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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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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The focus of this chapter is the customer journey, a concept that has emerged from business practice and that now commands the attention of practitioners and academics alike. The customer journey is defined as the sum total of all customer interactions with a product, brand or organization across multiple channels and touchpoints. The customer journey is still primarily a concept from business practice and is an immature field for academics. As a result, we draw upon existing literature streams, which are not directly focused on the customer journey but which deliver key insights and enable us to build understanding. Specifically, we draw upon multichannel management and services management research and demonstrate how these knowledge streams help to build understanding of the dynamics of the customer as they move along their journey. We present a detailed examination of one specific form of customer journey, the shopper journey, and assess the drivers of shopping channel choice and journey configuration. The evolution of the shopper journey from single channel, through multichannel, to omnichannel is discussed. The chapter then moves on to discuss the service journey, broadening the journey perspective from the act of shopping to the holistic experience of service consumption. The key role of the customer in co-creating value along the service journey is identified, and we note the importance of personalization and of understanding customers’ relational needs to service journey optimization. Next, we examine the role that customer journey mapping can play in helping organizations to understand and improve their customers’ current journey configurations and in informing future service journey design. The challenges inherent in measuring the customer experience along the journey are discussed, and alternative customer journey metrics are evaluated. The chapter concludes with our reflections on the current state of knowledge, and we identify future directions for customer journey research and also future challenges for business practice.
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The focus of this chapter is the customer journey, a concept which has emerged from business practice and which now commands the attention of practitioners and academics alike. The customer journey is defined as the sum total of all customer interactions with a product, brand or organization across multiple channels and touchpoints. The customer journey is still primarily a concept from business practice and is an immature field for academics. As a result, we draw upon existing literature streams which are not directly focused on the customer journey, but which deliver key insights and enable us to build understanding. Specifically, we draw upon multichannel management and services management research and demonstrate how these knowledge streams help to build understanding of the dynamics of the customer as they move along their journey. We present a detailed examination of one specific form of customer journey, the shopper journey, and assess the drivers of shopping channel choice and journey configuration. The evolution of the shopper journey from single channel, through multichannel, to omnichannel is discussed. The chapter then moves on to discuss the service journey, broadening the journey perspective from the act of shopping to the holistic experience of service consumption. The key role of the customer in co-creating value along the service journey is identified, and we note the importance of personalization and of understanding customers’ relational needs to service journey optimization. Next, we examine the role that customer journey mapping can play in helping organizations to understand and improve their customers’ current journey configurations, and in informing future service journey design. The challenges inherent in measuring the customer experience along the journey are discussed, and alternative customer journey metrics are evaluated. The chapter concludes with our reflections on the current state of knowledge and we identify future directions for customer journey research and also future challenges for business practice.
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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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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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How to provide health clubs the possibility of offering distinctive services in an increasingly stronger and rapidly changing competitive environment? This was the issue raised by the Dutch fitness industry, which in recent years has grown markedly. Our study represents an extension of the dynamic capabilities framework, by exploring and suggesting a mixed method approach to operationalize the capability of customer focus. We have adapted emerging generative user research methods from the field of design as we feel that the most commonly used models and methods in marketing do not answer to the new demands of the market In our contribution we discuss the need for new methods for arriving at a customer-driven marketing approach. We demonstrate how we have transferred this to the health club industry in a study among n=5,000 customers of health clubs. We will discuss how the approach spurred new insights through multidisciplinary collaboration.
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Author supplied: Abstract How can you provide health clubs with the possibility of offering innovative and differentiating services in an increasingly competitive and rapidly changing environment? This was the issue raised by the Dutch health club industry, which has grown rapidly in recent years. To this end, we conducted extensive research in order to understand the needs of customers and flesh out a customer-driven marketing approach. As the most frequently used models and methods in marketing do not respond to the demands of small businesses, we adapted emerging generative-user research methods from the field of design. We demonstrate how we combined qualitative design research with quantitative customer research in a study for the health club industry. Finally, we discuss how the approach prompted new insights in the context of small business in the service sector through multidisciplinary collaboration. DOI: 10.1504/IJTMKT.2015.070647 http://www.inderscienceonline.com/doi/abs/10.1504/IJTMKT.2015.070647
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Abstract Background: With the growing shortage of nurses, labor-saving technology has become more important. In health care practice, however, the fit with innovations is not easy. The aim of this study is to analyze the development of a mobile input device for electronic medical records (MEMR), a potentially labor-saving application supported by nurses, that failed to meet the needs of nurses after development. Method: In a case study, we used an axiomatic design framework as an evaluation tool to visualize the mismatches between customer needs and the design parameters of the MEMR, and trace these mismatches back to (preliminary) decisions in the development process. We applied a mixed-method research design that consisted of analyzing of 118 external and internal files and working documents, 29 interviews and shorter inquiries, a user test, and an observation of use. By factoring and grouping the findings, we analyzed the relevant categories of mismatches. Results: The involvement of nurses during the development was extensive, but not all feedback was, or could not be, used effectively to improve the MEMR. The mismatches with the most impact were found to be: (1) suboptimal supportive technology, (2) limited functionality of the app and input device, and (3) disruption of nurses’ workflow. Most mismatches were known by the IT department when the MEMR was offered to the units as a product. Development of the MEMR came to a halt because of limited use. Conclusion: Choices for design parameters, made during the development of labor-saving technology for nurses, may conflict with the customer needs of nurses. Even though the causes of mismatches were mentioned by the IT department, the nurse managers acquired the MEMR based on the idea behind the app. The effects of the chosen design parameters should not only be compared to the customer needs, but also be assessed with nurses and nurse managers for the expected effect on the workflow.
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