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The purpose of this paper is to assess the influence of customer focus and competitor focus on marketing performance of food and beverages organizations in Nigeria.
Abstract
Purpose
The purpose of this paper is to assess the influence of customer focus and competitor focus on marketing performance of food and beverages organizations in Nigeria.
Design/methodology/approach
The paper adopted an exploratory design‐ six measures of marketing performance is used to capture the customer‐focus and competitive‐focus of food and beverages organizations in Nigeria. Data were collected from key informants using a research instrument. Returned instruments were analyzed using regression analysis through the use of statistical package for social sciences (SPSS) version 16.
Findings
The paper validated the existing instruments for measuring customer focus, competitor focus and marketing performance. The paper also finds a strong positive relationship between the three constructs.
Practical implications
Two major implications are identified in this paper, one to scholars on the investigation of the link between customer focus, competitor focus and marketing performance in two different organizations. The second is for managers to be aware of the need for effective assessment of marketing performance measure in line with customer focus and competitor focus. This will no doubt help to provide knowledge and understanding of the reason for and consequences of any particular marketing decision.
Originality/value
The paper significantly refines the body of knowledge concerning the impact of customer focus, competitor focus and marketing performance in the Nigerian context.
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Keywords
The purpose of this paper is to investigate the impact of customer-focus on small medium enterprise (SME) performance from the perspective of a resource-based view (RBV).
Abstract
Purpose
The purpose of this paper is to investigate the impact of customer-focus on small medium enterprise (SME) performance from the perspective of a resource-based view (RBV).
Design/methodology/approach
This research study implemented a survey strategy to gather data from 255 respondents on the registered list of Ghana Enterprise Agency (GEA) in the eastern region of Ghana. Scales used to gather data were operationalized from previous research studies. A structural equation modeling (SEM) path analysis was used to estimate the impact of customer-focus on the performance of SMEs.
Findings
The outcomes of this study indicate that customer-focus has a significant positive impact on SME performance, hence backing the current demand for investigating the distinct influence of customer-focus on SME performance. The results show that customer-focus has a positive and significant relationship with financial performance, customer performance, internal business process performance and learning and growth performance, thus supporting the literature on the positive impact of customer-focus on SME performance. Therefore, customer-focus determinants used in this study, including co-creation, networking ties, customer insight and artificial intelligence marketing (AIM), are critical to the optimization of SME performance.
Research limitations/implications
Notwithstanding the importance of this research study mentioned earlier, the study has limitations. Notably, the sample size of this study can be increased to capture SME respondents in other geographical zones that were not included in this study. Future research studies may address how business environment conditions moderate the relationship between customer focus and performance, and also the cause-effect of the relationship between customer focus and business environment conditions on SME performance.
Practical implications
The practical implications consist of two main items. First, this study empowers SME owners and managers to develop a customer focus technique as a central strategic goal in their quest for SME performance optimization. Second, SME owners and managers should progressively exploit the four determinants of customer focus which include co-creation, networking ties, customer insight and (AIM in order to accrue important resources for effective utilization of their customer focus competences as a way to enhance their performance.
Social implications
This study is targeted at the sound development of SMEs to bring about poverty alleviation and employment. Poverty, unemployment and poor living standards are recognized as vital social challenges in most emerging economies. The establishment of customer focus as an important strategic capability provides opportunities for SME survival, profitability and growth.
Originality/value
Generally, the findings of this research study provide a strong backing to RBV perspective and the proposition that customer-focus and its determinants (i.e. co-creation, networking ties, customer insight and AIM) should be acknowledged as a vital strategic resource for optimizing the performance of SMEs. This research study also provides new knowledge contribution to the present body of knowledge on customer-focus orientation and management literature, particularly in the context of an emerging economy.
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Jiajun Wu, Matthew O'Hern and Jun Ye
This study examines the influence of different user innovator mindsets on new product development (NPD) performance. The current research explores the relative impact of a product…
Abstract
Purpose
This study examines the influence of different user innovator mindsets on new product development (NPD) performance. The current research explores the relative impact of a product-focused user innovator mindset vs a customer-focused mindset on feedback volume and feedback diversity and investigates the effect of each type of feedback on product improvement and product diffusion.
Design/methodology/approach
This study examines these relationships using two distinct types of data. Data on user innovator mindset, feedback characteristics and user innovator improvisation were obtained via an online survey. Archival data on NPD performance measures were acquired directly from an online research database, and results were obtained using confirmatory factor analysis.
Findings
The authors find that while neither type of user innovator mindset directly influences NPD performance, user innovators, who are highly customer-focused, have a significant advantage in sourcing knowledge from users in the form of a higher volume of feedback and more diverse feedback. In turn, feedback volume appears to positively influence product improvement, while feedback diversity positively influences product diffusion. Finally, the effect of both types of feedback on product improvement is enhanced for user innovators who are highly improvisational.
Originality/value
This research highlights the important role that customer focus plays in directly obtaining knowledge from customers (i.e. customer feedback) and the effects of that feedback on NPD performance. This study provides evidence that a user innovator's interest in accurately understanding the needs of their peers improves their access to external knowledge and enhances their innovation efforts.
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Muhammad Sohaib, Umair Akram, Peng Hui, Hassan Rasool, Zohaib Razzaq and Muhammad Kaleem Khan
The purpose of this paper is to investigate the electronic word-of-mouth (eWOM) motivations of regulatory-focused customers with positive and negative consumption experiences.
Abstract
Purpose
The purpose of this paper is to investigate the electronic word-of-mouth (eWOM) motivations of regulatory-focused customers with positive and negative consumption experiences.
Design/methodology/approach
An online survey is conducted in Beijing and Shanghai. A random sampling technique is used to collect data from 854 respondents. Two scenarios of eWOM communication – positive and negative consumption experiences – are randomly assigned to each respondent. This study employs the structural equation modeling and confirmatory factor analysis techniques. However, it uses ordinary least squares and logistic regression to analyze 137 participants in the experimental study.
Findings
Promotion-focused customers that aim for self-enhancement and obtaining social benefits are motivated to spread positive eWOM on social networking sites. However, prevention-focused customers are driven by vengeance and anxiety, revealing higher intentions to post negative eWOM on review sites. eWOM generation is subject to gender, as promotion-focused male customers spread it more than both prevention-focused and promotion-focused female customers. Moreover, platform assistance (PA) has a significant positive impact upon regulatory-focused customers and eWOM (positive vs negative) relationships.
Practical implications
This study provides a deeper understanding of motivational factors of eWOM communication. Specifically, in case of product or service failure, negative consumption experiences drive prevention-focused customers to generate negative eWOM. Thus, using various tactics, marketers need to shift customers from focusing on prevention to focusing on promotion. For example, redeemable free coupons can shift customer attention and generate positive eWOM.
Originality/value
This study provides unique insights about eWOM motivation across genders. It examines regulatory focus, positive vs negative consumption experiences and moderation of PA.
Details
Keywords
The main objective of this paper is to empirically investigate the linkage among organizational customer orientation, customer relationship practices, and organizational outcomes.
Abstract
Purpose
The main objective of this paper is to empirically investigate the linkage among organizational customer orientation, customer relationship practices, and organizational outcomes.
Design/methodology/approach
The sampling frame of the study consists of 143,000 Chinese companies, each with revenue of more than 5 million RMB (Chinese currency). The target companies were randomly selected from 29 Chinese provinces using the stratified probability proportional to sizes (PPS) method. Structure equation modelling was utilized to analyze data.
Findings
It is found that organizational customer orientation affects customer relationship practices, which subsequently influence production performance and customer satisfaction. Production performance and customer satisfaction lead to financial performance.
Research limitations/implications
The study has some limitations that provide directions for future research. Data were only collected from China. Therefore, the research findings might reflect unique aspects of Chinese companies. Caution should be exercised when generalizing these research findings to other nations. The study also focused only on manufacturing firms' customer focus practices.
Practical implications
Companies need to promote customer orientation in their organization, in order to successfully implement customer relationship practices. Only when they effectively utilize the knowledge that they collect to improve production performance can they enhance customer satisfaction and their financial outcomes.
Originality/value
The paper maintains that customer focus practices should consist of two elements: organizational customer orientation and customer relationship practices. This offers new directions to researchers and practitioners for improving customer focus practices.
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Botshabelo Kealesitse, Barry O'Mahony, Beverley Lloyd-Walker and Michael Jay Polonsky
Governmental agencies are interested in improving the quality of their service delivery. One tool that has been used to manage their performance is performance based reward…
Abstract
Purpose
Governmental agencies are interested in improving the quality of their service delivery. One tool that has been used to manage their performance is performance based reward schemes (PBRS). The aim of this paper is to examine the degree to which a sample of these plans, used within the Botswana public sector, is customer-focused. Being more customer-focused should deliver improved public sector service quality.
Design/methodology/approach
This study carried out an evaluation of a sample of Botswana PBRS plans, using multidimensional content analysis undertaken by four expert “evaluators”, to identify the degree to which the PBRS were customer-focused.
Findings
Classifying PBRS plans as being customer-focused was difficult, as the plans had few objectives related to customer experiences or outcomes. Those that did had poorly defined performance objectives, their targets were not specific, or there was limited explicit role responsibility. Thus, PBRS plans seemed not to focus on improving customer outcomes.
Research limitations/implications
The PBRS evaluated do not appear to be customer-focused and, thus, would have limited ability to improve customer experiences (i.e. public sector quality). Further research is needed in other countries to see whether these results are generalisable, and whether service levels vary with more customer-focused PBRS plans.
Practical implications
The results suggest improvements that could be adopted by organisations seeking to make their PBRS schemes customer-focused.
Originality/value
Extensive research suggests that PBRS plans can be used to improve service quality. Most of the studies have focused on the employees' perspectives and have not looked at the degree of customer orientation within the plans.
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Bronwen Bartley, Seishi Gomibuchi and Robin Mann
This paper aims: to provide practical insights into how organisations can become more customer‐focussed; to share with researchers and organisations a framework that can be used…
Abstract
Purpose
This paper aims: to provide practical insights into how organisations can become more customer‐focussed; to share with researchers and organisations a framework that can be used to research “customer focus culture” and assess an organisation's level of customer focus; to describe how New Zealand's first consortium approach to benchmarking was managed so that others interested in planning a consortium study can learn from this experience.
Design/methodology/approach
The benchmarking study was conducted by member organisations of the New Zealand Benchmarking Club and facilitated by a doctoral student from Massey University's Centre for Organisational Excellence Research. The methodology involved conducting an extensive literature review to identify national and international best practices in customer focus, developing a survey that was completed by 32 potential best practice organisations, and selecting seven of these organisations for a best practice visit.
Findings
A framework for the examination of customer‐focused culture was developed and the findings from the study reveal practical “new” insights into best practices in customer focus.
Research limitations/implications
Benefits would have been gained from extending the study to include a larger international group seeking further examples of good‐to‐best practices.
Practical implications
Insights into how organisations can become customer‐focused; a framework that can be used by researchers to research “customer focus culture” and by organisations to assess their level of customer focus; insights into how to run a benchmarking study.
Originality/value
This paper reports on the first consortium approach to benchmarking that has been used within New Zealand; it shares some of the latest best practices in customer focus; a customer focus culture framework has been developed – the first of which the authors are aware.
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Katy Mason and Stefanos Mouzas
The aim in this paper is to describe and explain the flexibility offered by different business models adopted by different firms as they strive to achieve higher levels of…
Abstract
Purpose
The aim in this paper is to describe and explain the flexibility offered by different business models adopted by different firms as they strive to achieve higher levels of business performance.
Design/methodology/approach
Cross‐sectional research is used to investigate a matched pair sample of 20 high‐performing and 20 low‐performing firms in the UK. The relationship between business model architectures and focus are examined and their implications for flexibility are illustrated and discussed.
Findings
The flexibility offered by different business models is explored through the way organisations select and integrate three inter‐related elements to devise flexible business models, i.e. network influence, transactional relationships, and corporate ownership. Affected by situated practices in each business network and the market position or business size, companies select and integrate various configurations of these elements to respond to the constantly evolving demands of end‐customers.
Research limitations/implications
Although based upon a cross‐sectional analysis of a matched pair sample, the concept of “flexible business models” has far wider managerial implications. The efficiency of the proposed approach is achieved through the reduction into three inter‐related elements that allow flexible configuration and re‐adjustment.
Practical implications
Companies can use the flexible business model approach to examine their own selection and integration of network influence, transactional relationships and corporate ownership and scrutinise their flexibility and performance in the marketplace.
Originality/value
The contribution of this paper is the development of the flexible business models concept, based on an empirical investigation of firms in the UK.
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N. Gladson Nwokah and Darego W. Maclayton
The purpose of this paper is to assess the impact of customer‐focus on the performance of the organisation. While many empirical works have centered on customer‐focus, the…
Abstract
Purpose
The purpose of this paper is to assess the impact of customer‐focus on the performance of the organisation. While many empirical works have centered on customer‐focus, the generalisability of its impact on performance of the food and beverages organisations in the Nigeria context has been under‐researched.
Design/methodology/approach
The paper adopted a triangulation methodology (quantitative and qualitative approach). Data were collected from key informants using a research instrument. Returned instruments were analyzed using non‐parametric correlation through the use of the Statistical Package for Social Sciences (SPSS) version 10.
Findings
The paper validated the earlier instruments but did not find any strong association between customer‐focus and business performance in the Nigerian context using the food and beverages organisations for the study. The reasons underlying the weak relationship between customer‐focus and business performance of the food and beverages organizations are government policies, new product development, diversification, innovation and devaluation of the Nigerian currency. One important finding of this paper is that customer‐focus leads to business performance through some moderating variables.
Practical implications
The paper recommends that the Nigerian Government should ensure a stable economy and make economic policies that will enhance existing business development in the country. Also, organisations should have performance measurement systems to detect the impact of investment on customer‐focus with the aim of knowing how the organization works.
Originality/value
This paper significantly refines the body of knowledge concerning the impact of customer‐focus on the performance of the organization, and thereby offers a model of customer‐focus and business performance in the Nigerian context for marketing scholars and practitioners. This model will, no doubt, contribute to the body of existing literature of customer‐focus.
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Linda D. Hollebeek, Dale L.G. Smith, Edward Kasabov, Wafa Hammedi, Alexander Warlow and Moira K. Clark
While the customer brand engagement (CBE) research has advanced important insight, most studies to date explore CBE under regular, free-market conditions, yielding an important…
Abstract
Purpose
While the customer brand engagement (CBE) research has advanced important insight, most studies to date explore CBE under regular, free-market conditions, yielding an important knowledge gap regarding its manifestation under less regular conditions, including disaster/pandemics. This study, therefore, aims to explore CBE with essential/non-essential service during COVID-19-prompted citizen lockdown.
Design/methodology/approach
Based on a review, the authors develop a framework of lockdown-based CBE with essential/non-essential service interactions, which are conceptualized by their respective capacity to meet differing needs in Maslow’s hierarchy. The authors view lockdown-based essential/non-essential service interactions to differentially impact CBE, as summarized in a set of propositions.
Findings
The framework depicts lockdown-based essential/non-essential service interactions and their respective impact on CBE. The authors propose two essential service modes (i.e. socially distant/platform-mediated interactions) and two non-essential service modes (i.e. service closure/platform-mediated interactions), which the authors hypothesize to differently affect CBE. Moreover, the authors view the associations between our lockdown-based service modes and CBE to be moderated by customers’ regulatory focus (i.e. promotion/prevention), as formalized in the propositions.
Research limitations/implications
Given the authors’ focus on lockdown-based CBE, this paper adds unique insight to the literature. It also raises ample opportunities for further study, as outlined.
Practical implications
This study yields important managerial implications, including the suggested adoption of differing tactics/strategies to leverage promotion/prevention-focused customers’ brand engagement during lockdown.
Originality/value
By exploring the effects of lockdown-based essential/non-essential service modes on promotion/prevention-focused customers’ brand engagement, this paper adds novel insight.
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