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Dive into the research topics where Maureen Meadows is active.

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Featured researches published by Maureen Meadows.


Service Industries Journal | 2001

The Application of a Relationship Marketing Perspective in Retail Banking

Sally Dibb; Maureen Meadows

This article considers the development of relationship marketing in retail financial services. It begins by examining the relationship marketing literature and considering its application to the retail banking industry. Following a discussion of the research methodology, four in-depth retail bank case studies are presented. These cases form the basis of a qualitative analysis of the state of relationship marketing in retail banking. Many banks have already reached a higher level of relationship marketing than businesses in other sectors. Yet generic relationship marketing models such as the one applied in this research do not necessarily reflect these differences. A modified version of a relationship marketing model, which caters for the particular characteristics of retail banks and which may be applicable to other services businesses, is therefore proposed.


Journal of Strategic Marketing | 2004

Relationship marketing and CRM: a financial services case study

Sally Dibb; Maureen Meadows

This paper considers the shift towards relationship marketing principles and the implementation of CRM in the retail financial services sector. Many players offering personal banking and related products have now ‘bought in’ to the concepts behind relationship marketing, and are investing heavily (particularly in new information technology) to enhance customer relationships and improve retention rates. This trend is considered from the perspective of an organisation that is one of those leading the change. An in‐depth case study reveals the progress made in recent years towards the companys goals, focusing especially on the introduction of new systems and moves to enhance customer data. However, the analysis also suggests that major challenges remain if the benefits of CRM are to be fully realised. Issues involving the structure of the organisation and its approach to a range of staff issues such as recruitment and training are of particular concerns for the implementation of CRM principles.


International Journal of Service Industry Management | 1998

Assessing the implementation of market segmentation in retail financial services

Maureen Meadows; Sally Dibb

Market segmentation is widely regarded as a panacea for a variety of marketing ailments. Yet research in the financial services market highlights a number of significant barriers to the implementation of segmentation schemes. These barriers range from weaknesses in customer data and inappropriate organisational structure, to lack of marketing orientation and difficulties in obtaining a fit within the existing distribution structure. While the marketing literature acknowledges that these difficulties exist, there has been little formal analysis to capture the characteristics of these barriers. This problem is compounded by the considerable size and diversity of the sector which make it difficult to generalise about the implementation problems. This means that the extent of any barriers may vary in different areas of the financial services market and even in different organisations and that this variation may feasibly translate into different levels of segmentation usage. This research uses four short financial services case studies to examine the application of segmentation and consider the implementation barriers. Although the case studies cover a range of financial services companies, the analysis focuses on the provision of charge/credit cards by these organisations. The growth rate and increasing importance of the charge/credit card business make this a particularly pertinent area to analyse and allow a comparison with retail banking services more generally. The findings support the notion that a range of barriers to segmentation exists and shows how the importance of these barriers varies in different organisations.


Journal of the Operational Research Society | 2000

Corporate visioning: a survey of UK practice

Frances A. O'Brien; Maureen Meadows

A survey of strategic planning managers was considered to identify the current practice of developing corporate visions, with a particular focus on how the vision was developed. The paper begins with a brief review of the literature concerning organisational visions and their development. The issues addressed by the survey and the research methodology are then described, and the results of the research presented. The paper ends with a discussion of the findings of the survey, and suggests ways of progressing research in this area.


International Journal of Service Industry Management | 2000

Call centre capacity management

Alan Betts; Maureen Meadows; Paul Walley

Call centres often experience large fluctuations in demand over relatively short periods of time. However, most centres also need to maintain short response times to the demand. This places great emphasis upon capacity management practices within call centre operations. A total of 12 UK‐based call centres from one retail bank were studied to investigate how they managed forecasting, capacity management and scheduling tasks. Provides evidence of the difficulties associated with capacity management in call centres. Regression modelling is used to link forecasting and capacity planning practices to performance. Shows that random variation is a very important factor when assessing call centre performance. The results suggest that call centre managers can have only a small influence upon short‐term performance. Existing mathematical models, such as the Erlang queuing system methodologies, have only limited value as the assumptions concerning demand patterns made in their derivation contradict observations made within the 12 sites. Spiked demand patterns present special capacity management problems, including a direct trade‐off between high service levels and operator boredom. Conventional methods of flexing capacity cannot respond sufficiently well to some of the short‐term fluctuations in demand.


Journal of the Operational Research Society | 2011

Does the Balanced Scorecard make a difference to the strategy development process

Efstathios Tapinos; Robert G. Dyson; Maureen Meadows

A great number of strategy tools are being taught in strategic management modules. These tools are available to managers for use in facilitating strategic decision making and enhancing the strategy development process in their organisations. A number of studies have been published examining which are the most popular tools; however there is little empirical evidence on how their utilisation influences the strategy process. This paper is based on a large scale international survey on the strategy development process, and seeks to examine the impact of a particular strategy tool, the Balanced Scorecard (BSC), upon the strategy process. Recently, it has been suggested that as a strategy tool, the BSC can influence all elements of the strategy process. The results of this study indicate that although there are significant differences in some elements of the strategy process between the organisations that have implemented the BSC and those that have not, the impact is not comprehensive.


Journal of the Operational Research Society | 2007

Developing a visioning methodology: Visioning Choices for the future of operational research

Frances A. O'Brien; Maureen Meadows

This paper describes the development of a participative visioning methodology, Visioning Choices, which is placed within the family of problem structuring methods, due to a range of characteristics and attributes that are discussed. The Visioning Choices methodology was developed in an action research paradigm, and consists of a number of stages. The case study presented describes an application of the methodology to the issue of the future of operational research (OR). More than 200 individuals participated in workshops to outline a desirable future for OR. Earlier work has shown that while the majority of organizations claim to have visions, and that visions are perceived to have an important role in contributing to organizational success, visions are usually developed using informal small group processes, rather than existing formal visioning methodologies. The paper uses coherence and correspondence arguments to reflect on the methodology described, and possible future developments to address issues such facilitation style and participant numbers.


Journal of the Operational Research Society | 2007

Exploring new directions for research in problem structuring methods: on the role of cognitive style

L A Franco; Maureen Meadows

Prior research has argued that cognitive style can have a significant impact on group decision making. In addition, several scholars have proposed that cognitive style can play a key role in the design and use of group decision support systems. However, cognitive style has not received a great deal of attention in the problem structuring methods (PSMs) community. This is surprising, given that PSMs are specifically developed to support a group in their decision making. The purpose of this paper is thus to examine the significance of cognitive style within PSMs. The paper identifies and explores the role of four different cognitive style functions in problem structuring interventions. This analysis is carried out by focusing on the different tasks embedded within a group process supported by PSMs. Implications for the research and practice of PSMs are then discussed.


Journal of Strategic Marketing | 2012

Progress in customer relationship management adoption: a cross-sector study

Maureen Meadows; Sally Dibb

Although customer relationship management (CRM) is widely used by organizations to capture and manage customer data, the process of implementation can be problematic. This article takes a multi-sector view of CRM implementation in three areas of the UK services sector: banking and finance; professional services; and the government/public sector. The study captures variations in CRM practice and implementation across these sectors, applying an existing framework of CRM implementation to tease out progress in relation to people (the companys staff), the company itself, the customers, and the technology. The implications for organizations that have reached different implementation stages in their CRM journey are considered.


Systemic Practice and Action Research | 2001

How To Develop Visions: A Literature Review, and a Revised CHOICES Approach for an Uncertain World

Frances A. O'Brien; Maureen Meadows

This paper reviews the visioning literature along five key dimensions: analysis of an organizations current situation, assessment of the external environment, identification of desired future vision, connection of the future to the present state, and testing the vision. It then describes one particular participative visioning methodology, which has largely been used in the public sector, the CHOICES approach. The paper then analyzes the CHOICES approach along the five key dimensions identified earlier. Gaps in the approach are identified and a revised methodology is outlined. The paper ends with a summary of results from a pilot study which tested the revised methodology.

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Duncan Angwin

Oxford Brookes University

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