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Please use this identifier to cite or link to this item: http://hdl.handle.net/1812/577

Title: Service performance of Yamaha motor exclusive retails in Malaysia (consultancy-type research)
Authors: Cheong, Kok Loong
Keywords: Yamaha Motor
Motorcycle
Marketing service
Customer loyalty
Customer satisfaction
Issue Date: Jun-2009
Publisher: University Malaya
Abstract: Hong Leong Yamaha Motor Sdn. Bhd. started in 1978, venture into the manufacturing, assembling and marketing of Yamaha motorcycles in Malaysia. Since then, Yamaha has emerged as a market leader through strong brand imaging,innovative model planning, promotional and customer orientation programmes as well as the development of a strong and extensive dealer network. Today, Yamaha's line of products has been nurtured by a desire towards building products and initiating services that truly fit the needs of the times, creating value beyond the expectations of customers. Intensive concentration on identified weaknesses and reconstruction of marketing services strategies for 2009 has been emphasized by enforcing service quality in all aspects of service encounter, which consists effective solutions, redefining strategic roles for dealers, ensure action plan is implemented in stages, to sustain customer retention, stepping up the corporate brand equity and reduce the service gaps between Customer Satisfaction Index (CSI) and national average. The predicted strategic issues that were contributing to the inconsistency and fluctuating of CSI over the years might be due to the ever changing customer mindset of being self-service and diversification. Moreover, dealers’ commitment to enhancing customers’ confidence tends to affect the overall service performance, which will reflect customer loyalty and switching behaviour in the future. Currently, the Customer Satisfaction Index decreased 0.9 percent to 83.9 percent in 2008 and Customer Loyalty index increased 3.7 percent to 89.7 percent in 2008. The total identification of weaknesses is twenty three (23) that require improvement and eleven(11) factors have been prioritized as they are deemed critical. These are derived from sales person attributes followed by delivery attributes, maintenance service attributes and shop attributes. The weakest factors of the attributes will be rectified by using three (3) core strategies which derived from Condition Quality, People Quality and System Quality. The tactical approaches for each core strategy comprise the following: • To increase frequency of monitoring and enforcement(improve condition quality). • To educate and train to overcome weakness (improve people quality). • To educate and train to implement proper set up and documentation (improve system quality).
Description: Dissertation -- Faculty of Business and Accountancy, University of Malaya, 2009.
URI: http://dspace.fsktm.um.edu.my/handle/1812/577
Appears in Collections:Masters Dissertations : MBA

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