Suchergebnisse

With the rapid development of homestay accommodation, it is urgent to study the mechanism of satisfaction of guests as customers. We used value cocreation theory to explore customer participation and host–customer interaction as antecedents of customer perceived value, and how
this then influenced their satisfaction. We analyzed data from 344 homestay guests using partial least squares regression and bootstrapping analysis. The results show that customer participation and host–customer interaction affected customers' perception of the functional, emotional,
and social value of the homestay experience. Furthermore, perceived functional, emotional, and social value mediated the relationships of customer participation, host–customer interaction, and customer satisfaction. Our results have implications for the improvement of customer satisfaction.

Customers are a knowledge resource outside of the firm that can be utilized for new service success by involving them in the design process. However, existing research on the impact of customer involvement (CI) is inconclusive. Knowledge about customers' needs and on how best to serve these needs (articulated in the service concept) is best obtained from customers themselves. However, codesign runs the risk of losing control of the service concept. This research argues that of the processes of external knowledge, acquisition (via CI), customer knowledge assimilation, and concept transformation form a capability that enables the firm to exploit customer knowledge in the form of a successful new service. Data from a survey of 126 new service projects show that the impact of CI on new service success is fully mediated by customer knowledge assimilation (the deep understanding of customers' latent needs) and concept transformation (the modification of the service concept due to customer insights). However, its impact is more nuanced. CI exhibits an "∩"-shaped relationship with transformation, indicating there is a limit to the beneficial effect of CI. Its relationship with assimilation is "U" shaped, suggesting a problem with cognitive inertia where initial learnings are ignored. Customer knowledge assimilation directly impacts success, while concept transformation only helps success in the presence of resource slack. An evolving new service design is only beneficial if the firm has the flexibility to adapt to change.

With the development of Internet technology, online brand communities have increased rapidly. Through these communities, customers can interact with other customers, gain experience with products, obtain information about the products, and enhance brand loyalty. We conducted a questionnaire
with 442 online brand community members to explore the internal mechanism of how customer-to-customer interaction in online brand communities influences brand loyalty. The results were as follows: (a) Customer-tocustomer interaction in online brand communities had a positive effect on brand
loyalty, (b) both customers' pleasurable experience with the online community and their community identity mediated the relationship between customer-to-customer interaction and brand loyalty, and (c) community identity and pleasurable experience had a chain mediating effect in the relationship
between customer-tocustomer interaction and brand loyalty. Implications of the findings are discussed.

This study investigates the effect of being customer oriented on service performance perceptions and outcome behaviors. Specifically, the focus is on identifying the influence that being perceived as a customer-oriented firm has on consumer quality perceptions, customer satisfaction, and service value. The impact of being customer oriented on consumers' outcome behaviors is also investigated. Responses from 649 consumers indicate that customer orientation is directly related to customers' evaluations of employee service performance, physical goods, and servicescapes. Indirect effects on organizational quality, customer satisfaction, value attributions, and outcome behaviors are also reported. The implications of the research are discussed, as are the limitations.

PurposeThis paper aims to investigate the effects of customer equity drivers on customer loyalty via customer trust in a B2B context.Design/methodology/approachA self‐administered online survey was conducted to collect data from the organizational customers of an on‐hold service company in Australia. Structural equation modelling was used to analyse the data.FindingsThe study reveals that in a B2B context, value equity and relationship equity have significant influence on customer loyalty through the mediating effect of customer trust. On the other hand, brand equity is found to have no effect on customer trust and loyalty.Practical implicationsIn order to obtain business customers' loyalty, managers should focus more on value and relationship equity than brand equity.Originality/valueWhile most of the previous studies on "customer equity" focused on the B2C context, this study focuses on a B2B context. It demonstrates the impact of customer equity drivers on business customers' loyalty.

Financial service organizations are increasingly interested in ways to improve the service experience quality for customers, while customers progressively perceive the commoditization of banking services. This is no easy task, as factors outside the control of the service firm can influence customers' perceptions of their experience. This study builds on the customer equity framework to understand the linkages between what the firm does (customer equity drivers: value equity, brand equity, and relationship equity), the social environment (social influence), the customer experience quality, and its ultimate impact on profitability. Using perceptual and transactional data for a sample of customers of financial services, we demonstrate the central role played by factors under the control of the firm (value, brand, and relationship equity) and those outside its control (social influence) in shaping customers' perceptions of the quality of their experience. We offer new insights into the moderating role of social influence in the linkages between the customer equity drivers and the customer experience quality. The managerial takeaway is that the impact of customer equity drivers on the customer experience quality is contingent on the influence exerted by other people and that enhancing customer experience quality can be a way to increase monetary returns.

You know that creating an engaging customer experience is essential to keep your company relevant and top of mind. Barnes and Kelleher offer practical, easy-to-implement solutions for incorporating customer engagement into your business plans to attract loyal, happy customers

The basic tasks of a business are straight‐forward – getting
and keeping customers and making profits, both set within the context of
the short and long term. Explicit in these is not only a need for
marketing and manufacturing to work well in themselves but to work well
together. Companies, however, typically fail in this provision. To move
to a more competitive response in today′s difficult markets requires
more than co‐existence, it requires a shared partnership between the
core parts of the firm. Shared understanding of marketing and
manufacturing′s approach is the starting point. The other is building on
a shared understanding of the market itself. In such a way, a move to
being customer‐driven starts to take shape.