The developement of a "general theory" of relationship marketing must be considered as distant vision rather than as imminent reality.We now use the existing stock of knowledge to identify some largely unexplored,yet relevant, aspects of relationship marketing and call for these issues to be addressed in research. Relationship Marketing will be evolve in the next few years to be more responsive to customer needs. The ideas of Relationship Marketing have to discuss in companies and universities, especially in international orientated organizations.
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Within large service organizations there are currently two trends visible. These trends seem to be diametrically opposed. On the one hand organizations face increasing price pressure and thus a pressure to cut costs. One of the consequences of this trend is that organizations are increasingly encouraging customers to make more use of digital communication channels. At the same time, companies find it important to know their customers in order to respond adequately to their needs. To do this, organizations must have a certain degree of personal involvement to their customers and they must have regular personal contact. It is assumed that both trends – digitisation and personalisation – will have a strong impact on customer experience and (perhaps) on the relational models customers use. If it is true that relational models - so the way in which people perceive and assess a relationship - play a role in the perception of the customer, it is also interesting to know if it is possible to influence these relational models. During the last fifty years much research has been done into the possibilities to influence customers by using subliminal priming techniques. In these techniques thoughts and feelings are unconsciously activated by showing people certain words or images (eg Bargh, Chen & Burrows, 1996; Dijksterhuis, 2005). In recent years a number of experiments were performed in which customers were unconsciously primed at some type of relationship (eg Aggarwal, 2004; McGraw & Tetlock, 2005; Tuk, Verlegh, Smidts & Wigboldus, 2009). These experiments showed that it is possible to activate a certain type of relationship. The experiments however the researchers used scenario’s based on an interpersonal relationship, and often to a fictitious relationship. The question is whether priming techniques also work for an already existing and more complex relationship between an organization and its customers. From 2010-2013 we conducted research for six large service providers in banking, insurance, utilities and social welfare to discover what the customer experience of these organisations, what role relational models played in customer experience and whether it was possible to influence these relational models. The research project has provided answers to the following questions: - Which relational models are used by customers and what is the influence of these models on customer experience? - What is the influence of digitisation in customer communication on relational models and customer experience? - What is the influence of personalisation in customer communication on relational models and customer experience? And finally, - Is it possible to influence relational models (and customer experience) by using specific words and images that are associated with relational models (relational framing)?
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Customer-supplier relationships are becoming more digital. However, a personal approach still seems to be a key success factor in the service journey, creating an optimal customer experience. In this research, we investigated the effects of a personal communication approach on customer experience and customer relationship. The personal touch was operationalised in two studies focusing on written forms of communication (Study 1) and spoken forms of communication (Study 2) amongst customers of an energy company. Both studies show that a personal tone of voice in customer contact results in a more positive customer experience (in terms of consumption emotions, customer satisfaction and recommendation intention). However, it does not impact the long term relationships between service provider and customers. Customers do not adjust previously built relationship norms when they are approached in a more or less personal way, as long as the chosen approach does not violate relationship norms. The research is relevant for organisations interested in the effects of a more personal approach in customer contact. The paper combines existing theories on customer experience and customer communication with the existing theories on relational models.
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Immersive technologies are redefining and revolutionizing the staging of experiences and co-creation of value, implicating the management of customer experiences. However, limited studies have looked at the role of immersive technologies as part of the customer experience management (CXM) process. Incorporating the concepts of experience economy and value co-creation, this study proposes a dynamic CXM framework that highlights the emerging field of immersive technologies like augmented and virtual reality as part of business and marketing research. The framework acts as a guide for researchers and industry practitioners to initiate immersive technology ventures that are rooted in the co-creation and management of customer experiences
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De hoofdvraag die beantwoord wordt in dit onderzoek is de volgende: Hoe kan de beleving van bezoekers van Nationaal Park Weerribben Wieden geoptimaliseerd worden in de verschillende fasen van de customer journey? De volgende sub vragen worden beantwoord in dit onderzoek: - Met welke touchpoints zijn de verschillende fasen van de customer journey ingericht? - Welke promotionele boodschap (motivaties en belevenissen) worden gecommuniceerd door middel van de touchpoints? - Welke touchpoints worden gebruikt door de bezoekers (dagbezoekers en verblijfstoeristen)? - Naar welke ervaringen/belevenissen is de bezoeker op zoek (motivaties)? Na het beantwoorden van de onderzoeksvragen worden aanbevelingen gedaan over de vraag hoe de touch points nog beter in te richten zijn om die beleving/ervaring verder te optimaliseren.
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This paper explores the delicate interface between management accounting and marketing management. Based on the scope of their mutual relationship, a distinction is made between two types of interfaces: informing and integrating. Whereas the traditional management accounting domains, such as budgetary control, are characterized by an informing interface, some recently developed management accounting techniques, such as the Balanced Scorecard, target costing and customer profitability analysis, require an integrating interface. Therefore, although during the last three decades clear progress has been made in strengthening the interface between management accounting and marketing management, there is still much room for further improvement. By its inclusion nowadays of marketing and operational management issues, management accounting has broadened its focus beyond the traditional financial domain. However, the adoption of ideas and concepts from other disciplines may not be enough to internalize a truly multi-disciplinary approach to business problems. A challenging interface between management accounting and marketing management is, for example, measuring the value of brands in monetary terms.
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Der Vertrieb ist einer der wichtigsten Werttreiber in Unternehmen, leider wird aber das Vertriebspotenzial noch nicht von allen Unternehmen ausgeschöpft. Das Buch gibt einen Überblick über die wichtigsten Funktionen des Vertriebs und zeigt die besondere Rolle des Customer Relationship Managements innerhalb des Vertriebes auf.
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From the article: "Axiomatic Design and Complexity Theory as described by Suh focus heavily on the coupling often found in functional requirements. This is so fundamental to the analysis of the design that it is the core of the Axiom of Independence which examines the coupling between functional requirements due to chosen design parameters. That said, the mapping between customer needs and functional requirements is often overlooked. In this paper we consider coupling, found due to this mapping, as a possible source of complexity in terms of a user interface to a designed product. We also re-examine the methodology of how customer needs are generated and translated into the other domains to understand how they can give further insight into the customer mindset. Based on this analysis, we believe customer domain complexity should always be examined in design that includes end-user interaction."
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1e alinea column: Fake verkoopt niet. Wat kun je doen als je als brand/organisatie echt een langdurige verbintenis aan wilt gaan met je klanten? Vraag je dan vooral af waarom je die verbintenis wilt en ‘what is in it for me and them’. Als het om customer engagement gaat dan is de motivatie en de intentie van jou of van je onderneming en de manier waarop je daar over communiceert met je klant steeds belangrijker. Mari Smith’s The Relationship Age en Simon Sinek in en zijn TEDtalk maar ook bijvoorbeeld Hans Kooistra hier te lande zeggen hier hele verstandige dingen over. Customer engagement is als onderwerp een maatje te groot is voor de marketeer alleen. Het is een onderwerp voor de gehele organisatie en in ieder geval een onderwerp voor pr, marketing, sales, investment relations en customer service en ICT gezamenlijk. Een bedrijf dat hier de bekende silo’s richting klantrelatie niet opheft is kansloos in the digital age.
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The purpose of this paper is to gain deeper insight into the practical judgements we are making together in ongoing organizational life when realizing a complex innovative technical project for a customer and so enrich the understanding of how customer orientation emerges in an organization. The outcome contributes to the knowledge of implementing customer orientation in an organization as according to literature (Saarijärvi, Neilimo, Närvänen, 2014 and Van Raaij and Stoelhorst, 2008) the actual implementation process of customer orientation is not that well understood. Saarijärvi, Neilimo and Närvänen (2014) noticed a shift from measuring the antecedents of customer orientation and impact on company performance, towards a better understanding how customer orientation is becoming in organizations. A different way of putting the customer at the center of attention can be found in taking our day-to-day commercial experience seriously, according to the complex responsive process approach, a theory developed by Stacey, Griffin and Shaw (2000). The complex responsive processes approach differs from a systems thinking approach, because it focuses on human behavior and interaction. This means that the only agents in a process are people and they are not thought of as constituting a system (Groot, 2007). Based on a narrative inquiry, the objective is to convey an understanding of how customer orientation is emerging in daily organizational life. Patterns of interaction between people are investigated, who work in different departments of an organization and who have to fulfill customer requirements. This implies that attention is focused towards an understanding in action, which is quite distinct from the kind of cognitive and intellectual understanding that dominates organisational thought. The reflection process resulting from this analysis is located in a broader discourse of management theory.
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