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- Witell, Lars, 1972-, et al.
(författare)
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The effect of customer information during new product development on profits from goods and services
- 2014
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Ingår i: European Journal of Marketing. - : Emerald. - 0309-0566 .- 1758-7123. ; 48:9/10, s. 1709-1730
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – This study aims to investigate how customer information obtained at different phases of a new product development (NPD) process influences profits from new offerings. Design/methodology/approach – A survey was conducted in the context of NPD in goods and services. A unique database was constructed that merged key informant survey responses with financial data for 244 firms. This database was used to replicate and extend previous research by posing a number of hypotheses regarding the role of obtaining customer information in NPD. Findings– The results show that obtaining customer information during NPD influences the profits from new offerings, which vary depending on the phase of the NPD process. The financial rewards from obtaining customer information for goods are highest in the early phases of the NPD process and decline in later phases. The financial rewards for services, on the other hand, are high in the early and late phases of the NPD process. Research limitations/implications – The research is based on a survey combined with objective financial data, that is, a combination of different data sources. The research would have benefitted from longer data series and a higher response rate. Originality/value – This study replicates and extends previous research by testing the role of obtaining customer information in both manufacturing and service firms by combining survey data with objective financial data.
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- Edvardsson, Bo, et al.
(författare)
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New Service Development and Innovation in the New Economy
- 2000
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Bok (refereegranskat)abstract
- I boken tar vi upp en av de viktigaste frågorna för det moderna företaget: hur utvecklar och introducerar man nya och innovativa tjänster enligt den nya affärslogiken. Boken ger läsaren insikt i området tjänsteutveckling och syftar till att ge både en praktisk och teoretisk syn på utvecklingsprocessen, tillgängliga metoder och verktyg samt olika aspekter vad avser designen av tjänsten. De huvudsakliga utgångspunkterna i boken är värdeskapande, kundinvolvering och tjänstelogiken: 1) tjänster är vanligtvis mer eller mindre abstrakta och immateriella, 2) tjänster produceras, levereras, konsumeras och marknadsförs delvis samtidigt, 3) tjänster involverar oftast kunden i rollen som medproducent genom att kunden bidrar med information och utföra ett eller flera moment i processen och 4) tjänster är mer eller mindre heterogena. Boken är uppdelade på 10 kapitel. I det första kapitlet, Perspectives on New Service Development and Innovation, diskuteras bl a betydelsen av tjänsteutveckling samt trender och karakteristika i den nya ekonomin. I första delen av kapitel två, The Service Concept and the Service Logic, definieras centrala begrepp samt tjänsters unika kännetecken och logik. Andra delen utgör en kort översikt av forskningsområdet tjänsteutveckling. Tjänsteutvecklingsprocessen kopplar vi till organisationens affärsstrategi och kultur och utgör diskussionen i kapitel tre, Culture & Strategy. De efterföljande kapitlen, fyra till sju, representerar fyra övergripande faser i tjänsteutvecklingsprocessen: Service Idea Generation, The Service Strategy & Culture Gate, Service Design och Service Policy Deployment & Implementation. I kapitel åtta, Supporting Methods, ges en översikt av möjliga metoder som kan användas i olika faser av utvecklingsprocessen. I det slutliga kapitlet, Prerequisites for World Class New Service Development and Innovation, summeras våra slutsatser och ett antal förutsättningar för framgång dras upp.Samtliga kapitel innehåller en eller flera fallbeskrivningar hämtade från olika svenska och amerikanska förtag i branscher som t ex telekom, försäkring, flygbolag, nöjesparker, lastvagnar och kemikalier. Dessa syftar till att illustrera den mer praktiska aspekterna av arbetet med tjänsteutveckling. Målgruppen för boken är den reflekterande praktikern som dagligen arbetar med tjänsteutveckling och förbättringsfrågor. Vår ambition är också att ge studenter vid universitet och högskolor samt andra utbildningsinstanser en praktisk och teoretisk översikt av området tjänsteutveckling.
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| 4. |
- Edvardsson, Bo, et al.
(författare)
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The Effects of Satisfaction and Loyalty on Profits and Growth - Products versus Services
- 1999
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Konferensbidrag (refereegranskat)abstract
- The paper uses data from the Swedish Customer Satisfaction Index together with performance data from competing industries to study the difference in logic in terms of customer satisfaction and loyalty between services and products. We find that for product firms loyalty can have a negative effect on company performance, while for service firms the effect is positive. The implication is that service firms must earn their loyalty but product firms can lower their prices and thus retain their customers
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| 10. |
- Gustafsson, Anders, et al.
(författare)
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Managing Customer Satisfaction, Brand Image, and Strength of Relationship across Switching Paths
- 2003
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Konferensbidrag (refereegranskat)abstract
- Managing Customer Satisfaction, Brand Image, and Strength of Relationship across Switching PathsThe importance that customers place on attributes as drivers of customer satisfaction and loyalty is a critical input to a firms resource allocation strategy and quality improvement efforts. The priority setting process requires two key inputs. One is the relative importance of the various attributes and benefits toward improving customer satisfaction. The other is performance data on the attributes and benefits. These inputs can then be used in an importance-performance analysis, also known as a strategic satisfaction matrix, which determines where a firm should concentrate its resources to improve performance (Martilla and James 1977). The essential aspects to improve are those where importance is high and performance is low. This effectively focuses resources where they have the greatest impact on satisfaction and subsequent loyalty. Those aspects where performance and impact are both high illuminate a firms competitive advantage. Clearly, when both importance and performance are low, customers are telling us not to waste resources improving these areas. The low importance/high performance category may be areas where resources have been wasted in the past because the improvements were not important to customers. Alternatively, these may be drivers of satisfaction that customers consider basic and necessary. This importance-performance logic usually assumes that we measure and model benefits that a company provides to customers. These benefits are then the primary antecedents of customer satisfaction as a type of overall evaluation of the consumption experience. This satisfaction, in turn, influences customers behavioral intentions in the form of a predisposition to repurchase the product or service again (loyalty). The model can be quite elaborate when it comes to benefits and their attributes, but it is the assumed that only customer satisfaction effects loyalty. We are now at a time were companies talk about building relationships with their customers and seek a better understanding of how brand equity affects business results. Consequently, there are some new approaches to improving ones Return on Customers (Rust, Zeithaml and Lemon 2000) and customer loyalty modeling (Johnson et al. 2001) that have moved beyond just customer satisfaction to include the effects of brand image or reputation, affective relationship commitment, and calculative relationship commitment on loyalty. In this expanded loyalty model the implications of the importance-performance logic are not so clear. For example, if brand or strength of relationship has a high impact and a low performance, does it make more sense to improve them directly or indirectly via customer satisfaction? The point is that there are more strategic considerations and implications that emerge from a loyalty matrix vis-à-vis a simple satisfaction matrix. Furthermore, recent research on switching paths (Roos 1999) shows how a variety of triggering events put customers on a switching path (such as influential triggers, reactional triggers, and situational triggers). These triggers serve as a natural segmentation scheme for companies managing a comprehensive loyalty matrix. What we propose to do in this paper is to merge the two previously mentioned research fields to examine new types of loyalty models for telecom service customers with very different potential switching paths and explore the strategic implications of this more comprehensive analysis. We find that different triggers systematically influence the effect that satisfaction, brand image, and relationship commitment have on loyalty and, as a result, the management different switching paths.
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