Secure Online Shopping System Integration

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Table of Contents

Introduction
The Proposed SOSS model
Alternatives, risks, and assumptions
How SOSS will reduce perceived risk of potential customers
Why current customer will appreciate SOSS
Proactive measures for mitigation in event of unsuccessful implementation
Reference List

Introduction

Consumer engagement forms the pinnacle of satisfaction in the sensitive service environment (Lovelock & Wirtz 2011). When the perceived goodness is aligned to the goal of customer engagement, it is easy for a service company to create strategic value addition in services offered to customers. Thus, the proposed Secure Online Shopping System (SOSS) will provide consumers with the platform to buy tickets online without fear of internet insecurity.

The Proposed SOSS model

The element of continuance is essential in investigating the concepts of adaptability and acceptance by customers in the process of online purchasing decisions. Consumer trust and satisfaction are the key determinants of continued purchase of a particular service, especially when the service is online as is the case within the ticketing business. In the face of globalisation and the e-commerce development, companies offering the same services may resort to strategic value addition as part of competitive advantage assurance. The ticketing company may compete via service delineation by concentrating on the value addition strategy in the proposed SOSS model. Therefore, the new service called SOSS, which is proposed in the management of the online ticketing business, will form part of the actual customer safety guarantee service. The proposed model will be necessary in proactive customer attraction and retention amidst competition from other players offering the same ticketing services. Besides, the proposed model is equipped with necessary safety systems to protect the customer from online scammers (Baker, Magnini, & Perdue 2012). The proposed system will maximise the security of customers who are buying the tickets online since it protects the identity of the customers, thus ensuring confidentiality.

Alternatives, risks, and assumptions

The main alternative may be to create a complete system modelled on the concept of single market segment for the online ticket customer. This alternative is not suggested since it aims at establishing the broadest possible mechanism for optimising customer satisfaction in the same way as the SOSS. The risk may be the inability to modify the features which ensures that the online tickets are appealing and appropriate to target clients, since consumer preferences is this industry is unpredictable (Frow, Ngo, & Payne 2014).

How SOSS will reduce perceived risk of potential customers

The service that proposed SOSS will create is free since the targeted customers are expected to view the same as part of the company’s value addition. Rather, customers will only be charged for the service and any other related costs. Besides, the targeted customers will take care of their own internet costs. Reflectively, the proposed SOSS will reduce the service duration and cost that the customers incur, thus, the company will benefit from the economies of scale as a result of increased customer traffic (Ryals 2008).

In relation to the proposed SOSS, purchasing or interaction process “refers to the mechanisms, procedures and flow of activities through which a service is delivered to customers” (Ryals 2008, p. 29). Lloyd, Harris, and Reynolds (2004) note that value addition through the SOSS improves ticketing efficiency as companies reap from faster service deliver, unlike the offline model where each customer has to show up physically and stay in a queue for a substantial amount of time. Since the proposed SOSS will strive to completely eliminate this element, the ticketing company will benefit from improved consumer preference (Kowalkowski, Kindstrom, & Brehmer 2011).

The customers operating within the proposed SOSS model will have the opportunity to make online purchases from the comfort of their homes and without worrying about online insecurity. This is possible because the system can be customised to meet the desires of each customer. With the information in the ticketing database, the proposed SOSS will take into consideration the place aspect of 7Ps marketing principles to ensure value addition to new customers (Ryals 2008).

Why current customer will appreciate SOSS

The proposed SOSS model will make the customer experience more interesting by ensuring that extra features such as service inquiry, placing order, and making payment are possible by following simple steps. As a result, the current customers will enjoy benefits such as reliability, trust, and optimal security in the ticketing network (Kowalkowski, Kindstrom, & Brehmer 2011).

The desired awareness created in the online platform and different distribution packages is essential in sustaining online trade between the company and current customers. For instance, the safety and security of the customer over the cyberspace trading platform have become such an important issue in determining consumer behaviour (Lovelock & Wirtz 2011). Thus, introduction of the proposed SOSS is vital towards creating loyalty among the current customers. Introducing the modified SOSS platform at the ticketing company will ensure the safety and security of current clients interested in the company’s product.

Proactive measures for mitigation in event of unsuccessful implementation

Content creation is critical in executing a successful ticketing service, irrespective of the size of the company. It is essential to incorporate the preferences of the customers to ensure that the system is accepted and sustainable (Kowalkowski, Kindstrom, & Brehmer 2011). In addition, the plan will incorporate the right mix of a monitoring channel to increase the competitiveness of the system in attracting and satisfying the demands of the customers (Lovelock & Wirtz 2011). In addition, the reporting criteria for the ticketing business should reflect the success of marketing calendar and set periodic targets in order to minimize the impacts of unsuccessful implementation.

Reference List

Baker, M, Magnini, V, & Perdue, R 2012, “Opportunistic customer complaining: Causes, consequences, and managerial alternatives,” International Journal of Hospitality Management, vol. 31, no. 1, pp. 295–303.

Frow, F, Ngo, V, & Payne, A, 2014, “Diagnosing the supplementary services model: Empirical validation, advancement and implementation.” Journal of Marketing Management, vol. 30, no. 2, pp. 138-171.

Kowalkowski, C, Kindstrom, M, & Brehmer, P 2011,”Managing industrial service offerings in global business markets.” Journal of Business & Industrial Marketing, vol. 26, no. 3, pp. 181-192.

Lloyd, C, Harris, K, & Reynolds, L 2004,”Jaycustomer behaviour: an exploration of types and motives in the hospitality industry”, Journal of Services Marketing, vol. 18, no. 5, pp. 339-357.

Lovelock, H, & Wirtz, J, 2011, Services marketing: People, technology, strategy, Upper Saddle River, NJ: Pearson Prentice-Hill.

Ryals, L 2008, “Determining the indirect value of a customer”, Journal of Marketing Management, vol. 24, no. 8, pp. 847-864.

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