Design/methodology Organisations are digitising the customer journey at a fast pace but have no idea what the effects of digitisation will be on customer experience and customer relationships. This paper describes two studies on digitisation in customer contact and the effects on customer experience and customer relationships. The first study examines how a relatively new medium, such as chat, relates to more a traditional medium such as the telephone. The second study examines the effects of re-directing customers from a traditional channel like telephone to the internet. Purpose: The research described in this paper was designed to measure these effects of digitisation on customer experience and customer relationships. Findings: Findings show that customers have a more positive customer experience when they use a digital channel like chat than when they use a traditional channel like phone, regardless of whether they have a simple or a complex question. The use of a digital channel does not have an impact on the customer relationship. Channel direction, however, has a negative impact on customer experience but also does not have an impact on the relationship. Practical implications: Our research shows that the use of digital channels like chat, unlike what people often think, do not necessarily have to lead to a deterioration of customer experience. In certain cases, the use of digital channels will lead to an improvement of customer experience. The research results also show that neither the used communication-medium nor a restriction of freedom of choice have a significant influence on the relational models. Originality: The most important contribution of this paper to the scientific literature is that it provides a deeper insight into the effects of some aspects of digitisation on customer experience and customer relationships. It also provides insight into the applicability of relational models in existing customer–supplier relationships.
DOCUMENT
1e alinea column: Hoe ziet innovatie in de digital age eruit? Anders dan daarvoor? Is succes van innovatie in de digital age wel voorspelbaar? Bestaat er zoiets als een business logica voor innovatie? Voor echt nieuwe business is dat maar heel beperkt zo. Er zijn geen marktvoorbeelden waar je naar kunt kijken. Concurrenten of collega’s zijn je niet voorgegaan en hoe de klant zal reageren is ook al een verrassing.
LINK
Technological developments go fast and are interrelated and multi-interpretable. As consumer needs change, the technological possibilities to meet those needs are constantly evolving and new technology providers introduce new disruptive business models. This makes it difficult to predict what the world of tomorrow will look like for an organization and that makes the risks for organizations substantial. In this context, it is difficult for organizations to determine what constitutes a good strategy to adopt digital developments. This paper describes a first step of a study with the objective to design a method for organizations to formulate a future-proof strategy in a rapidly changing, complex and ambiguous context. More specifically, this paper describes the results of a sequence of three focus groups that were held with a group of eight experts, with extensive experience as members of the decision making unit in organizations. The objectives of these sessions were to determine possible solutions for the outlined challenge in order to provide direction for continuation and scoping of the following research phases.
MULTIFILE
Door aanhoudende digitalisering nemen de mogelijkheden voor data-analyse toe. In de private sector wordt hier al veelvuldig gebruik van gemaakt, maar in de publieke sector is men nog voorzichtig. Met name in het veiligheidsdomein wordt nog voorzichtig omgesprongen met technologieën zoals dashboards, big data en kunstmatige intelligentie. De reden hiervoor is de balans die bewaard moet worden tussen de soms vergaande bevoegdheden van overheden en de bescherming van burgers, die zich soms in een kwetsbare positie bevinden.
INEDIT creates an open innovation European DIT ecosystem for sustainable furniture co-creation. It channels the creativity of consumers, shapes it through designers' professional skills, and makes it viable by leveraging on the expertise of production specialists in order to deliver sustainable, smart and personalized new products in a shorter time to market. INEDIT intends to demonstrate the capacity to turn the well-known 'Do It Yourself' (DIY) approach applied by individuals within FabLabs into a professional approach named 'Do It Together' (DIT).The DIT approach will be applied by customers and professional producers, especially SMEs, for conveying higher customer satisfaction through customer-driven production. DIT is a novel approach capitalizing on the knowledge, creativity and ideas of design and engineering conceptualized by interdisciplinary stakeholders and sometimes even new actors. It is powered by existing European innovation ecosystems shaping new products across EU countries.INEDIT demonstrates the approach through four cross use cases with high societal impact: sustainable wood panels manufacturing and 3D-printing of wood, 3D printing of recycled plastic and 'smartification'.Sustainability and consideration of individual preferences, especially of women and men, will be our guiding thread. INEDIT addresses societal challenges such as contribution to reduce the amount of produced CO2 in focusing on European-wide production, creation and maintenance of EU-wide job opportunities. This will lead to new business opportunities supported by business model innovation.Moreover, these innovative networked local manufacturing competences and production facilities across the EU will solve ethical concerns within the manufacturing network. INEDIT intends to demonstrate, through its twin - digital and physical - platform, the potential innovation around social manufacturing within the circular economy in designing globally while producing locally.
