Retaining customers in traditional retail financial services: interviewing 'les responsables'

This paper explores organizational concerns with retaining customers in traditional retailing of financial services. Managers, charged with retaining customers ('les responsables') in banks and building societies, are interviewed seeking their views on how their organizations retain customers. The study finds that there are a number of shared themes in the sample of informants, which are evolution/flux, customer information systems, a product/sales orientation, delivering financial services, staff and relationships with customers. Underlying these themes, however, appears some equivocation as these organizations try to retain customers when customer acquisition seems to be the thrust of their marketing.     

Optimizing a restaurants seating capacity: use dedicated or combinable tables?

In general, restaurant tables that can't be pushed together to serve large parties are superior to combinable tables because of the loss of productive time that occurs when combinable tables are placed “on hold” while awaiting adjacent tables to become available.     

Customers,marketing and the network organization

Customers are becoming more demanding. Network organizations are emerging which embrace customers, and are more flexible and responsive to their needs. CEO's increasingly regard customers as part of the organization. Customers are too important to be “left” to one or two directors and their divisions. CEO's are requiring everyone to focus upon the requirements of customers. To help achieve this, organizations are seeking ways of linking remuneration and performance assessment to customer satisfaction. Increasingly customers assume reliability and performance. Quality of itself may no longer differentiate alternative suppliers. In markets in which all suppliers have their quality programmes, managers need to consider what lies beyond quality. Reason is no longer enough. Less tangible factors such as feelings, emotions and values need to be understood. CEO's question whether marketing departments can respond to these and other challenges and help facilitate the changes they are seeking.     

Brand‐building in the 1990s

This paper argues that now is the time to consider how one should seek to apply marketing principles and practice in an increasingly competitive and rapidly changing environment. In essence, the thesis is that as it becomes increasingly difficult to sustain an objective comparative advantage over one's competitors so it will become increasingly important to position organizations as “brands” in the minds of actual and potential customers.     

Customer equity: a creative tool for SMEs in the services industry

The creative use of “Customer Equity” (CE) can be of interest to SMEs in the services industry.CE concerns:

• “Customer Acquisition”: Which customer or prospect should be acquired for present profit and future retention?
• “Customer Retention”: How can customers be made customers for life?
• “Add-on Selling”: Why selling more to existing customers is more profitable than the quest for new business.

The SME can furthermore apply two boosters to its CE policy:

• “Strategic Alliances”: When interdependence is smarter than independence.
• “External Economy of Scale”: Competition: if you cannot beat them, join them.

     

Are Variety-Seekers Bad Customers?

SUMMARY

Variety-seeking behavior occurs if customers derive utility from a change of service providers. It has negative consequences for the firm's profits, because it functions as a moderating factor in the relationship of customer satisfaction and customer loyalty. Even by offering high service quality variety-seekers cannot be retained. Therefore variety-seekers are often seen as “bad” customers, because they are not loyal to the firm. This article will show variety-seeking behavior in a more positive light. Variety-seekers are satisfied customers and therefore they are likely to engage in positive word-of-mouth communication. Recommendations will help to attract new customers and thus increase profits.     

Factors Contributing to Internal Customer Satisfaction and Commitment in Quick Service Restaurants

Abstract

The fast-paced, highly competitive nature of quick service restaurants (QSRs) has motivated members of the industry to develop creative ways to optimize customer satisfaction. This search for competitive advantage has fueled an increased interest in employees as “internal customers” who are primarily responsible for external customer satisfaction. The hospitality industry is unique in that employees are part of the product; they directly provide the service component. This project surveyed over 900 hourly and salaried employees at 61 QSRs. The results indicate strategies and tactics to maintain satisfied and “actively” as well as “passively” committed employees. In turn these employees may be an employer's greatest marketing tool.     

The omnichannel continuum: Integrating online and offline channels along the customer journey

This paper provides a framework for conceptualizing omnichannel integration as a continuum, identifies phenomena that determine how firms should position along that continuum, and summarizes empirical research regarding these phenomena. The framework combines the customer journey (search to purchase to aftersales) and channel choice (online vs. offline). This generates a range of omnichannel strategies, anchored by “Unconnected” on one extreme and “Complete” on the other. In between, “Vertical” strategies integrate channels over the customer journey, while “Horizontal” strategies integrate across channels at a given stage in the customer journey. We draw on more than 200 articles to identify 10 consumer and marketing phenomena (“determinants”) that influence where a firm should position along the continuum. This however raises challenges. For example, empirical research surprisingly finds many customers belong to an offline-focused segment. This suggests a Vertical strategy linking offline channels. However, today's turbulent retail environment questions whether the offline-focused segment will endure. Should the retailer cater to offline-focused customers or facilitate their progression to “multichannelism”? Another finding is that consumers strongly prefer consistency across channels. This suggests a Horizontal strategy. However, consistency might create channel cannibalization. How can the retailer avoid this? We discuss these and several other findings regarding the impact of the 10 determinants on omnichannel continuum strategy. We identify issues researchers need to research and managers need to consider when developing omnichannel continuum strategy.     

The expected retail customer: Value co-creator,co-producer or disturbance?

The purpose of this paper is to explore expectations among front-line employees regarding their customers and how these expectations can be understood in relation to strategies of customer participation and value co-creation. Two categories of expectations are identified; operative and interactive. In particular, the operative expectations reveal a service practice that is heavily structured by large-scale systems and ideals of rational efficiency. It is argued that co-creation needs to be discussed on both the strategic level, i.e. in terms of what the “customer”/market wants, and on the operative level, where the customer's direct contribution to the value-creating process has its focus.     

The role of contractual governance flexibility in realizing the outcomes of key customer relationships

An entrepreneurial firm's relationships with customers, suppliers, investors, universities, and other organizations have a significant and long-lasting impact on the survival and success of the firm. Yet, little research has focused on how the management of these relationships influences outcomes for entrepreneurial firms.This paper focuses on the customer relationships of new, technology-based firms (NTBFs). We aim to contribute to the literature on the governance of exchange relationships between NTBFs and their customers. Further, in so doing, we seek to explore the implications of such governance for the performance of new firms.Because of their small size, their “liabilities of newness,” and their highly specialized, knowledge-intensive resources, NTBFs are able to maintain only a limited number of close customer relationships. Consequently, NTBFs often become highly dependent on one or a few of their customers. In this study, we focus on the relationships between NTBFs and their single largest customers. We refer to the customer that accounts for the highest proportion of an NTBF's total revenue as the “key customer.”Strategic management literature, resource dependence theory, and transaction cost economics emphasize the risks associated with being dependent on an exchange relationship, focusing on the opportunistic use of power by the exchange partner. These perspectives suggest that firms can minimize their external dependencies and protect themselves against opportunism through the use of contracts. The present paper expands this view by also examining how flexibility in exchange governance may unlock potential benefits or dampen potential dangers that an NTBF faces in its commitment to its single largest customer, e.g., sharing the costs and risks of R&;D with the customer, improving the reputation of the NTBF, and realizing savings in sales and marketing costs. We examine the extent to which the realization of the potential positive and negative outcomes of a high level of dependence are moderated by the flexibility of the exchange partners' attitudes toward contractual agreements. The research question that we seek to answer is: Does the manner in which a contractual agreement is implemented affect the outcomes of a customer relationship for an NTBF at high levels of exchange dependence on the key customer?We develop a set of hypotheses that examines how the governance of the key customer relationship affects the NTBF's new product development, reputation, and sales costs when exchange dependence on the key customer is high. We use the term “contractual governance flexibility” to refer to the extent to which the exchange partners are willing to adjust to changes in the relationship instead of relying on the contract. We test the hypotheses with survey data from 195 NTBFs in the UK. The results of regression analyses reveal that contractual governance flexibility moderates the relationship between exchange dependence and outcomes. In relationships with a high level of exchange dependence, greater contractual governance flexibility was associated with greater new product development and sales cost advantages. No such benefits were realized for relationships in which exchange partners relied heavily on the contract.These findings are important because they suggest that by relaxing formal contractual mechanisms governing a relationship, NTBFs can derive benefits from key customer relationships that are characterized by a high level of dependence. Our findings suggest that at high levels of exchange dependence on key customers, NTBFs can benefit when greater contractual governance flexibility is present. Our data indicated that, interestingly, NTBFs tend to do just the opposite: at higher levels of exchange dependence, NTBFs are inclined to rely increasingly on the contract. By so doing, they may fail to realize the potential benefits of the relationships, such as gaining access to complementary resources and reducing costs. These outcomes, which may be derived from dependent exchange relationships by means of contractual governance flexibility, can have a significant influence on the long-term development and competitive advantage of an entrepreneurial firm.     

Ethical Customer Value Creation: Drivers and Barriers

There is a long-standing discussion on the positive interactions between enterprise value creation and business competitiveness. The corporate value can be seen as being created from three major sources within the cycle – from employees, from processes, and from customers or investors through reinvestment. To achieve competitive advantages, a firm must create more value than its competitors in the industry. Emphasizing that, firms should explore the positive drivers of customer value creation, allowing for a true value creation that will lead to increments in competitiveness. In reality, however, there are also barriers that hinder customer value creation. Targeting the above issues that have not yet been explored or analyzed, we have collected related literature at the first stage. Based on these presumable assumptions, this paper then conducts an empirical study by surveying and analyzing the relevance given by the investigated leading machinery measuring equipment firms in Taiwan, regarding the concerns as drivers and barriers in relation to customer value creation. This paper especially aims to answer several key questions: What drivers revolving around employees and processes can facilitate the organization to create more value for its customers? Conversely, what barriers block the organization from creating value for customers in examining the same dimensions? Does value creation direct an organization’s profitability and competitiveness? Our questionnaire survey results show that the most recognized and agreed drivers of customer value creation in consideration of employees are “distinctive skills”, “personal experience”, “learning and training”, and “team work”; and, in regard to the firm’s processes, the key drivers are “innovation and evolution”, “R&;D capability”, and “capability for differentiation”. Conversely, the most recognized and agreed barriers to customer value creation in relation to employees are a “distrustful environment” and “inadequate knowledge”; and, in terms of processes, they are “short of core technology”, “poor resource support”, and “bad services and attitudes”. Furthermore, our in-depth interview outcomes reveal that “capital sufficiency” and “mergers and acquisitions” are in practice considered to be other important customer value creation drivers; in contrast, “cultural and structural barriers” and “short of mechanisms to measure customer value creation effectively” are viewed as additional critical barriers to customer value creation.     

The Effects of Channel Experiences and Direct Marketing on Customer Retention in Multichannel Settings

In customer relationship management (CRM), it is critical for managers to understand how and when customers terminate their relationships with the company in order to make more accurate predictions for CLV. However, in many non-contractual settings, customer churn is not easily observed, which presents difficulty for estimating customer retention. In this research, we present a framework for estimating multichannel customer relationship dynamics in a non-contractual setting that flexibly allows for relationship revival and investigates the effects of different channel experiences and marketing communication on retention and profitability. We use a multi-segment, multivariate hidden Markov modeling framework to model three managerially relevant customer behaviors: purchase amount, purchase incidence, and channel choice. Using data from a multichannel clothing retailer, we uncover two latent relationship states that customers migrate to and from — an active state and an inactive state characterized by different levels of purchase frequency, responsiveness to marketing, and profitability. We find that an offline (retail-store) channel can be used to migrate customers from an inactive state to an active state, effectively serving the purpose of “education” or “revival,” whereas an online channel is most effective in keeping the existing active customers active, thus serving the purpose of “retention”. Using counterfactual analysis, we highlight an opportunity for the multichannel firm to optimize marketing strategies to dynamically manage and increase the retention and hence also the value of its customer base.     

The effects of managerial attitudes to design on company performance

Central to current thinking on what makes companies competitive is the notion that “it's not what you do, it's the way that you do it”. The way a task is carried out in a company is itself very much related to the attitudes and opinions of the company's managers. This article focuses on top managers’ attitudes to product design and shows which ones are related to superior competitive performance. An examination of the attitudes shows that there are seven basic managerial orientations to design. The most successful orientation is called the “balanced orientation” and consists of attitudes that underpin a commitment to leading the field technically and making developments market‐relevant.     

When consumers become project backers: The psychological consequences of participation in crowdfunding

Crowdfunding involves financing new ventures by relying on a large number of individual project backers who typically receive the venture's new product as a reward for their financial support. In three experimental studies, it is revealed that crowdfunding participation increases the extent to which consumers can personally connect to and identify with the focal venture compared to customers who merely buy the product in a classic market exchange setting (the baseline in our analysis). This identification process, which is rooted in the insight that one's financial contribution is perceived to be more meaningful to the focal venture, is also shown to trigger behavioral effects on important outcome variables such as increased subsequent consumption of the venture's products and more positive word-of-mouth behavior. The studies thus validate the idea that crowdfunding may be an effective tool to build strong(er) relationships with the venture's initial customer base. Hence, crowdfunding might not only answer the question “Where could I get funding from?” but also another: “Where can I effectively connect with my future customers?” The findings further point to interesting consequences for participating consumers: because the venture is more strongly perceived as theirs, this means that also the associations linked to it may rub off more strongly on their sense of self compared to customers who merely buy the same venture's product in a classic market exchange setting. Crowdfunding participation may thus more strongly effect a qualitative change in the consumer's self-concept.     

Where the eyes go,the body follows?: Understanding the impact of strategic orientation on corporate social performance

This research seeks to address two questions with respect to firm corporate social performance (CSP): (1) “do different strategic orientations have differential impacts on a firm's overall CSP?”; and, if so, (2) “is there an effect of a firm's strategic orientation on the types of CSP that a firm implements?” Using a unique dataset that combines survey data on firms' strategic orientations for 115 US-based firms with CSP data from MSCI-ESG, we empirically examine the impacts on CSP levels of four different firm strategic orientations: customer, competitor, interfunctional coordination, and shareholder. Our empirical analysis demonstrates that (1) firms with a stronger orientation toward customers have higher levels of CSP overall, and (2) when firms have a stronger customer orientation, we find that the firm has higher CSP levels in domains dedicated toward secondary stakeholders, while firms with a stronger shareholder orientation exhibit higher levels of CSP dedicated toward primary stakeholders.     

A Customer Lifetime Value-Based Approach to Marketing in the Multichannel,Multimedia Retailing Environment

This paper proposes a multichannel, multimedia communications framework based on the concept of Customer Lifetime Value. The framework begins with customer information from the company's database, segments the customers based on the value they provide to the company, and advocates sending targeted messages using differentiated modes of communication. The framework also closes the communication loop by identifying the appropriate modes of inbound communication for the four customer segments (“Icons,” “Go-Getters,” “Opulents,” and “Misers”), and proposes customized firm responses based on the nature/purpose of the inbound communication call. The article presents this framework in both B2C and B2B settings, offers managerial implications for implementing this framework and outlines future research directions.     

Are Farmers' Market Shoppers Different From Cross-Shoppers? The Case of Hawaiian Avocado Purchasers

Small- and medium-size growers use direct marketing and farmers’ markets to access customers and avoid supply chain intermediaries that increase costs of getting products to consumers. This study examined consumers’ use of agricultural product information sources and their shopping outlet patronage preferences for one type of locally grown produce: avocados.

Two farmers’ market segments were identified: 1) shops only farmers’ markets and 2) cross-shops grocery stores. Product information came from a variety of sources: media, retailers, and organizations. “Buy Local” or “product origin” were considered in produce shopping decisions. One dimension, “Buy Local,” was significant in differentiating farmers’ market segments.     

Do Farmers' Market and Specialty Food Store Customers Differ in the Effects of Perceived Utilitarian and Hedonic Shopping Values?

This study explored differences in the effects of perceived utilitarian and hedonic shopping values on customer satisfaction for the two separate groups of the agricultural product marketing channel: farmers' markets and specialty food stores. Empirical data were collected from customers of agricultural product retailers located in Taiwan (N = 412). The results show that different agricultural product marketing channels provide different values to their customers. Farmers' market customers experience a greater hedonic value, and specialty food store customers experience a greater utilitarian value. In addition, the perceived utilitarian and hedonic shopping values of farmers' market customers are more highly positively associated with customer satisfaction than are those of specialty food store customers.     

The impact of the Belt and Road Initiative on the expansion of China's higher education in overseas markets along the route

Due to the differences in economic and social conditions among the Belt‐and‐Road (B&R) countries, resources exchange might bring significant effect on companies and organizations in these countries. In recent years, vigorously developing university education and attracting more outstanding international students have become important means for “B&R” countries to expand education market and enhance international influence. However, there is limited research discussing the impact of “B&R” on the internationalization of higher education. Taking the sponsoring country (China) of the “B&R” strategy as an example, this article explores the impact of this strategy on Chinese universities' expansion in the education market, and further analyzes the important relevant factors from the perspectives of international competitiveness. The findings show that the B&R Initiative has a significant impact on the expansion of Chinese universities in overseas markets along the route. Furthermore, we have found “push” factors related to China's macro and micro environments, and “pull” factors associated with countries along the B&R route.     

Explaining Market Heterogeneity in Terms of Value Perceptions

In the past decade, companies and academics have become aware of the great benefits of creating value for customers. However, little empirical research has yet been conducted in the area of services with respect to how customers may differ in their perceptions of value and what variables can explain such differences. This article provides an insight into how three relationship-based contingencies are likely to explain market heterogeneity in customers' perceptions of value. In particular, we explore how special treatment of the customer by the service provider, the level of customer involvement with the service, and the customer's accumulated experience with a particular company may act as predictors of market heterogeneity in the customer's perceptions of value within a service setting. Results offer evidence for the important role of relationships and experience in a service context mainly characterised by standard encounters, and provide interesting managerial insights to tailor strategies that effectively respond to market heterogeneity.