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Article
Publication date: 16 October 2017

The role of customers in co-creating m-services in the O2O model

Jung-Kuei Hsieh

The purpose of this paper is to investigate customer loyalty in the online-to-offline (O2O) model by conceptualizing and measuring emotion and cognition.

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Abstract

Purpose

The purpose of this paper is to investigate customer loyalty in the online-to-offline (O2O) model by conceptualizing and measuring emotion and cognition.

Design/methodology/approach

An online survey was used to collect 514 questionnaire responses. The data were analyzed using structural equation modeling.

Findings

Three emotional factors influence two cognitive factors, which in turn affect customer loyalty. The type of message source acts as a moderator. In addition to pleasure and arousal, dominance is a key factor of emotion. The effects of social enhancement and store environment on customer loyalty reflect the O2O model’s integration of online and offline environments.

Practical implications

The moderating role of the type of message source implies that marketers of brick-and-mortar stores can promote positive offline experiences to attract online customers and then encourage these customers to disseminate personal messages in their social circles. By attracting online customers through appealing m-services and retaining these customers through favorable store environments, marketers can maximize the utility of the O2O model.

Originality/value

Three emotional factors and two cognitive factors are conceptualized to predict customer loyalty in the O2O model. This study shows that the relationships between cognitive factors and customer loyalty are moderated by the type of message source. When check-in activity messages are sent by friends, the perception of social enhancement can lead to greater customer loyalty. In contrast, when check-in activity messages are sent by unfamiliar sources, customer loyalty is driven more by cognition of the store environment than by online interaction. The findings enrich existing knowledge of the O2O model and m-services, and have implications for researchers and marketers.

Details

Journal of Service Management, vol. 28 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/JOSM-03-2016-0062
ISSN: 1757-5818

Keywords

  • Cognition
  • Emotion
  • Customer co-creation
  • M-services
  • O2O model

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Article
Publication date: 11 May 2012

All for one but does one strategy work for all?: Building consumer loyalty in multi‐channel distribution

Yi‐Ching Hsieh, Jinshyang Roan, Anurag Pant, Jung‐Kuei Hsieh, Wen‐Ying Chen, Monle Lee and Hung‐Chang Chiu

The purpose of this paper is to explore how multichannel customers evaluate overall satisfaction across distribution channels and what the antecedents are of such satisfaction.

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Abstract

Purpose

The purpose of this paper is to explore how multichannel customers evaluate overall satisfaction across distribution channels and what the antecedents are of such satisfaction.

Design/methodology/approach

A survey of bank customers in Taiwan was conducted. The total number of valid questionnaires was 479. Reliability and validity were tested. Maximum likelihood procedure of LISREL 8.8 was used to test the hypothesized structural equation model.

Findings

The findings indicate that the overall satisfaction in the multichannel environment is a critical determinant of customer retention and participation. The present study also develops the antecedents of multichannel satisfaction. In the multichannel environment, perceived multichannel service quality is positively related to satisfaction, while perceived channel switching difficulty is negatively related to satisfaction.

Originality/value

The present study employs the stimulus‐organism‐response (S‐O‐R) paradigm and the channel loyalty framework to better model customers' response to marketing activities in the multichannel distribution system.

Details

Managing Service Quality: An International Journal, vol. 22 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/09604521211231003
ISSN: 0960-4529

Keywords

  • Taiwan
  • Banks
  • Customer satisfaction
  • Consumer behaviour
  • Multichannel
  • Service quality
  • Benefits
  • Barriers

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Article
Publication date: 2 August 2013

A practical perspective on the classification of service innovations

Jung-Kuei Hsieh, Hung-Chang Chiu, Chih-Ping Wei, HsiuJu Rebecca Yen and Yu-Chun Cheng

– This paper aims to link academic classifications of service innovation with practical activities by firms to detail the essence of service innovation.

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Abstract

Purpose

This paper aims to link academic classifications of service innovation with practical activities by firms to detail the essence of service innovation.

Design/methodology/approach

This research employs both qualitative and quantitative analyses. The qualitative study features interviews with senior managers from 590 companies, covering nine industries in Taiwan, to gather practitioners ' perspectives on service innovation. A content analysis details specific forms of service innovation. The quantitative study provides a homogeneity test and two-sample proportions test to examine differences in service innovation perspectives/activities across organizational characteristics.

Findings

The interview data link three types of service innovations to 11 associated elements and 25 labels, derived from 659 potential service innovation incidents (550 new service concepts, 82 new service processes, and 27 new service business models). This study also shows that elements of service innovations vary by company size, service innovation experience, and industry life cycle.

Practical implications

The three types of service innovations enable businesses to benchmark and modify their current service innovation activities. Service managers can use the results of this study to develop their own service innovation strategies and concrete action plans.

Originality/value

This pioneering study links the viewpoints of academics with practical service innovation activities and empirically shows that service innovation is dissimilar, depending on various organization characteristics.

Details

Journal of Services Marketing, vol. 27 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/JSM-10-2011-0159
ISSN: 0887-6045

Keywords

  • Service science
  • Service innovation
  • Classification
  • Innovation
  • Organizations

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