The rise of smart consumers: role of smart servicescape and smart consumer experience co-creation

ABSTRACT

Rapid technological advancements have led to the emergence of smart services and smart consumers. This study focuses on smart consumers who voluntarily engage in value creation activities, in order to conceptualise smart experience co-creation (SEC) and the smart servicescape. Drawing on the Stimulus-Organism-Response (SOR) framework, a model is proposed and tested around the impacts of smart servicescape dimensions (aesthetics, superior functionality, social presence, perceived interactivity and perceived personalisation) on smart consumer experience co-creation. SEC is conceptualised as a second-order construct consisting of cognitive, hedonic, social/personal, and pragmatic/economic first-order dimensions. Results show that the technological environmental cues of the smart servicescape (S) collectively influence smart experience co-creation (O), and this co-created experience eventually influences consumers’ service brand equity and word-of-mouth (WOM) intentions (R). A major novelty of this study lies in uncovering the relationship between experience co-creation and service brand equity. Findings have theoretical and managerial implications for smart services.     

Trust in financial services: Retrospect and prospect

Fostering and maintaining high levels of trust in the financial services sector is seen as crucial because of the characteristics of many financial service and in order to promote consumer engagement in the sector. In this article, we report evidence from a body of work and other commentary to provide an insight into trends in consumer trust in the sector as a whole, in comparison with other organisations and how different types of financial services provider have performed relative to each other. We show that the financial services sector as a whole is trusted more than some comparator institutions, and that aggregate levels of trust in the sector have fluctuated a relatively small amount subsequent to the financial crisis. However, important differences between provider types are apparent and these differences have become more profound in the recent past. We provide suggestions as to how trust in the sector may be improved and provider an analysis of current initiatives to improve trust levels in the sector in general and in banking in particular.     

Predicting Internet banking adoption in India: a perceived risk perspective

The emergence of Internet banking has transformed the banking systems across the globe. As a channel to market, Internet banking allows geographical constraints to be overcome by offering various products and services at lower customer costs. An understanding of the factors influencing customer adoption of Internet banking is both relevant and timely. This study integrates technology acceptance model and perceived risk theory in understanding Internet banking acceptance among Indian bank account holders. Specifically, this study categorizes perceived risk as external risk and internal risk, and examines its influence on customer beliefs and adoption of Internet banking. Using two-step predictive analytics of structural equation modeling and artificial neural network analysis, the 270 responses reveal that both external risk and internal risk inhibit customer acceptance of Internet banking. More importantly, neural network analysis reveals that perceived ease of use and external risk are two important factors determining how well Internet banking is accepted by customers. The implications of the study findings and future research directions are presented.     

Alternative Models of Trustworthiness of Service Providers

ABSTRACT

The structure and dimensionality of the trustworthiness construct are important theoretical and practical issues. Building on the work of Ennew and Sekhon and based on a sample of 625 respondents, this research identifies a six-factor structure of trustworthiness of service providers in the retail banking sector: customer orientation, integrity and honesty, communication and similarity, shared values, expertise, and ability and consistency. After assessing the reliability and validity of this factor structure, the study also compares the five alternative models of trustworthiness. Results indicated that the trustworthiness model with the six first-order factors has the best model fit. Higher order confirmatory factor analysis was used to identify three second-order trustworthiness factors, which are competency, openness, and benevolence. The various dimensions of trustworthiness are viewable as levers of improving a bank's trustworthiness in the minds of its current and potential customers.     

Some Approaches to Complementary Product Strategy

Without complementary products, many high-tech innovations might be relegated to the scrap heap. For example, the development of desktop computers was not the sole impetus for the personal computing revolution. This innovation also depended on the development of word processing, spreadsheet, and desktop publishing software, as well as peripheral devices such as laser printers. Development of complementary products clearly offers increased opportunities for firms in many high-tech markets. However, managers must balance those opportunities with the added risks their firms face in attempting to develop products that may extend beyond their core lines of business. Focusing on the early business analysis stage of the product development process, Sanjit Sengupta identifies some alternative approaches that firms use for developing and marketing complementary products. Using data from 103 projects in the computer, consumer electronics, software, and communications industries, his study explores the relationships between a firm's complementary product strategy and such conditions as complementary product opportunity, organizational fit, and the multiplier effect of the complementary product on sales of the primary product. His study also examines the sources of competitive advantage in complementary product strategies. Contrary to the notion that only large, well-funded firms can pursue a complementary product strategy, the study identifies various alternatives to expensive, in-house development efforts. Depending on the level of resources available for a particular project, a firm may choose various modes for adopting a complementary product strategy, including co-development alliances, proprietary interface development, co-marketing alliances, and original equipment manufacturer (OEM) agreements. Findings from this study indicate that competitive advantage in complementary product strategy comes from the multiplier effect on sales of the primary product and from the innovativeness of the complementary product. Even if the complementary product has low sales potential by itself, the product may still offer a significant competitive advantage through its multiplier effect on the sales of the primary product. Somewhat surprisingly, the results suggest that organizational fit and complementary product opportunity have no effect on competitive advantage. However, organizational fit does appear to be an important condition for adopting a complementary product strategy. (c) 1998 Elsevier Science Inc.     

Integrated rural development—helping people help themselves

Sanjit Roy argues that the quest for social justice and the equal distribution of wealth is implicit in any integrated rural development (IRD) project. He claims that up until now, these issues have been rarely linked in India, which has lead to failure. In setting up any IRD programme, the questions of which people and what form of participation is necessary, must be addressed with care. The author argues that those who live below the poverty line should be the main target of such schemes, and these communities must be reached without intermediaries. There is a desperate need in India for face-to-face encounters between the professional and the beneficiary: between geologist and farmer, nurse and pregnant woman, teacher and truant. Such an approach is more likely to bring about a degree of participation beyond that reached so far. Sanjit Roy explains how basically it is a matter of trust; the poor must be trusted to think positively about their own development and the social barriers which have prevented this must be broken down.     

Third among Equals: An Analysis of the 1989 Ambulance Dispute

This article traces the course of the 1989–90 ambulance dispute, reviews the unions' industrial, parliamentary and media strategies and evaluates the outcome. The decision by the ambulance unions to maintain an accident and emergency service throughout the dispute, to try to win public support and to use a single spokesperson were critical factors in determining the outcome.     

A cross-country study of service productivity

This study empirically examines service productivity and complements prior studies by framing service productivity as consisting of a number of key constituents. Adopting a bottom-up approach we present an integrative model proposing that resource commitment is the core from which employee readiness and customer readiness flow. These inform service productivity, which, in turn, informs job security. Our empirical examination reveals that service productivity has an impact on perceptions of job security, while resource commitment has the greatest impact on both employee readiness and customer readiness. In developing our integrative model we provide a framework that other researchers can apply, particularly where the service is highly intangible or in the public sector where service providers are being increasingly challenged to demonstrate value for money.     

Radical Product Innovation Capability: Literature Review,Synthesis, and Illustrative Research Propositions

Product innovation is a key to organizational renewal and success. Relative to other forms of innovation, radical product innovations offer unprecedented customer benefits, substantial cost reductions, or the ability to create new businesses, any of which should lead to superior organizational performance. In other words, a radical product innovation capability is a dynamic capability, one that enables the organization to maintain alignment with rapidly evolving customer needs in high‐velocity environments. Extensive research has been conducted on the antecedents to an incremental/general product innovation capability, and meta‐analyses have been conducted to integrate the results from the various studies. However, whether and how a radical product innovation capability differs from an incremental product innovation capability is also critical. The purpose of this work is to develop a testable model of the antecedents to radical product innovation success. Based on an extensive literature review, a comprehensive set of organizational components that comprise a firm's radical product innovation capability is identified. These organizational components include senior leadership, organizational culture, organizational architecture, the radical product innovation development process, and the product launch strategy. Of course, each of these components has subcomponents that provide even more texture. This review highlights how the components of a radical innovation capability function differently from those for an incremental capability. In addition, this review strongly suggests that the direct effects models that dominate this literature underestimate the complexity of the interplay of components that comprise a radical product innovation capability. Thus, a model to demonstrate this interplay of these organizational components is provided. Illustrative research propositions are offered to provide guidance to researchers. Suggestions for executives and managers who are involved in the product development process and for scholars who seek to advance the state of knowledge in this area are offered in the conclusion.