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Article
Publication date: 24 September 2019

Beatrice D’Ippolito, Antonio Messeni Petruzzelli and Umberto Panniello

The purpose of this paper is to explore how incumbents adapt their business models in response to digital innovation whose impact is either incremental or radical and…

Abstract

Purpose

The purpose of this paper is to explore how incumbents adapt their business models in response to digital innovation whose impact is either incremental or radical and source industry is either their own industry or other industries. The authors propose a conceptual matrix that is built on these two dimensions.

Design/methodology/approach

The authors build examples of four multinational incumbents operating in different sectors and known for their forefront approach to digital innovation to populate the matrix. Cases were chosen because of their polar nature that could provide variation in the two dimensions. The authors draw on a variety of qualitative secondary data sources to build the cases.

Findings

The study reveals how incumbents’ response to digital technologies (DTs) may differ depending on the resources or assets (including knowledge-based ones) that need mobilising. Business model changes and innovations may require full reconfiguration of a firm’s activity system; hence, one business model may be preferred to others depending on how burdensome the reconfiguration process will be.

Research limitations/implications

As the study is exploratory in nature, the anecdotal evidence provided in the paper are only some of the possible strategic responses of firms. Future studies may further into the dimensions the authors identified by empirically testing their validity with primary data.

Practical implications

The research offers managers and executives of incumbent firms a clear indication as to which elements of their business model ought to be adapted given the opportunities as well as the challenges brought about by DTs.

Originality/value

This research has explored incumbents’ response to DTs by primarily focusing on the nature and source industry of the underpinning innovation, besides any consideration of the drivers or processes that may lead to business model change.

Details

Journal of Intellectual Capital, vol. 20 no. 5
Type: Research Article
ISSN: 1469-1930

Keywords

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Article
Publication date: 13 July 2018

Lorenzo Ardito, Antonio Messeni Petruzzelli, Umberto Panniello and Achille Claudio Garavelli

The purpose of this paper is to present a comprehensive picture of the innovative efforts undertaken over time to develop the digital technologies for managing the…

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Abstract

Purpose

The purpose of this paper is to present a comprehensive picture of the innovative efforts undertaken over time to develop the digital technologies for managing the interface between supply chain management and marketing processes and the role they play in sustaining supply chain management-marketing (SCM-M) integration from an information processing point of view.

Design/methodology/approach

Patent analysis and actual examples are used to carry out this study. In detail, first, the authors identify the subset of enabling technologies pertaining to the fourth industrial revolution (Industry 4.0) that can be considered the most relevant for effective SCM-M integration (i.e. Industrial Internet of Things, Cloud computing, Big Data analytics and customer profiling, Cyber security). Second, the authors carry out a patent analysis aimed at providing a comprehensive overview of the patenting activity trends characterizing the set of digital technologies under investigation, hence highlighting their innovation dynamics and applications.

Findings

This research provides insightful information about which digital technologies may enable the SCM-M integration. Specifically, the authors highlight the role those solutions play in terms of information acquisition, storage and elaboration for SCM-M integration by relying on illustrative actual examples. Moreover, the authors present the organisations more involved in the development of digital technologies for SCM-M integration over time and offer an examination of their technological impact in terms of influence on subsequent technological developments.

Originality/value

So far, much has been said about why marketing and supply chain management functions should be integrated. However, a clear picture of the digital technologies that might be adopted to achieve this objective has yet to be revealed. Thus, the paper contributes to the literature on SCM-M integration and Industry 4.0 by highlighting the enabling technologies for the Industry 4.0 that may particularly serve for managing the SCM-M interface from an information processing perspective.

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Article
Publication date: 6 September 2018

Michele Gorgoglione and Umberto Panniello

The purpose of this paper is to demonstrate that a deeper analysis of customer experience (CE) can identify idiosyncratic and critical perceptions in the experiences of…

Abstract

Purpose

The purpose of this paper is to demonstrate that a deeper analysis of customer experience (CE) can identify idiosyncratic and critical perceptions in the experiences of groups of customers.

Design/methodology/approach

The methodology that the authors used is made of three main steps: segmentation analysis, profiling and identification of idiosyncratic clusters’ profiles (i.e. those with a CE perception different respect to the whole sample) and among these idiosyncratic clusters, identification of those that may be critical for the business.

Findings

The authors identified clusters of customers showing significant differences in their perceived experience with respect to the holistic CE model. Nevertheless, a sample of bank managers assessed three cluster profiles among them to be critical signals a company. The identification of these idiosyncratic patterns provides managers with interesting additional insights that would be hidden in a holistic CE model.

Practical implications

Managers can gain valuable insights of CE from this analysis that should be added to those coming from an holistic CE model.

Originality/value

This paper contributes to the scientific research in that it extends the knowledge about CE by showing how personal factors can be identified and how drawing additional managerial insights.

Details

International Journal of Bank Marketing, vol. 36 no. 7
Type: Research Article
ISSN: 0265-2323

Keywords

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Article
Publication date: 7 October 2013

Philipp Klaus, Michele Gorgoglione, Daniela Buonamassa, Umberto Panniello and Bang Nguyen

The purpose of this paper is to model customer experience (CE) as a “continuum”, labelled customer experience continuum (CEC). The paper adopts a CE quality construct and…

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3447

Abstract

Purpose

The purpose of this paper is to model customer experience (CE) as a “continuum”, labelled customer experience continuum (CEC). The paper adopts a CE quality construct and scale (EXQ) to determine the effect of CE on a bank's marketing outcomes. The paper discusses the study's theoretical and managerial implications, focusing on CE strategy design.

Design/methodology/approach

The paper empirically test a scale to measure customer experience quality (EXQ) for a retail bank. The paper interviews customers using a means-end-chain approach and soft-laddering to explore their CE perceptions with the bank. The paper classifies their perceptions into the categories of “brand experience” (pre-purchase), “service experience” (during purchase), and “post-purchase experience”. After a confirmatory factor analysis, the paper conducts a survey on a representative customer sample. The paper analyses the survey results with a statistical model based on the partial least squares method. The paper tests three hypotheses first, Customers’ perceptions of brand, service provider, and post-purchase experiences have a significant and positive effect on their EXQ, second, EXQ has a significant and positive effect on the marketing outcomes, namely share of wallet, satisfaction, and word-of-mouth, and third, the overall effect of EXQ on marketing outcomes is greater than that of EXQ's individual dimensions.

Findings

The results of the statistical analysis support the three hypotheses.

Practical implications

Banks should focus their CE strategies on the CEC and not on single encounters, tailoring marketing actions to specific stages in a customer's CE process. Different organisational units interacting with customers should be integrated into CE strategies, and marketing and communication budgets should be allocated according to CEC analysis. The model proposed in this paper enables the measurement of the quality of CE and its impact on marketing outcomes, thus enabling continuous improvement in CE.

Originality/value

The research proposes a different view of CE by modelling the interaction between company and customer as a continuum (CEC). It provides further empirical validation of the EXQ scale as a means of measuring CE. It also measures the impact of CE on a bank's marketing outcomes. It discusses the guidelines for designing an effective CE strategy in the banking industry.

Details

International Journal of Bank Marketing, vol. 31 no. 7
Type: Research Article
ISSN: 0265-2323

Keywords

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