Customer experience management: Expanding our understanding of the drivers and consequences of the customer experience

The present doctoral dissertation aims to analyze thenew business landscape that suggests the importance of customer experience ¿ its drivers and consequences from a dynamic perspective. The drivers of customer experience provide firms with crucial knowledge about the experience expectations and desires of the customers, thereby enabling firms to identify the key determinants which significantly shape customer perceptions toward the experience with the firm. This is very important for firms, since the effort dedicated by firms to improve customer experience is not always equally perceived and/or valued by customers. Likewise, integrating the consequences of customer experience allows firms to translate their investment in customer experience into specific opportunities and enhanced performance outcomes (financial, behavioral, and relational). This is specifically critical, considering that a customer experience perceived as favorable by customers might not have a positive impact on firm outcomes. Customer experience is not static but evolve over time. By taking into account the dynamic nature of customer experience, firms may capture the occurred changes in customers and adjust the factors under their controls immediately, thereby ensuring the alignment between customer experience expectations and firms¿ offerings. In this way, through a dynamic lens, we establish the linkage across what firms do, what customers think, what customers do, and finally what firms get. The thesis is consisted of three studies. Study 1 investigates the impact of firms¿ investments in three key strategic levers (i.e., value, the brand, and the relationship) on the customer experience as well as the direct and moderating role played by social influence. We integrate research in customer relationship management (i.e., customer equity framework) (Rust, Lemon, & Zeithaml, 2004) and customer experience management (Lemon & Verhoef, 2016; Verhoef et al., 2009) and offer a unifying framework to understand the linkages between the three equity drivers (i.e., value equity, brand equity, relationship equity), social influence, the customer experience, and its ultimate impact on profitability. Study 2 focuses on the separate and joint effects of customer experience and lock-in on customer retention. Building barriers to lock customers and improving the customer experience are two key strategies employed by firms to enhance customer retention. Although pursuing the same goal, these strategies work differently: the former relies more on a calculative, cost¿benefit approach to the exchange, while the latter promotes the affective aspects of the relationship. Finally, study 3 investigates how different dimensions of customer experience (recency effect, peak effect, trend effect, and fluctuation effect) and different relationship marketing (RM) actions (i.e., advertising communication, product innovation, and conflict) impact customer relationship expansion from a dynamic perspective, and distinguishes their short-term and long-term effects. Self-determination theory posits that motivation for pursuing activities are consisted of intrinsic (the ones originating from the self and one¿s desire) and extrinsic factors (originating from external demands).<br /

Marketing management capability: the construct, and its dimensions: an examination of managers' and entrepreneurs' perceptions in a retail setting

Purpose – This paper explores the relationship between corporate cultural/intangible assets and marketing capabilities by examining entrepreneurs’ and manager perceptions in a retail setting. Design/methodology/approach – Nineteen face-to-face interviews were conducted with UK Small and Medium Sized Enterprise (SMEs) managers and entrepreneurs to identify six sub-capabilities that form the marketing capability. We further validated the relationship between marketing sub-capabilities and its antecedent tangible and intangible assets. The qualitative approach employed provided a deeper insight into the motivations, perceptions and association of the stakeholders behind these intangible concepts, and their relationships with their customers. Findings – The research identified that there is a strong relationship between tangible and intangible assets, their components, and the following capabilities: corporate/brand identity management, market-sensing, customer relationship, social media/communication, design/innovation management, and performance management. In addition, companies need to clearly understand what tangible and intangible assets comprise these capabilities. Where performance management is one of the key internal capabilities, companies must underscore the importance of strong cultural assets that substantially contribute to a company’s performance. Originality/value – Previous work on dynamic capability analysis is too generic, predominantly relating to the manufacturing sector, and/or focussing on using a single case study example. This study extends the concept of marketing capability in a retail setting by identifying six sub-capabilities and describing the relationship of each with tangible and intangible assets. Through extensive qualitative analysis, we provide evidence that by fully exploiting their embedded culture and other intangible components, companies ca

The impact of Digital Platforms on Business Models: an empirical investigation on innovative start-ups

Digital platforms have the ability to connect people, organizations and resources with the aim of facilitating the core interactions between businesses and consumers as well as assuring a greater efficiency for the business management. New business concepts, such as innovative start-ups, are therefore created based on innovation, scalability and the relationships within the community around them. The purpose of this work is to deeply understand the evolution of business models brought by innovative and dynamic companies operating through online platforms. In order to achieve the objectives set, an exploratory multiple-case study was designed based on in-depth structured interviews. The aim was to conduct a mixed analysis, in order to rely both on qualitative and quantitative data. The structured interview protocol was therefore designed to collect and then analyse data concerning the company profile and managers’ perspectives on the phenomenon of interest. The interview protocol was submitted in advance and then face-to-face interviews were carried out with the following professional figures: Chief Executive Officer (CEO), General Manager, Chief Technology Officer (CTO), Marketing Manager and Developers. Collected data were analysed and processed through the Canvas Business Model in order to clearly outline similarities and differences among the sample. Results can be considered under two viewpoints. On the one hand, this work provides a detailed overview of the companies interviewed, according to the dimensions of: reference market dynamics, type and number of customers, scalability. On the other one, they allow to identify some success patterns regarding key activities, key resources, channel mix strategy, costs management, value proposition, customer segmentation, key partners and the way to obtain revenues. Results from the multiple-case study with 15 Italian start-ups provide interesting insights by comparing the innovative business models developed and highlighting key differences and similarities. verall, the start-ups analyzed, operating in several sectors, showed great growth prospects and the possibility to create value for their customers through innovative products and services offered through digital platforms

Customer relationship management: digital transformation and sustainable business model innovation

[EN] The point of departure for this study is the understanding of customer relationship management (CRM) as a set of technological solutions key for efficient business management, the benefits of which, highlighted by previous works, are presented and defined here as crucial for entrepreneurial success. Of particular interest for this purpose are the existing studies on sustainability, which provide a viable research model to assess and validate the potential effect of each CRM component (sales, marketing, and services) on the three dimensions of sustainability (economic, environmental, and social). Upon confirmation of our hypotheses, the subsequent validation of such model should bring a better understanding of the way in which CRM-related benefits may increase the positive impact of its components on each dimension of sustainability. CRM can hence be considered a sort of Green IT, oriented toward digital transformation and sustainable business model innovation. 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From customer-oriented strategy to perceived organizational financial performance: the role of human resource management and customer-linking capability

Drawing on the organizational capabilities literature, we developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by marketing managers through fostering the implementation of a customer-oriented strategy. Customer-linking capability, which is the capability in managing close customer relationships, indicated the implementation of the customer-oriented strategy. Data collected from two emerging economies–China and Hungary–established that supportive HRM partially mediated the relationship between customer-oriented strategy and customer-linking capability. Customer-linking capability further explained how supportive HRM contributed to perceived financial performance. This study explicates the implication of customer-oriented strategy for HRM and reveals the importance of HRM in strategy implementation. It also sheds some light on the “black-box” between HRM and performance. While making important contributions to the field of strategy, HRM and marketing, this study also offers useful practical implications

A new model to support the personalised management of a quality e-commerce service

The paper presents an aiding model to support the management of a high quality e-commerce service. The approach focuses on the service quality aspects related to customer relationship management (CRM). Knowing the individual characteristics of a customer, it is possible to supply a personalised and high quality service. A segmentation model, based on the "relationship evolution" between users and Web site, is developed. The method permits the provision of a specific service management for each user segment. Finally, some preliminary experimental results for a sport-clothing industry application are described

Marketing management of a successful e-business

Marketing management occupies an increasingly important position in the business world, as well as in the sphere of electronic commerce. Some participants, however, underestimate the importance of this marketing support, which may be one of the major causes of the failure and inability of some companies operating on the Internet to grow. The aim of this paper is to develop an effective marketing management process model, which can significantly contribute to the increased competitiveness of companies operating on the Internet. The validity of this model is then applied on a Czech e-shop, which has long been one of the leaders of the Czech Internet market. To achieve the objective of this paper the current situation will be analysed, and synthesis of the findings from research literature as well as modelling using the methods of abstraction and specification will be performed. This article is focused on Czech Internet market. Results of the survey (case study) will be used for further research in the field of e-business