Utilizing the access value of customers

Customers are critical resources for the success of any business, not only because they bring in sales and profits directly, but also because of their access value in a world that is becoming increasingly interconnected. However, the mechanisms by which the customer access value may be exploited and the implication for management has not been well understood. Access value can be defined as the worth of utilizing patrons for further marketing and sales of value-added or third party products. The access value, which mainly results from the aggregation of the customer base and customer data, is essentially a corporation's internalized asset. This article shows that the size of the customer base and the extent of engagement have a significant impact on the customer access value. To develop and gain the benefits of customer access value, traditional business models often need to be transformed: firms and platforms should provide free or subsidized products to attract people and then embed value-added products to make money. The success of the new business model depends on not only the right pricing and product strategies, but also an embedding strategy.     

Remittances and incumbency: Theory and evidence

By raising household income, remittances lower the marginal utility of targeted electoral transfers, thus weakening the efficacy of vote buying. Yet, remittances make individuals wealthier and believe the national economy is performing well, which is positively attributed to the incumbent. Building on these insights, I show that the confluence of these divergent channels generate a surprising result that at increasingly higher levels of dissatisfaction with the incumbent, a remittance recipient is more likely to vote for the incumbent than a non‐remittance recipient. These predictions and their underlying mechanisms are substantiated across 18 Latin American countries.     

Creating competitive advantage: Linking perspectives of organization learning,innovation behavior and intellectual capital

Drawing on learning theories and the intellectual capital (IC) theory, organizational learning research has discussed the benefits of searching for market opportunities and maintaining a competitive advantage in dynamic environments. To explain organizational performance and survival, the previous literature has focused mainly on what organizations do, but it has failed to address how and what they should do. This study argues that if hotel management is open-minded about exploratory and exploitative learning, it can open the door to capturing opportunity and competitive advantage through increased innovation behavior and human capital accumulation. Further, IC theory has also confirmed that social capital and relational capital will strengthen the relationship between innovation behavior and human capital. This study analyzes data from 595 hotel managers and finds strong support for the proposed hypotheses.     

A Gendered Model of the Peasant Household: Time poverty and Farm Production in Rural Mozambique

Using insights from a case study on the allocation of labor in subsistence households in Mozambique, this study develops a conceptual framework for examining linkages between time poverty and farm production. An unexpected event such as a health crisis increases the demand for labor provided by women, thus making them more time poor. The model and numerical simulations show that a deterioration in a woman's time constraint will have an adverse effect on agricultural output of the household. This occurs because most women respond to an increase in household work by reducing their work hours on the farm and by reducing their leisure time. The latter outcome is expected to have a negative effect on women's physical and mental health, which will then cause a decline in their productivity on the farm.     

Managing a Global Retail Brand in Different Markets: Meta-Analyses of Customer Responses to Service Encounters

This study investigates how retailers can leverage their brand to shape customers’ satisfaction with service encounters. It develops and tests hypotheses about how brand, store, and consumer factors moderate customer responses to experience clues during retail service encounters. Six meta-regression analyses synthesize and compare results from 842 satisfaction equations describing customers’ encounters with a global retailer operating 400 stores in 32 countries. The results show how customers weigh their perceptions of service encounters differently depending on brand, store, and consumer factors. In markets where customers believe the retailer has high holistic brand quality, they place less weight on experience clues within the store. In markets where customers believe the retailer’s service brand promise, they place more weight on in-store experience clues. In markets where the retailer promises utilitarian value, customers weigh functional experience clues more heavily. In markets with an online purchasing channel, the effect of experience clues common to offline and online store environments is magnified, and unique clues are diminished. In addition, customers heavily weigh experience clues that fit their goals. In general, retail success factors include high brand quality (which makes customers more forgiving), a service brand promise that is mirrored in the store image (which makes customers attend to the experience clues aligned with them), and the careful monitoring and managing of retail touchpoints (to customize experience clues to each market). In this way, retailers can use customer-based strategies to effectively design and manage their global retail brand in different markets.     

Razor-and-Blades pricing revisited

From razors and blades to printers and ink cartridges to smartphones and monthly usage charges to media devices and content, razor-and-blades pricing is commonplace. The argument for such a business model is compelling: entice consumers to adopt with a low initial price for the ‘razor,’ build up an installed base, and more than make up for the initial subsidy by charging a high price for replacement ‘blades.’ The problem is, many consumer enticement, customer lock-in, and competitive lock-out mechanisms look less and less tenable given modern-day developments such as the Internet, Google searches, social media, the hacker revolution, the ‘maker movement,’ rapidly improving technology, leaky supply chains, and global markets. This article characterizes the what, why, and how of razor-and-blades pricing; then examines the present-day tenability of such a pricing practice; and concludes with an impetus and a call for innovation—innovation in, perhaps, the pricing of and the purchasing arrangement for the initial razor; the value proposition from the razor and the razor-and-blades system; the architecture of the razor-and-blades system; and the delivery, especially in terms of customer experience, of value from the razor-and-blades system.     

Does emotional labor moderate customer participation and buying?

Two studies examined whether employees’ emotional labor as perceived by customers, moderates the relationship between customers’ participation and money spent. In Study I, 30 in-depth interviews were conducted with customers to examine participation during shopping as well as customers’ awareness of their service employees’ behaviors. The interviews revealed two types of customer participation: emotional engagement and physical effort. Based on Study I, Study II investigated 114 customers, and the moderating role of perceived employees’ emotional labor on the relationships between customer participation and spending money. Even when customers were highly involved in the purchasing process, they spent less money when they observed employee inauthenticity as manifested in Surface Acting. However, Deep Acting positively moderated the relationship between customer participation and spending money. These findings help shed light on the circumstances in which customer participation is strengthened (leading to greater spending) or weakened.     

Do customer participation and cognitive ability influence satisfaction?

Under some circumstances, increased customer participation can enhance customer satisfaction. However, the precise mechanism by which participation might increase satisfaction has not been explored in the literature. This paper considers whether a customer’s cognitive ability might affect the relationship between participation and satisfaction. A causal model has been developed to examine the potential interactive effects of participation and cognitive ability on satisfaction, and a simple quantitative model has been proposed to simulate these effects. The results of both a numerical simulation analysis and a quantitative analysis of case study data indicate a significant main effect of cognitive ability on satisfaction. Additionally, an interactive effect has been observed, whereby higher cognitive ability results in higher satisfaction, given a minimum degree of customer participation in the service. Among this study’s implications is that customers with different cognitive abilities should have different degrees of participation that act to maximize their satisfaction.     

Following brands on Twitter: an extension of theory of planned behavior

Due to its immediacy and efficiency, Twitter has recently emerged as a form of marketing communication tool that offers unique advantages for two-way communication between marketers and consumers. This study examines brand-following behavior on Twitter using the Ajzen's model of theory of planned behavior (TPB). Results show that attitude toward brand following, subjective norm, perceived behavioral control, and brand attachment are positively associated with intention to follow brands on Twitter. Consumers’ intention to create (i.e., intention to tweet at brands) and disseminate (i.e., intention to retweet the links of brands) brand-related information, as well as purchase intention, are the outcomes of intention to follow brands on Twitter. Overall findings suggest that TPB model can be used to predict Twitter users’ brand-following behavior. More importantly, our finding that brand attachment drives consumer intention to follow brands on Twitter extends the TPB framework. This study provides both theoretical and managerial implications.     

Quality,Value? – Insights into Medical Tourists’ Attitudes and Behaviors

The research investigates the factors influencing medical tourists’ attitudes and behaviors. The factors examined include hospital service and customer perceived value. The study was undertaken in a major hospital located in a South-East Asian country. The sample includes foreign patients who have received various medical treatments in the hospital. The findings indicate that medical tourists are value oriented customers as their value perception has the strongest direct effect on their behaviors, followed by their attitudes towards the hospital. Hospital service appears to have a substantial direct effect on perceived value and medical tourist satisfaction, and also exerts an indirect effect on medical tourist behaviors. The research highlights the prominent role of perceived value, and pinpoints the most effective avenues for healthcare providers in allocating resources to improve hospital performance from the perspective of medical tourists.