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To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

The paper aims to investigate how customers may contribute to radical innovation in consultancy services and the conditions needed for customers to be involved in such radical service innovations.

The paper uses a qualitative case study approach including rich descriptions based primarily on interviews to investigate an extreme example of successful customer involvement in the development of radical service innovations at Ramboll, a leading Scandinavian engineering consultancy.

The study reveals that customers may be involved in radical innovation processes to different degrees. However, actively involving customers in radical services innovation require a relationship between the customer company and the service provider that might be described as a partnership in which ongoing learning takes place to develop new solutions. The findings reveal that unsolved problems as well as personal trust are key in making customers involved in radical service innovations. Customers involved actively are further characterised by possessing high expertise and extraordinary personal engagement.

As in all case studies, the main limitation of the study is the generalisability of the findings. More cases would help to shed light on the generalisability of the findings across other radical innovation projects within the same company or in similar types of company.

The study contributes with new and detailed insights into both how to involve customers in radical service innovations and the conditions and challenges found in doing so.

The current research aims to analyze antecedents and consequences of using the information provided by customers involved in new service development (NSD). It also seeks to examine the moderating effect of technological turbulence on the antecedents and consequences of information use.

Data were collected from service firms in a variety of industrial sectors. Unit of analysis was a NSD project in which current or potential customers were involved during its development process. A self-administered mail survey was used to collect the data. A total of 102 complete questionnaires were returned. The proposed model was tested using partial least squares.

The results indicate that the instrumental use of the information collected from customers involved in NSD can lead to higher service advantage and service newness and in turn to higher market performance. Findings reveal that higher recording and reviewing of information collected from customers involved in NSD result in greater use of the information during the NSD process. An important result is that under technologically turbulent environments, recording and reviewing information from customers involved in NSD is less likely to result in a higher instrumental use of such information. Finally, the authors' results show that when technological turbulence is high the instrumental use of information from customers involved in NSD has lower value for both service advantage and service newness.

Findings confirm the importance of customer involvement for NSD in a business context. Using the information from customers involved in NSD to resolve specific problems or make decisions regarding NSD projects can result in enhanced service performance. Moreover, information processing capabilities are key antecedents to instrumental information use. Finally, managers should be aware of the potential negative effect of technological turbulence.

The current study examines the negative moderating effects of team’s prior experience and technological turbulence on the antecedents and consequences of using information provided by customers involved in new service development (NSD). It also examines one way to mitigate the proposed negative effects.

The unit of analysis was NSD projects in which customers had been involved during the development process. A self-administered mail survey was used to collect the data. The proposed model was tested using hierarchical path analysis.

Results show that team’s prior experience reduces the extent to which recorded and shared information from customers involved in NSD is used for project-related decisions during the development process. Findings also reveal that technological turbulence can reduce the positive effect of using information provided from customers involved in NSD on new service advantage and service newness. Finally, results show that involving lead users in NSD can help reduce the negative moderating effects of team’s prior experience and technological turbulence.

The literature on information use suggests that availability of information does not guarantee its use. In keeping with this argument, the current study reveals that for NSD projects with customer involvement, team’s prior experience and technological turbulence are part of the challenge of making effective use of the new knowledge that customers bring to the development project. Firms are advised to collaborate with lead users as a way to attenuate this problem.

An updated version of the original (1985) text, the book covers all aspects of marketing and selling bank services: the role of marketing; behaviour of customers; intelligence, planning and organisation; product decisions; promotion decisions; place decisions; price decisions; achieving sales. Application questions help to focus the readers' minds on key issues affecting practice.

Co-creation along the new product development (NPD) seems the winning approach in nowadays market. The purpose of this paper is to explore the collaboration and interaction flows between suppliers and customers in co-creation initiatives devoted to NPD.

After developing a classification of demand-side and supply-side involvement in co-creation along the NPD process, 13 cases of co-creation in the consumer goods industry, within the Italian context, have been analyzed.

Three patterns of co-creation have been identified: supplier-driven approach: companies co-creating with suppliers in multiple NPD phases, while involving customers only in one; customer-driven approach: companies involving customers in multiple phases, while engaging suppliers only in one and firm-driven approach: companies involving both customers and suppliers in one single phase. Further, the locus of relevant knowledge drives to different co-creation approaches.

The work contributes to extant literature by: providing a classification of demand-side and supply-side involvement in NPD; empirically investigating the interaction flows between customers and suppliers in co-creation initiatives along the NPD; highlighting the factors potentially affecting a concurrent involvement of customers and suppliers in NPD.

The findings can help to efficiently and effectively design and manage the relation with both suppliers and customers in co-creation projects devoted to NPD.

The involvement of suppliers and customers in co-creation initiatives has been so far analyzed only separately in literature. This study opens a new stream of research, stressing how the evolution of the market, toward a more participative one, spurs the need to investigate the collaboration and interaction flows between the two actors.

Innovations in business-to-business markets often result from co-development activities between multiple actors, all of which have their own goals for the collaboration. The purpose of this paper is to study how the actors’ divergent goals reflect on their perceptions of the supplier-customer co-development process.

A grounded theory approach is adopted to reveal the actors’ perceptions of eight studied supplier-customer co-development processes, of which, four also involve an expert partner.

The findings suggest that because of the supplier’s aim to commercialize the resulting product, a supplier has a wider ranging perception of the co-development process, whereas the customer and expert partner focus on those phases that support their goals to improve the efficiency of the process or to develop new technology.

As each actor operates according to its own goals and is involved in those phases of the process that facilitates their achievement, the study recommends that managers consider each actor’s goals which are reflected on their perception of the co-development.

This is among the first studies to focus on the co-development process from multiple perspectives and include data from various actors involved in the process. The paper contributes to the co-development literature both by presenting actors’ divergent perspectives on the process and proposing an empirically grounded dyadic framework of the supplier-customer co-development process.

Customer involvement has been recognized as a key factor for successful service development. One important aspect affecting the outcome of new service development (NSD) projects in whose development customers are involved is the choice of the appropriate participating customer. This study aims to examine the effect of two customer characteristics (relational closeness and lead‐userness) on four indicators of new service performance.

The paper uses data from 102 NSD projects. Covariance‐based path analysis is used to test the model.

The results reveal that involving close customers in the NSD process has a positive direct effect on service advantage and speed to market and a positive indirect effect on market performance. The involvement of lead users, on the other hand, has a positive effect on service newness and service advantage, and a negative effect on market performance.

The focus on Spanish companies puts constraints on the generalizability of the results to other national contexts. Future research should replicate this study in different countries. Also, future research could explore more deeply the performance impact of close customers and lead users by collecting data on the roles that customers can play in NSD.

The findings from this study suggest that firms need to make conscious choices about the types of customers to involve in service innovation as different types of customers affect new service performance differently.

This study makes an original contribution by investigating the effect of customer's relational closeness and customer's lead userness on four indicators of NSD performance.

In recognising the need to research the concept of customer satisfaction the study aims to develop a strategic approach to measuring a customer′s satisfaction with a particular enterprise. The study is an attempt to (1) develop an overall concept of customer satisfaction; (2) provide a detailed relationship structure for implementation within a company; and (3) identify potential research areas. A basic premiss of the study is that the focus should be on maximising total product value to the customer; and then, second, that customer satisfaction of external customers is inter‐dependent on the satisfaction of internal customers. The framework of the research centres on a proposed model which integrates all aspects so as to maximise the potential of the organisation and all its subsystems to create and sustain satisfied customers. The approach begins with a conceptualisation phase in which the concept of customer satisfaction is explored. Attributes are then classified into services and this is then extended to integrate the internal customer into a total service model; applying gap‐analysis to this model. Enterprise satisfaction provides the basis for extending the total service model; positioning is applied to the customer satisfaction strategy; and operationalising of this strategy is proposed through an implementation model.

The purpose of this article is to present the outcome of a co‐creation service innovation project, both to understand the possible outcome when using a process model and to achieve a better understanding of how customers experience participation in co‐creation in an open service innovation project. The article also discusses the outcome of co‐creation in terms of new knowledge concerning customers' needs, both expressed and latent needs compared to the knowledge gained through a regular guest survey.

The study is based on 29 in‐depth interviews that were conducted subsequent to participation as visitors in a service innovation project which involved testing a model for user involved service innovation. In the process model users were asked to be attentive and produce real time documentations. The co‐creation in this case thus occurred when obtaining input for service innovation ideation.

Participants (visitors to a Swedish zoo), had mixed opinions about their participation in the project. Favourable experiences, such as benevolence and deepened relationships, were balanced by unfavourable experiences such as incapability and intrusion. Also a user involved service innovation approach as the one studied provides valuable knowledge about customers suggested to be useful for service innovation. Users presented a wide range of real time documentations; from brief comments about certain aspects of their experience to more detailed suggestions for future services.

The study provides empirical evidence regarding the importance of adopting a user's perspective towards service innovation. This is unlike previous research, which has been limited to the study of how companies perceive and can manage co‐creation in a manner that is beneficial for them. The study also connects to this perspective by suggesting that co‐creation both enhances opportunities for successful service innovation and provides a deeper understanding of customers' needs.