM), as well as some of the ethical and legal issues affecting customers. http://www.saylor.org/site/textbooks/Principles%20of%20Marketing.pdf http://www.saylor.org/site/textbooks/Principles%20of%20Marketing.pdf http://creativecommons.org/licenses/by-nc-sa/3.0/ http://creativecommons.org/licenses/by-nc-sa/3.0/ 2 2.1 Customers and Customer Communities L E A R N I N G O B J E C T I V E S 1. Define customer. 2. Understand strategies involving online and personal forms of influencer marketing. 3. Relate influencer marketing to other forms of social communities and marketing strategies. The American Marketing Association defines customers as "the actual or .
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In our research paper titled "Qualitative Analysis on Tax Evasion and Reasons for Reluctance to Join ATL in Pakistan," we delve into the intricate dynamics of tax compliance and explore the underlying reasons why individuals in Pakistan might hesitate to become a part of the Active Taxpayer List (ATL) within the framework of business law and taxation. With a multidisciplinary approach, our team of five researchers embarked on an in-depth exploration of tax evasion behaviors and the factors influencing them. Through qualitative analysis, we aimed to unravel the complex interplay of socio-economic, cultural, and institutional factors shaping tax compliance attitudes among Pakistani taxpayers. Drawing on a diverse range of qualitative research methods, including interviews, focus groups, and content analysis, we gathered rich insights from a diverse sample of individuals representing various sectors of the economy. By immersing ourselves in the lived experiences and perceptions of taxpayers, tax advisors, and legal experts, we uncovered nuanced perspectives on tax evasion practices and attitudes toward ATL membership. Our findings highlight the multifaceted nature of tax evasion in Pakistan, shedding light on both the motivations driving non-compliance and the barriers to ATL enrollment. From perceived inefficiencies in the tax system to cultural norms and trust deficits in governmental institutions, our research identifies a myriad of factors contributing to tax evasion behavior and reluctance to join ATL. Furthermore, our study offers valuable implications for policymakers, tax authorities, and business stakeholders seeking to enhance tax compliance and foster a culture of transparency and accountability in Pakistan's taxation landscape. By addressing the underlying drivers of tax evasion and promoting the benefits of ATL membership, policymakers can design more effective strategies to broaden the tax base and promote sustainable economic development. In conclusion, our research paper represents a comprehensive endeavor to deepen our understanding of tax compliance dynamics in Pakistan and elucidate the complexities surrounding ATL enrollment. By unraveling the intricacies of tax evasion behaviors and attitudes, we hope to contribute to informed policymaking and foster a culture of tax compliance and integrity in Pakistan's business and taxation environment.
Challenges and Opportunities: A Qualitative Study on Tax Compliance in Pakistan
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