Search results

1 – 10 of 901
To view the access options for this content please click here
Article
Publication date: 25 October 2018

Angeline Close Scheinbaum and Stephen W. Wang

This research blends perspectives of the Eastern phenomenon of guanxi with the more Western perspectives of relationship marketing and customer centricity. Extending…

Abstract

Purpose

This research blends perspectives of the Eastern phenomenon of guanxi with the more Western perspectives of relationship marketing and customer centricity. Extending scholarship on guanxi in marketing (e.g. Park and Luo, 2001; Sheu and Hu, 2009; Luo et al., 2008; Fowler and Reisenwitz, 2014), the objective is to highlight the indirect role of customer centricity (i.e. how visible or central it is for the business partner to communicate with/have information sharing with), for firms in regions with a prevalence of guanxi.

Design/methodology/approach

The empirical model is tested in context of global marketing in the business-to-business (B2B) logistics industry (n = 508). A total of 508 global logistics employees and managers with experience in global business participated in the survey in Taiwan. Structural equation modeling was used for data analysis with multi-group analyses.

Findings

Customer centricity intensifies positive outcomes of guanxi prevalence. Specifically, a high level of customer centricity strengthens established associations among guanxi prevalence, trust, relationship commitment and firm performance.

Originality/value

While most work on guanxi has a focus in China, this research focuses on Taiwan. While building on a wealth of literature, relatively less work has focused on customer centricity.

Details

Journal of Business & Industrial Marketing, vol. 33 no. 8
Type: Research Article
ISSN: 0885-8624

Keywords

To view the access options for this content please click here
Article
Publication date: 27 June 2008

Evert Gummesson

With Sweden and Europe and the present and the future as vantage points, the purpose of this paper is to challenge the viability of customer centricity (or customer

Abstract

Purpose

With Sweden and Europe and the present and the future as vantage points, the purpose of this paper is to challenge the viability of customer centricity (or customer orientation) and its axiom, the marketing concept, as the basis for marketing and profitability.

Design/methodology/approach

The paper is part of a project in Sweden to stimulate a dialogue on the importance and role of marketing. As such the paper draws on the author's experience as professor, practicing marketer, consumer and citizen and expresses a personal and unorthodox synthesis of ongoing developments in marketing.

Findings

Although customer orientation has been on the agenda for at least half a century it is not whole‐heartedly implemented. The reason may be that it is unrealistic as a general guideline for marketing. First, a single stakeholder can only in special instances be treated as the nucleus of marketing and business; a tradeoff between several stakeholders – “balanced centricity” – stands out as more realistic. Second, the gullibility of human nature and the customer's limited knowledge and time open up for the deployment of diverse tricks in marketing practice. The current evolution of marketing theory and the advent of better methodology to handle complexity could be a step forward once the marketing discipline embraces it fully. Gaps between what marketing textbooks prescribe and the real world confronting marketers need to be narrowed.

Practical implications

Just focusing on the customer and customer satisfaction is not possible in practice; businesses have to balance the interests of many stakeholders, thus balanced centricity.

Originality/value

Customer centricity is hardly ever challenged in the research literature and textbooks and its strategic value is often not understood and accepted in practice.

Details

European Business Review, vol. 20 no. 4
Type: Research Article
ISSN: 0955-534X

Keywords

To view the access options for this content please click here
Article
Publication date: 23 November 2018

Gyan Prakash and Shefali Srivastava

The purpose of this paper is to identify the antecedents and outcomes of internal service quality (ISQ) in a health-care environment. The relationships among the…

Abstract

Purpose

The purpose of this paper is to identify the antecedents and outcomes of internal service quality (ISQ) in a health-care environment. The relationships among the heterogeneous health-care environment, coordinated care, perceived organisational support (POS), ISQ, internal customer satisfaction and patient-centred care were explored.

Design/methodology/approach

Based on a review of the literature, a structural model was developed. A 37-item questionnaire was circulated among service providers in the health-care system, including doctors, nurses and system staff, all over India. The random sampling method was adopted to collect data. A total of 238 valid responses were received. The data were analysed using structural equation modelling.

Findings

The results show that the heterogeneous environment, coordinated care and POS act as antecedents of ISQ, which drives internal customer satisfaction and patient centricity in health care.

Research limitations/implications

The paper contributes to the health-care literature by identifying the antecedents and consequences of ISQ and developing a structural relationship among ISQ, the heterogeneous health-care environment, coordinated care, POS, internal customer satisfaction and patient-centred care.

Practical implications

Hospital administrators may use various constructs of POS, ISQ and coordinated care to measure process and employee performance, which may aid the design of appropriate processes and improve employee selection. The constructs of patient centricity and internal customer satisfaction may be used as benchmarking tools to facilitate the formulation of immediate corrective actions and policies for future courses of action.

Social implications

This paper highlights how patient centricity may be achieved by focussing on ISQ, coordinated care processes and a facilitative internal environment. This understanding may aid the design of processes that in turn deliver health as a social good in an effective manner.

Originality/value

This paper extends past research on ISQ by showing that ISQ affects internal customer satisfaction and, in turn, the quality of service delivery in the system. In the health-care context, heterogeneity in patient needs, coordinated care and organisational support play crucial roles in determining ISQ, which in turn influences the level of patient-centred care.

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 13 no. 1
Type: Research Article
ISSN: 1750-6123

Keywords

To view the access options for this content please click here
Article
Publication date: 28 May 2020

M. Ángeles López-Cabarcos, Suresh Srinivasan and Paula Vázquez-Rodríguez

By fusing knowledge-based theory, organizational learning theory and dynamics capability theory, this study aims to explore, on the one hand, the linkage between…

Abstract

Purpose

By fusing knowledge-based theory, organizational learning theory and dynamics capability theory, this study aims to explore, on the one hand, the linkage between exploration, sensing and tacit knowledge, and on the other hand, exploitation, seizing and explicit knowledge. Thereby, it argues that not only tacit knowledge but also explicit knowledge contributes to competitive advantage for firms. This study also investigates how knowledge transforms into profitability.

Design/methodology/approach

The conceptual model is tested with a study sample of 153 industrial organizations using structural equation modelling.

Findings

Results confirm the importance of both tacit and explicit knowledge for achieving sustainable competitive advantages. Furthermore, both tacit and explicit knowledge transform into profitability, both directly and through product innovation and customer centricity which play partial mediating roles.

Practical implications

Explicit knowledge strategies can be easier to manage, implement and institutionalize than tacit knowledge strategies, which require human component and intervention to succeed. Managers should hence first implement explicit knowledge strategies to gain expeditious results. Further, with the advent of digital technologies and algorithms that can extract deep customer insights and organizational experiences which are highly tacit in nature and codifying the same into explicit knowledge, the importance of explicit knowledge is further enlarged.

Originality/value

By fusing three adjacent theories to establish a robust model specification, this study is able to demonstrate the contribution of explicit knowledge in the firm’s competitive advantages.

Details

Journal of Knowledge Management, vol. 24 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Book part
Publication date: 4 May 2021

Sapna Popli and Bikramjit Rishi

This chapter brings all the key points from each of the earlier chapters together towards a framework for crafting and executing an effective customer experience (CX…

Abstract

This chapter brings all the key points from each of the earlier chapters together towards a framework for crafting and executing an effective customer experience (CX) strategy. We go back to the ‘how of customer experience management (CEM)’ discussed in the first chapter and connect the dots for the readers through the process and include the common roadblocks and challenges that come in the way to achieve CX results. In this chapter we also link up customer experience to the big ideas of customer centricity and customer engagement. Finally, we discuss the future of customer experience and how CXM/CEM continued to evolve during the COVID-19 pandemic.

To view the access options for this content please click here
Article
Publication date: 26 June 2020

Jagdish Sheth, Varsha Jain and Anupama Ambika

This paper aims to analyze the present status of customer support services (CSS) and advocate the re-positioning of support services from an administrative cost center to…

Abstract

Purpose

This paper aims to analyze the present status of customer support services (CSS) and advocate the re-positioning of support services from an administrative cost center to a strategic profit center. Authors demonstrate how customer support or after sales services can be a source of competitive advantage and revenue generation for firms.

Design/methodology/approach

The study adopts a conceptual approach grounded in theoretical foundations of service dominant logic, customer loyalty and customer centricity along with practical illustrations from the industry.

Findings

Following the tenets of theory, review of existing research and analysis of the industry practices, the authors propose a new framework to enable the repositioning of customer service function. The key propositions include establishing customer support as separate business unit and insights center, introducing a new role of a C-level chief customer support officer to lead the customer support unit, adopting a customer-centric culture and process, enabling frontline IT support and investing in frontline employee skills development.

Research limitations/implications

Academics should examine the potential of customer support, where the strategic importance is low at present, leading to customer dissatisfaction. The new approach and positioning of customer support calls for a new direction for research in this area focusing on enablers, challenges and further implications. To succeed in this competitive era, firms should be conscious of the value of customer service and undertake concrete actions to generate value for all stakeholders.

Practical implications

Industry can use the new framework and re-position CSS of the organizations. The CSS unit can be different from other business units in the organizations. The CSS would evolve and emerge from the live customer insights. CSS unit can be managed by the C level chief CSS officer. Customer-centric culture would be developed and front line processes can be made customer-oriented by the officer. Thus, this paper and framework would provide new customer-centric directions to the organizations for effective functioning.

Originality/value

This is the original piece that has emerged from the experience and expertise of the authors.

To view the access options for this content please click here

Abstract

Subject area

Marketing, strategy.

Study level/applicability

This case is suitable for post graduate and executive development students.

Case overview

The case provides perspectives of customer centric practices of Yes Bank which has the objective of becoming the best quality bank of the world in India. The case study outlines how Yes Bank has become the fastest growing bank by its strong focus on customers through its committed and innovative employees. The customer centricity develops strong existing relationships and focuses on providing exceptional customer service, leading to better financial performance.

Expected learning outcomes

These include: highlighting the characteristics of customer centric organizations; discussing how Yes Bank practised customer centricity despite the limitation of being a new bank with no experience; describing the key differentiators and comparing with those of other banks; and establishing the relationship between customer centric practices with financial performance.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

To view the access options for this content please click here
Article
Publication date: 9 March 2015

María José Quero and Rafael Ventura

The purpose of this paper is to analyse the structures of the relationships between actors in the creative industries sector using crowd-funding, and how co-creation is…

Abstract

Purpose

The purpose of this paper is to analyse the structures of the relationships between actors in the creative industries sector using crowd-funding, and how co-creation is the basis for reaching balanced centricity in the creative industries.

Design/methodology/approach

The Many-to-Many Marketing Theory, Service-Dominant Logic and Service Logic are the theoretical bases for explaining how the changing roles of the actors in the creative industries sector have given the crowd a great capacity for deciding in the value-creation process. A qualitative, case-based approach is used, given the complexity of the phenomenon to be analysed.

Findings

The findings of the empirical approach have important theoretical and practical implications. On the theoretical side, it analyses the importance of balanced centricity instead of customer centricity as the basis for system stability. Findings also have implications for service managers, as this can be considered an alternative for certain business projects, especially in the creative industries sector, where a growing demand is identified, not only as a method of financing, but also as a strategy for strengthening the bond with customers.

Practical implications

The study has implications for practitioners and scholars. With respect to managers, the “balanced centricity in cultural crowd-funding” model constitutes a significant contribution, because it replaces the prominent position which until now has been enjoyed by the consumer, with the overall balance of the system, in other words, with aiming to benefit all agents. This translates into a change in how strategies are understood and applied in organisations, as in every decision organisations will have to keep in mind the implications that their decisions and actions have on the rest of the agents, with the objective of managing to exploit their “strategic potential”. Strategic planning actions are identified.

Originality/value

This paper is the first to analyse balanced centricity as the basis for system stability in the creative industries. The new tasks of the customer as a selector and financer of projects increase the roles assigned to the co-creation concept and improve the knowledge of Network Theory for the creative industries.

Details

Journal of Service Theory and Practice, vol. 25 no. 2
Type: Research Article
ISSN: 2055-6225

Keywords

To view the access options for this content please click here
Book part
Publication date: 15 March 2021

Martin Einhorn and Michael Löffler

Digitalization is changing the assets, competencies, and value creation of the customer insight function. New data sources, methods, and technologies provide an…

Abstract

Digitalization is changing the assets, competencies, and value creation of the customer insight function. New data sources, methods, and technologies provide an unprecedented wealth of data and opportunity for efficiency. At the same time, it is leading to an evolution in necessary capabilities such as data synthesis, networking, and constant learning. Changes in the means of value creation have included automation of insights, more frequent evaluation of business results, and more emotional inspiration. Customer insights in the machine age drive customer centricity and go beyond the descriptive research function of previous “market research” within companies.

Content available
Article
Publication date: 26 June 2020

Francesco Schiavone, Daniele Leone, Annarita Sorrentino and Alessandro Scaletti

The study aims to provide an exploratory investigation of the magnitude of the customer-centric approach in the specific area of healthcare as a contribution to the scarce…

Abstract

Purpose

The study aims to provide an exploratory investigation of the magnitude of the customer-centric approach in the specific area of healthcare as a contribution to the scarce and preliminary literature on this topic. In particular, it explores the role of sharing economy-based (SE-based) platforms as an experiential touchpoint to co-create value within different levels. Specifically, the purpose of the study is threefold. First, it aims to address the service experience innovation in healthcare with a customer-centric approach. Second, it seeks to define the role of the SE-based platform as a touchpoint to redefine business processes, and third, it measures the co-created value within the network when redesigning the service experience.

Design/methodology/approach

To address the research question, the authors proposed an analysis of service innovation and customer centricity in healthcare networks by using the case study of Saluber, an SE-based platform that offers logistics services for non-emergency medical transportation in the Campania region (south of Italy). By using a qualitative approach, the authors analysed primary and secondary data from multiple sources of evidence.

Findings

The results show that a customer-centric approach based on the SE-based platform can improve the customer experience and help to redesign and expand the business processes of healthcare organisations. A multilevel model demonstrates the possible service innovations that use SE principles that can co-create value for the customer (micro level), for the healthcare network (meso level) and for the community (macro-level).

Research limitations/implications

This study provides managerial implications for the players who intend to take advantage of the possibilities offered by service innovations developed by the health and social organisations in the network. The SE-based platform helps redefine business processes to improve clinical and financial outcomes and improves the overall customer experience within this network.

Originality/value

This study allows new and important reflections from ethical, social and managerial points of view and underlines how digital platforms act as a support for healthcare services, not as a substitute.

Details

Business Process Management Journal, vol. 26 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

1 – 10 of 901