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The relationship between customer experience management and organizational productivity in indoor swimming pools in West Azarbaijan province

Number of pages: 104 File Format: word File Code: 31641
Year: 2014 University Degree: Master's degree Category: Physical Education - Sports
Tags/Keywords: Covered pools - Customer Experience Management - Loyal customer - Management - organization - Organizational productivity - satisfaction - satisfaction - Sports management
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  • Summary of The relationship between customer experience management and organizational productivity in indoor swimming pools in West Azarbaijan province

    Dissertation for obtaining a master's degree in sports management

    Abstract:

    The survival of any organization in today's competitive world depends on high productivity and appropriate management methods to achieve it. This research was conducted with the purpose of the relationship between customer experience management and organizational productivity in indoor swimming pools in West Azerbaijan Province using a descriptive-correlational method. The statistical sample of the research is equal to the statistical population and includes all the indoor swimming pools of West Azarbaijan province (42 indoor swimming pools). The research tool was standard questionnaires of customer experience management and organizational productivity. Their content validity was confirmed by sports management professors and their reliability was obtained by Cronbach's alpha test, equal to 0.82 and 0.86, respectively. The results showed that there is a significant correlation between customer experience management and organizational productivity, and also between the components of customer experience management including customer satisfaction, customer loyalty, brand and trademark, and service quality with organizational productivity, and there is also a significant correlation between the components of organizational productivity including efficiency and effectiveness with customer experience management (p>0/1). Finally, the results of multiple regression showed that the service quality dimension has the ability to influence productivity, but the satisfaction, loyalty and brands do not have this prediction. In general, by using this management method, many people can be attracted to sports, and in this way, the efficiency and effectiveness and consequently the productivity of sports organizations can be improved to a great extent.

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    1-1-Introduction

    In today's era, creating change and transformation in organizations is a necessary and inevitable thing, because societies, organizations, competitors and Everyone is changing and transforming, and any organization that does not want to follow these changes and transformations and remains stagnant and calm and does not have harmony and alignment with its external environment, is doomed and by absorbing positive entropy tends to disorganization and decline, because the existential philosophy of organizations is the need of society, and therefore, advanced and developed societies are those that have efficient and effective and developed organizations (Mohammadi Alagoz, 2009, p. 1).

    What is meant by society's needs is the same as the needs of customers. For success, organizations must consider customer needs as the most important factor. But it should also be taken into account that customers have preferences to meet their needs and based on these preferences, they choose certain organizations. So, one of the success strategies for any organization is to make itself one of the unconditional choices of the customer. This work requires that the understanding and experience of the customer is considered as an important factor, because the customer decides to repeat the purchase or benefit from the services of that organization based on his previous experience of interacting with an organization. If the customer's experience with the organization and its services is positive and he has a favorable mental history of that organization, he will refer to that organization again. However, if in his previous interaction with the organization, his understanding of the organization was not favorable enough, the probability of him returning again will decrease, which in the long run will lead to a decrease in productivity and, as a result, efficiency and effectiveness in the organization (ibid., p. 2).  

    Business success cannot be taken for granted today, that's why understanding and predicting consumer behavior is the key to success in planning and managing change and transformation.  Since the provision of services required establishing a direct relationship with service recipients, researchers have been able to analyze customer loyalty while establishing stable interactions with them. Therefore, maintaining customers and establishing long-term relationships with them was considered (Afchengi, 2012, p. 64).

    Given the importance of customer satisfaction, in the field of economic activities in the world, a customer-oriented attitude and gaining customer satisfaction is considered one of the principles of business, and not paying attention to these principles is likely to be eliminated..

    Due to the importance of customer satisfaction, in the field of economic activities in the world, a customer-oriented attitude and customer satisfaction is considered one of the principles of business, and not paying attention to these principles will result in the possibility of being removed from the market, because if the goods and services meet the customer's expectations, he will feel satisfied, and by re-purchasing himself and encouraging others to The survival of that organization helps (Salimi, 1371).

    Using appropriate management methods and paying attention to the quality of services provided are factors that play an important role in improving customer satisfaction. Satisfaction is the emotional reaction of the customer that results from the interaction with the supplier organization and the consumer of the product. Satisfaction results from the perceived difference between the customer's expectations and the actual performance of the product or organization. The customer's previous experiences of consuming the organization's product, as well as his experience of interacting with the supplier organization, play a fundamental role in shaping his expectations (Mamari, 2012, pp. 117-130). Are there any guarantees for the permanent existence of the customer (in the private sector) for many years after the handover? This in itself highlights the issue of profitability and guaranteeing the organization's productivity in the future. Since customer experience management is a process that attracts and retains customers through improving customer experiences and increases long-term profitability in the organization, it can be a breakthrough in this case. The second issue is that in the discussion of sports marketing, one of the basic issues besides p4 is the concept of c4, which is how to create satisfaction in the consumer by promising better and more value while maintaining the past market. This process requires keeping the customer first and then turning him into a loyal customer and finally a fan, and it can be said that this is possible only through the correct management of the customer experience (Nadrian, 2016, pp. 59-68). The customer knows about advertising, packaging, training, product features, ease of use, and reliability. Customer experience is formed by customer expectations, which mainly reflect his previous experiences (Janfarsa, 2018, pp. 62-65).

    Customer satisfaction is achieved in two ways. First, he compares the service provision and performance of the institution and company with his expectations, if he finds the services provided exceed his expectations, he will be satisfied.  Second, satisfaction is obtained by the person's previous positive experiences of the services and performance of the institution and organization. If a person's experiences are pleasant, his satisfaction will be met (Anderson et al., 1994, 53-66).

    The purpose of CEM is to move the customer from satisfaction to loyalty and from loyalty to favoritism, or in other words, the goal of customer experience management is to create loyalty and commitment in the customer by reducing negative experiences that can lead to customer dissatisfaction and destroy value, and by turning a satisfied customer into a fan. or fan creates value (Kamaladevi, 2009). Therefore, this research seeks to find out what is the relationship between customer experience management and organizational productivity [1] in the indoor swimming pools of West Azarbaijan province? give, because the volume and frequency of purchases or visits of loyal customers is more and they stay in touch with the organization for a longer period of time and introduce you to others. Customer loyalty depends to a large extent on his understanding and recognition of the organization (Janfarsa, 2008, p. 64). Based on customer recognition, achieving a certain amount of experience through increasing customer satisfaction, loyalty and customer favor, the desired brand and service quality, it is possible for the organization to become completely customer-oriented and be able to attract and retain customers in the organization (Moharramzadeh, 2009, pp. 1-10).

    The concept of customer experience was first proposed by Payne and Gilmore [2] in an article in 1998.

  • Contents & References of The relationship between customer experience management and organizational productivity in indoor swimming pools in West Azarbaijan province

    List:

    1-1-Introduction. 1

    1-2-Explanation of the subject and statement of the problem. 2

    1-3-The importance and necessity of doing research. 3

    1-4-Research hypotheses. 5

    1-5- Explanation of research variables. 5

    1-6- Research objectives:. 6

    1-6-1-general purpose. 6

    1-6-2-minor goals. 6

    1-7-Definition of research specific words. 6

    1-8-The framework of the coming seasons. 9

    Chapter Two (examination of thematic literature and research history)

    2-1-Introduction. 11

    2-2-Research history and thematic literature and theoretical literature. 11

    2-2-1- Getting to know the concepts of productivity. 11

    2-2-1-1- Productivity history. 11

    2-2-1-2- Dictionary definition of productivity. 13

    2-2-1-3- general definition of productivity. 13

    2-2-1-4- Organizational definition of productivity. 13

    2-2-1-5- Other definitions of productivity. 13

    2-2-1-6- What is productivity?. 14

    2-2-1-7- productivity components:. 15

    2-2-1-7-1- Efficiency:. 15

    2-2-1-7-2- effectiveness:. 15

    2-2-1-8- The importance of productivity. 16

    2-2-1-9- The difference between productivity and production. 16

    2-2-1-10- productivity levels. 17

    2-2-1-10-1- Productivity at the international level. 17

    2-2-1-10-2- Productivity at the national level. 17

    2-2-1-10-3- Productivity at the sector level. 18

    2-2-1-10-4- Productivity at the organization and company level. 18

    2-2-1-10-5- Productivity at the production unit level. 19

    2-2-1-10-6- Productivity of the working person. 20

    2-2-1-11- management cycle of productivity improvement. 20

    2-2-1-12- Productivity measurement. 21

    2-2-1-13- Analysis of productivity indicators. 22

    2-2-1-14- Factors inhibiting the improvement of productivity. 22

    2-2-2- Getting to know the concepts related to customer experience management. 24

    2-2-2-1- Customer experience management. 24

    2-2-2-2- Definitions of customer experience management. 25

    2-2-2-3- features of customer experience management. 27

    2-2-2-4- levels of customer experience management. 27

    2-2-2-5- Customer experience management framework. 28

    2-2-2-6- cycle of customer experience programs. 31

    2-2-2-7- Customer experience management process. 31

    2-2-2-8- Customer experience management in order to build a brand and improve long-term profitability 31

    2-2-2-9- Benefits of customer experience management. 32

    2-2-2-10- The four stages of implementing customer experience management (CEM). 32

    2-2-2-11- Customer experience management indicators and its measurement. 33

    2-3- Research related to the subject. 36

    2-3-1- Productivity research. 36

    2-3-1-1- Internal productivity research. 36

    2-3-1-2- External productivity research. 39

    2-3-2- Research related to customer experience management. 40

    2-3-2-1- Internal investigations of customer experience management. 40

    2-3-2-2-External research on customer experience management. 42

    Chapter Three (Research Methodology)

    3-1-Introduction. 50

    3-2-Research method. 50

    3-3-Stages of conducting research. 50

    3-4-Statistical population and statistical sample. 50

    3-5-time and place of research. 51

    3-6-Statistical methods and measurement of research variables. 51

    3-7-Method of collecting information and data. 51

    3-7-1- Organizational productivity questionnaire. 51

    3-7-2-reliability and validity of organizational productivity questionnaire. 52

    3-7-3-customer experience management questionnaire. 52

    3-7-4- Reliability and validity of customer experience management questionnaire. 53

    3-7-5-Personal profile form. 53

    3-8-Data analysis method. 53

    3-9- Correlation analysis. 53

    3-11-research limitations. 54

    3-12-chapter summary. 55

    Chapter Four (Information Analysis)

    4-1-Introduction. 57

    4-2-Description of the subjects' demographic information. 57

    4-2-1-Gender of managers. 59

    4-2-2- Service history of managers. 60

    4-2-3-age of subjects. 61

    4-2-4- Educational qualification of managers. 62

    4-2-5-Training of managers. 63

    4-2-6-level of coaching managers. 64

    4-3-Statistical analysis of research data. 65

    4-3-1- Smirnoff columnograph test to determine the normality of data distribution. 65

    4-3-2-Research hypotheses. 67

    4-4-regression analysis of variables. 72

    4-5-chapter summary. 74

    Chapter five (summary, conclusion and suggestions)

    5-1-Introduction. 76

    5-2-How to form research questions and hypotheses.76

    4-5-Summary of the results of the research. 78

    5-5-Suggestions. 80

    5-5-1-Suggestions derived from research. 80

    5-5-2- Suggestions to researchers. 81

    Resources. 83

    Attachments. 91

       English abstract. 97

     

     

    Source:

     

    1. Abtahi, H; Kazemi, B: (1378), Productivity. Publications of the Institute of Business Studies and Research, Tehran.

    2. Esadi, H: (1380), "The relationship between organizational culture and the productivity of managers of the physical education organization of the Islamic Republic of Iran". Scientific-Research Journal of Harak: Serial Number Seven, 39-50.

    3. Afchengi, S: (2013), "Satisfaction prediction of the willingness of sports customers to attend through the satisfaction components of the study of women's aerobics clubs in Mashhad". Journal of Applied Research in Sports Management: Number 4, 63-70.

    4. Bahlke, I: (2014) "Investigation of factors related to the satisfaction of swimming pool customers" Tehran city indoor private", master's thesis, Faculty of Physical Education and Sports Sciences, University of Tehran, Tehran.

    5. Padash Sotoudeh, F: (2008), the efficiency of physical education organization. Science and Sport Publications, Tehran. 6. Terry, Shorter; Steve, Towers: (2017), managing customer expectations. Translated by Ahmad Akhundi; Mohsen Javed Moid. Marketing Publications, Tehran, 60-62.

    7. Janfarsa, F: (1385), "Attracting new customers and turning them into regular customers". Bank and Economy Journal: No. 68, 45-47.

    8. Janfarsa, F: (1388), "Setting up a customer club". Bank and Economy Journal: No. 102, 52-53.

    9. Janfarsa, F: (1388), "Customer Experience Management, a step beyond customer relationship management". Bank and Economy Journal: No. 92, 62-65.

    10. Jalali Farahani, M.: (1392), "Comparison of customer loyalty of private and public sports clubs in Tehran". Sports Management Magazine: Number 17, 95-108.

    11. Dadkhah, M.: (1388), Mushtari Modari. Volume 1. First Edition. Shahrashob Publications, Tehran

    12. Durandish, A; Elahi, AS (2013), "Prediction of the willingness of sports customers to attend again through satisfaction components". Sports Management and Development Journal: Number 1

    13. Rezaian, AS: (2013), Organizational Behavior Management. Publications of Tehran University School of Management, Tehran. 14. Rezaeizadeh, M.: (2016) "Design and Validation of Productivity Indicators of Middle Managers of Universities from the Point of View of Middle Managers of Tehran and Shahid Beheshti Universities", Master's Thesis, School of Educational Sciences, Shahid Beheshti University, Tehran. 15. Rezai, M.: (2014), "Investigation of Aesthetic Aspects in Customers' Orientation to Sports Venues". Journal of sports management and movement behavior: 16th issue, 15-34. 16. Raofi, M.; Tahiri, A: (2004), "The effect of in-service training on the efficiency and productivity of school administrators and staff". Ferdowsi University Educational and Psychology Quarterly, No. 5, Mashhad. 17. Rahgozar, H: (2008), "Investigating the attitude of managers and experts (educational, educational and administrative-financial) of Shiraz University towards the factors affecting the productivity of experts", Master's thesis, Faculty of Educational Sciences, Shiraz University, Shiraz. 18. Salimi, M.: (2009), History of productivity. Publications of the Deputy Education and Research Department of the Ministry of Heavy Industries, Tehran.

    19. Seyed Ameri, 1387), "The relationship between organizational culture and the productivity of managers of physical education departments in East and West Azerbaijan provinces". Scientific-Research Journal of Movement: Number 35, 143-158.

    20. Alizadeh, H; Tejari, F: (2006), "Investigation of ways to increase the productivity of sports facilities, facilities and equipment". Scientific-Research Quarterly Journal of Research in Sports Sciences, Research Institute of Physical Education and Sports Sciences: Number 11, Tehran.

    21. Ghasemzadeh Mir Kalai, A: (2012), "Study of customer satisfaction with the quality of services provided in private and public indoor swimming pools". Shamal Journal of Sports Management and Physiology: Number 1, 49-58.

    22. Guderzi, M.: (2016), "Analysis of the state of sports facilities in the country and determination of factors affecting productivity from the experts' point of view and presentation of the productivity model". Harak scientific-research journal: 28th consecutive issue, 127-149.

    23. Moharramzadeh, M.: (2012), management of sports organizations. Jihad University Publications, Urmia. 24. Mohramzadeh, M.: (2009) Customer experience management is a step beyond customer relationship management in insurance offices, in the "Second International Financial Services Marketing Conference", (Azer 6-7, 2009), Financial Services Marketing Center, Tehran. 25

The relationship between customer experience management and organizational productivity in indoor swimming pools in West Azarbaijan province
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