Przemyslaw Tomczyk

The paper attempts to answer the research question, whether conducting customer analysis improves firm performance. It presents results of research among Polish insurance agents. According to its findings, conducting customer analysis positively influences firm performance. Other factors that determine firm performance to a large extent are related to economies of scale and established competitive position (i.e. co-workers, low perception of risk related to other channels, agents’ reputation). The use of dedicated CRM software does not influence firm performance.

JEL code: M31 Keywords: customer knowledge, customer knowledge management, customer knowledge valuation, customer knowledge valuation model, customer lifecycle Abstract. Customers can create value for firms in a variety of ways. Four of them are parts of customer relationship management (CRM), and mentioned as customer engagement value (CEV) components. The first component is customer lifetime value (CLV); the second is customer referral value (CRV); the third component is customer influencer value (CIV); the fourth component is customer knowledge value (CKV). There are a lot of works concerning the particular CEV element estimates, such as CLV, and recently also CIV or CRV. However, it is important to notice that there is no work on how to estimate CKV. Based on the observations above, finding a model to estimate CKV would be relevant and interesting.

The paper outlines the outcomes of an empirical investigation of the links between involvement of insurance firms in customer analysis and their financial performance. The data were collected through a CAWI survey of independent insurance agents in Poland (n=590). Statistical methods included exploratory factor analysis and structural equation modeling. In keeping with the customer lifetime value model and loyalty management theory the concept of customer analysis was operationalized as a second-order reflective construct, expressed through five first order subconstructs. Financial performance was measured with an index of five self-reported metrics. The findings lend support to the hypothesis of a positive association between engaging in customer analysis and financial performance.

The paper attempts to answer the research question whether conducting customer analysis improves firm performance. It presents results of research among Polish insurance agents. According to its findings, conducting customer analysis is positively correlated with firm performance. Other factors that determine firm performance to a large extent are related to economies of scale and established competitive position (i.e. co-workers, low perception of risk related to other channels, agents' reputation). The use of dedicated CRM software does not influence firm performance. The research results are discussed with the perspective of customer profitability and customer lifetime value.

The purpose of this article is to identify the relationship of customer lifetime value management
and firm performance by empirical verification of a conceptual model. In the presence of the increasing
level of competition in many industries, it is important to build long-term relationships with customers.
Customer lifetime value management is the composition of marketing activities, that can be useful to
build these kind of relationships through the prism of customer lifetime value. The thesis about the
effectiveness of customer lifetime value management in the field of customer knowledge creation has
been verified positively by the results of the study.The study was conducted from August till September
2012 and was attended by 1.245 micro-enterprises operating on financial advisers market in Poland
(here: insurance agents)

The paper attempts to answer the research question, whether conducting customer analysis improves firm performance. It presents results of research among Polish insurance agents. According to its findings, conducting customer analysis positively influences firm performance. Other factors that determine firm performance to a large extent are related to economies of scale and established competitive position (i.e. co-workers, low perception of risk related to other channels, agents’ reputation). The use of dedicated CRM software does not influence firm performance.

W opracowaniu przedstawiono modele wyceny klienta w kontekście ich przydatności w procesie wyceny przedsiębiorstwa. Dokonano analizy ich zgodności z poszczególnymi podejściami do wyceny
przedsiębiorstwa i wskazano na te, które są przydatne z punktu widzenia teorii i praktyki.

In this study models of customer's evaluation have been presented in the ~context of their  usefulness m the process of enterprise valuation. The analysis of their comphance with particular approaches to enterprise valuation has been carried out and the approaches that are useful from the practical and theoretical point of view have been indicated.

Koncepcja zarządzania wartością klienta jest coraz częściej wykorzystywana w praktyce gospodarczej. Wyniki prowadzonych badań potwierdziły ścisłe powiązanie wartości klienta z wartością przedsiębiorstwa. Działania marketingowe prowadzone na podstawie segmentacji
klientów prowadzą do pozytywnych rezultatów.

In this work the analysis of practical usage of customer's value management conception has been presented. Its efficacy has been shown by the strategy of allocation of resources
used for communications actions and the influence of the conception on enterprises value.

W niniejszym artykule zbudowano teoretyczny model zależności między zarządzaniem wartością klienta a wynikami  przedsiębiorstwa. Sformułowano także rekomendacje dotyczące prowadzenia badań empirycznych,
których celem będzie weryfikacja modelu, oraz przedstawiono przewidywane wyniki tych badań.

W opracowaniu przedstawiono systematyzację podejść do zarządzania wartością klienta. Jako kryterium wykorzystano formę występowania w nich determinant wartości klienta. Wyróżniono podejście proste, cechujące się pośrednim występowaniem determinant oraz podejście złożone, w którym są one ujęte wprost i mają bezpośredni wpływ na tworzenie i realizację strategii marketingowej. Przedstawiono argumenty za większą użytecznością drugiego podejścia.

The problem of young workers'safety culture is important because of the unfavorable demographic trend occurring in the
European Union and determinants of competitiveness and innovativeness of the economy. The paper presents the concept and the
importance of safety culture and goals of the research program, the aim of which is the construction and verification of the model
based on the transfer of knowledge regarding the safety and methods of its implementation.Safety culture is a derivative of the
organizational culture and its emanation. During the preliminary research, the key factor affecting the occupational safety was
identified. This factor is young workers safety culture or safety culture present in firms they work for.Man is effective only if in
addition to the knowledge and skills have adequate habits. Habits developed in the area of occupational safety can greatly
contribute to its improvement. Shaping habits should be systematically rather than spontaneously. Its practical implementation
would have a major impact not only on the quality of teaching students, but also on the teachers professional development
(teacher training center as the center forming positive habits) and the management of educational administration (board of
education as a center for development of positive habits headmasters).In the light of recent discoveries in the field of neurology,
human behavior and life decisions are not only determined by the knowledge and competence. The technology that is used to
teach, plays a secondary role and is used rather to increase the decision makers ambition than to increase the efficiency of the
learning process.There are a lot of ways to increase the effectiveness of education. One of them is widely understood digitization,
which provides solutions such as e-books, interactive whiteboards, gamification (use to study the mechanisms of the game). The
main goal of this type of action is to improve the knowledge and skills of school students.It is assumed that the results of the
project will be used by vocational schools and companies in order to increase the effectiveness of the education and development
of young professionals pro safe behavior in the workplace. It can be assumed that the results of the project will be implemented
in at least 20 vocational schools educating 3,000 future employees. Within one year of the completion of the project may be able
to increase the frequency of making pro safe behavior among young workers associated with cooperating schools.

Customers provide different types of value to a firm. They pay for products or services, they recommend, they share with friends, and they provide knowledge. The literature recognizes the various value streams customers represent, but knowledge is not treated as one of them. Knowledge from customers is the knowledge customers possess that can be used to make marketing decisions. The purpose of this article is to define knowledge from customer and classify it by finding the most commonly studied areas. Based on two-dimensional analysis, including the type of offer (product or service) and the characteristics of knowledge from customers (to know, to use, to create), the results reveal that the mostly explored area is to create products or services, an attribute examined by 73,2% of the papers. This implies that the theory of how to create a product or service with a customer is highly developed. This allows us to focus on the theory of new product/service development to extend future research on the segmentation and valuation of knowledge from customer .

Customers  know  or  do  a  variety  of  things  that  contribute  value  to  a  firm.  The  marketing
literature describes selected customer knowledge manifestations but pays scant attention to the
whole customer knowledge competence view. This implies there is no customer knowledge
competence theory. This study defines Customer Knowledge Competence as a combination of
what customers know, can do or can create, and analyses the state of current research and future
perspectives. A systematic analysis of the literature shows that with no comprehensive theory,
research efforts on Customer Knowledge Competence decrease year by year, playing a servant
role for the variety of customer knowledge-oriented theories. Linking to customer performance
metrics would contribute significantly to Customer Relationships Management theory.