Daniel Ray
France
Customer Equity Institute Director
Senior Professor, Marketing
Areas of expertise
Client Satisfaction and Fidelity, Technology Innovation Marketing, Customer/Client Satisfaction, Quantitative Methods
Contact
+33 4 76 70 60 30 - Office F710
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Daniel Ray is a marketing professor and the director of the Customer Equity Institute at Grenoble Ecole de Management. For the past twenty years, he has worked on issues related to customer equity and technological innovation marketing.
His varied professional background (TNS-Sofres, Ernst & Young…) and experience as a consultant for the decision-makers and marketing departments of various companies (Décathlon, EDF, Michelin, Salomon, Schneider…) on the implementation and/or redesigning of complaint, satisfaction and customer loyalty policies have enabled him to gain a thorough understanding of these issues.
Oft-heard at seminars and conferences at which he appears as a guest speaker, Daniel is also the author of different publications, be it research articles in academic journals (Recherche et Applications en Marketing, Revue Française du Marketing), contributions to international symposiums, or pedagogical articles and teaching materials. His book « Mesurer et développer la satisfaction clients », (Editions d’Organisation, 2001, 400 p) was awarded two prizes in 2002.
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Articles in Refeered Journals
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In line with the behavioural research approach in management control this paper suggests the integration of a new variable: the satisfaction of non opportunistic managers with management control. Adapting results of researches in marketing to management control allows us to consider this variable as a partial proxy of the performance of management control. Through a survey (N=155 answers), the authors validated a model integrating the satisfaction of managers as an explanatory variable of their managerial performance; the explanatory power of the link is statistically significant, even if it is weak. These results, also suggest very interesting outputs for practitioners, especially about leverages mana gement accountants should look for in order to optimize the managers’ satisfaction and, thus, their managerial performance. These leverages have two dimensions: a technical one and a relational one; the former appears as the most determinant
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Recent marketing literature relies more and more on multilevel models. Yet, this method, which applies to data structured in levels (e.g. consumers, nested within stores, themselves nested within retailers), is not straightforward to understand and to implement. The present text introduces the reader to multilevel modelling through a marketing example.
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The measurement of the asymmetric impact of satisfaction attributes is a subject of growing interest. Several methods have been proposed, but as the convergence of their results has yet to be established, selecting one can be difficult. A method must be capable of accurately predicting the real impact of each attribute. A two-step methodology was used: First, eight satisfaction attributes were chosen for their unquestionable nature, and this choice was validated by experts using a Delphi method. The convergence of this characterization with the classifications obtained by each of the five methods was then established from a sample of 1,489 EDF (Electricité de France) customers. The results show that for the sector studied, no existing method demonstrates a sufficient convergent validity, despite more satisfactory results for some. In addition, they reveal the existence of methodological biases.
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Despite a strong interest for CRM in the late nineties, CRM programs are now in the hot seat. Many companies are wondering about the interest for such programs. And managers themselves are challenging the core postulated of CRM : improving customer satisfaction and loyalty leads to higher profits for companies. In such a context, the objective of this paper is to shed the light on key improvement areas for a better profitability of CRM programs.
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This article proposes an inventory of companies' needs and market survey institutes' positioning in customer satisfaction measurement. To achieve this, it details the major methodological differences, especially in terms of ranking tools to determine satisfaction and loyalty drivers.
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Papers in Refereed Conference Proceedings(Only the 10 latest publications are displayed)
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Providing customers with high satisfaction has been advocated as one of the primary means to enhance their loyalty intentions (Johnson et al. 2006; Gupta and Zeithaml 2006). In order to achieve high levels of overall customer satisfaction, many firms invest substantial resources into enhancing performance on the key service attributes. Over the last decade, there has been a substantial interest in chain frameworks such as the satisfaction-profit chain (Anderson and Mittal 2000), which in essence links attribute performance, customer satisfaction, customer retention, and profit. Surprisingly, despite numerous investigations and extensions of this and related chain frameworks, the occurrence and consequences of a direct effect of attribute performance on loyalty intentions has been largely neglected. Yet, several studies (e.g., Mittal et al. 1998; Kumar 2002; Larivière 2008) report such unexpected direct effects. However, a critical re-assessment of the (full) mediating role of customer satisfaction in the attribute performance – loyalty intentions relationship is non-existent. We address this void by drawing from the multi-attribute model, post-purchase thought, and service quality literature to provide a theoretical explanation why certain attributes may directly impact attitudinal loyalty (i.e. repurchase and/or recommendation intentions). Our empirical analysis in an intercontinental aviation setting demonstrates that direct effects of attribute performance on loyalty intentions are the rule rather than the exception. Moreover, we highlight the detrimental effects for resource allocation of failing to control for these direct effects. Lastly, we open avenues for future research by exploring additional possibly omitted mediators (Zhao et al. 2010).
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Professional Press
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Numerous interviews, etc. in economic ou specialized journals : La Tribune, Marketing Magazine, Courrier Cadres, Relation clients Magazine, l'Etudiant, etc.
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Customer Relations Management
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