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Discussion Details

STRATEGIC MARKETING $85$ SU $24$

Hypothetical Scenario:

You are an integral component of a well$-$respected retailer $($department store$)$ in Des Moines, lowa $-$ you are top management. Your company, founded in $2006,$ caters to the ultimate consumer, although approximately $5\%$ of your business stems from sales to other intermediaries in the Midwest. Over the life of your firm you've consistently and steadily grown in terms of sales and profits. Very few in the retail field would argue with your firm being labeled as successful.

It is your belief that one key to success is your focus on staying current in your particular retail field $-$ you do not rest on your laurels. Thus, every year since $2009,$ you have attended at least one conference on a retail subject of your choosing. In $2011,$ you were introduced to customer satisfaction measures. After attending that $2011$ conference "Retail Marketing: The Do's and Don'ts of Retail Practice," you became convinced that you needed to begin taking measures of customer satisfaction.

In addition to the more traditional sales and profit measures, the emergence of satisfaction measures as a means of understanding how you were performing seemed to make sense. Thus, beginning in $2011$ you have taken customer satisfaction measurements $($ultimate consumer only$)$ annually. Following are the results of the most recent customer satisfaction survey taken from a

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