Customer Value Drivers, Relationships

This theoretical paper aims to approach the major customer value drivers and then, describe the main five stages required to support customer experience (CX) professionals in order to conceive, design and implement CX improvement projects. The CX focuses on customer’s perceptions and related feelings caused by the one-off and cumulative effect of interactions with a supplier’s employees, systems, channels, or products. The CX encompasses every interaction the customer has with an organisation throughout the customer lifecycle through multichannel. Generally speaking, providing a good experience can affect and impact customer satisfaction, loyalty, and engagement. Business companies recognised the competitive advantage of CX and the value creation reside not only in what a company delivers for its customers but in how it delivers products and services. Therefore, a positive CX requires coordination across different functions within an organisation, for instance, marketing, product or service development, customer care, operations, or retail branches.

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Siemens' Customer Value Proposition for the Migration of Legacy Devices to Cyber-Physical Systems in Industrie 4.0

Advances in Business Information Systems and Analytics - Analyzing the Impacts of Industry 4.0 in Modern Business Environments ◽

10.4018/978-1-5225-3468-6.ch015 ◽

2018 ◽

pp. 305-327

Author(s):

Diana Claudia Cozmiuc ◽

Ioan I. Petrisor

Keyword(s):

Customer Value ◽

Cyber Physical Systems ◽

Peer To Peer ◽

Industrie 4.0 ◽

Value Proposition ◽

Value Drivers ◽

Physical Systems ◽

Manufacturing Complexity ◽

New Business ◽

Customer Value Proposition

Industry is transforming from Industrie 3.0, automation, to Industrie 4.0, digitalization. Siemens intends to be a key player in Industrie 4.0, whose customer value proposition will shape manufacturing industries at customers. This chapter analyzes Siemens' customer value proposition for cyber-physical systems as manufacturing equipment and products in terms of this technology's impact on value. The goal is to identify concrete value drivers which cyber-physical systems technology in Industrie 4.0 brings. The statements about these value drivers belong to Siemens and are compared to operations' management literature. Cyber-physical systems negotiating as peer-to-peer in Industrie 4.0 will bring a new level of complexity. Manufacturing complexity builds complex products. Cyber-physical systems peer-to-peer negotiation decides manufacturing scheduling and brings unprecedented levels of complexity and flexibility. Manufacturing complexity enables new business models, one of which is mass customization.

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Value drivers and adventure tourism

Journal of Service Theory and Practice ◽

10.1108/jstp-05-2015-0116 ◽

2017 ◽

Vol 27 (1) ◽

pp. 102-122 ◽

Cited By ~ 14

Author(s):

Paul Williams ◽

Geoff Soutar ◽

Nicholas Jeremy Ashill ◽

Earl Naumann

Keyword(s):

Behavioral Intentions ◽

Customer Value ◽

Path Modeling ◽

Cultural Groups ◽

Value Drivers ◽

Content Type ◽

Adventure Tourism ◽

Value Perceptions ◽

Emotional Value ◽

Japanese Tourists

Purpose The purpose of this paper is to investigate the drivers of customer value, and their respective relationships with customer satisfaction and behavioral intentions, between two culturally distinct groups of adventure tourists. Design/methodology/approach The study adopted a descriptive design and compared data from 301 Japanese and Western adventure tourists who experienced the same adventure tour. The respondents were split into two groups, and a path modeling approach was used to examine similarities and differences. Findings The results indicated that Japanese tourists attached more importance to emotional value and novelty value. Western tourists, however, attached relatively more importance to the utilitarian dimension of price value for money. Practical implications The main implication of this study is that tourism operators should account for differences in value perceptions between Japanese and Western tourists when planning tour operations, training tour guides, and managing tour itineraries. Operators should also consider customizing their tour products to fit the specific needs of these different cultural groups. This reinforces the adaptation argument when marketing tourism to international consumers. Originality/value This study highlights that different value drivers affect the satisfaction and behavioral intentions of Japanese tourists, relative to Western tourists. The need for adaptation of tourism products toward certain international tourists is thus necessary. The research also reinforces the importance of conceptualizing and measuring customer value as a multidimensional construct in an international adventure tourism context.

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Expanding the Task-Dominant Value Cocreation Narrative: The Role of Consumer Expertise and Social and Mental Processes

Journal of Travel Research ◽

10.1177/00472875211017234 ◽

2021 ◽

pp. 004728752110172

Author(s):

Ainhize Eletxigerra ◽

Jose M. Barrutia ◽

Carmen Echebarria

Keyword(s):

Customer Value ◽

Mental Time Travel ◽

Integral Model ◽

Value Drivers ◽

Virtual Tools ◽

Consumer Expertise ◽

Customer Education ◽

Value Cocreation ◽

Affective Value

This research proposes an integral model of cocreation processes before, during, and after a trip affecting customer value and anteceded by tourist expertise. Beyond prevailing task-related (coproduction) processes and the more recently contemplated social processes, we consider mental cocreation using the concept of mental time travel (forward and backward). Findings from 428 tourist responses reveal the great potential of these novel cocreation forms, showing that imagining a forthcoming trip and remembering the travel afterwards are important affective value drivers, as is interacting with locals and employees. Overall, these play a more prominent role than task-related processes. Likewise, we found that tourist expertise is a major antecedent of cocreation and precursor of value. Managers could encourage tourist cocreation by applying customer education strategies, stimulating activities with high community contact, and using virtual tools to intensify thoughts and memories of past and future travel experiences. Technology may be key in achieving this.

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Siemens' Customer Value Proposition for the Migration of Legacy Devices to Cyber-Physical Systems in Industrie 4.0

Disruptive Technology ◽

10.4018/978-1-5225-9273-0.ch047 ◽

2020 ◽

pp. 955-978

Author(s):

Diana Claudia Cozmiuc ◽

Ioan I. Petrisor

Keyword(s):

Customer Value ◽

Cyber Physical Systems ◽

Peer To Peer ◽

Industrie 4.0 ◽

Value Proposition ◽

Value Drivers ◽

Physical Systems ◽

Manufacturing Complexity ◽

New Business ◽

Customer Value Proposition

Industry is transforming from Industrie 3.0, automation, to Industrie 4.0, digitalization. Siemens intends to be a key player in Industrie 4.0, whose customer value proposition will shape manufacturing industries at customers. This chapter analyzes Siemens' customer value proposition for cyber-physical systems as manufacturing equipment and products in terms of this technology's impact on value. The goal is to identify concrete value drivers which cyber-physical systems technology in Industrie 4.0 brings. The statements about these value drivers belong to Siemens and are compared to operations' management literature. Cyber-physical systems negotiating as peer-to-peer in Industrie 4.0 will bring a new level of complexity. Manufacturing complexity builds complex products. Cyber-physical systems peer-to-peer negotiation decides manufacturing scheduling and brings unprecedented levels of complexity and flexibility. Manufacturing complexity enables new business models, one of which is mass customization.

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A Comparative Study of Customer Value Drivers between Traditional Channels and Network Channel

Open Journal of Social Sciences ◽

10.4236/jss.2015.33011 ◽

2015 ◽

Vol 03 (03) ◽

pp. 53-56 ◽

Cited By ~ 1

Author(s):

Sili Wang ◽

Dahai Dong

Keyword(s):

Comparative Study ◽

Customer Value ◽

Value Drivers ◽

Network Channel

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KONFIRMASI LIMA FAKTOR YANG MEMPENGARUHI KEPUASAN PESERTA PEKERJA BUKAN PENERIMA UPAH (PBPU) BPJS KESEHATAN

Jurnal Ilmiah Kesehatan ◽

10.33221/jikes.v18i2.215 ◽

2019 ◽

Vol 18 (2) ◽

pp. 64-74

Author(s):

Maya Fitri Nuraeni

Keyword(s):

Customer Value ◽

Customer Engagement ◽

Cross Sectional ◽

Customer Relation Management

Kepuasan pelanggan merupakan suatu pemenuhan harapan pelanggan yang dirasakan sesuai dengan ekspektasi yang diharapkan. Tujuan penelitian Mengetahui pengaruh langsung dan tidak langsung serta besaranya antara faktor Customer Relation Management (CRM), Customer Engagement, Kualitas Layanan, Trust dan Costumer value Terhadap Kepuasan Peserta PBPU BPJS Kesehatan KC Depok Tahun 2018. Desain penelitian cross sectional. Populasi penelitian keseluruhan peserta di BPJS Kesehatan KC Depok. jumlah sampel dalam penelitian ini adalah smpel 130 peserta PBPU yang berkunjung ke KC Depok. Metode analisis menggunakan SmartPLS 2.0 dan SPSS 16. Hasil penelitian menunjukkan variabel CRM 24,58%, Customer Engagement 19,50 %. Kualitas Layanan 11,93%, Trust 14,36%,Costumer value 6,13%. pengaruh langsung CRM terhadap Customer Engagement 49,96%, CRM terhadap kualitas layanan 66,42%, CRM terhadap Trust 4,38%, CRM terhadap customer value 30,80%, Customer Engagement terhadap kualitas layanan 4,58% Customer Engagement terhadap Trust 15,21%, Customer Engagement terhadap customer value 16,77 Kualitas Layanan terhadap Trust 30,66%, Kualitas Layanan terhadap customer value 11,01%, Trust terhadap customer value 14,54%. Dengan demikian dapat ditarik kesimpulan bahwa paling mempengaruhi Kepuasan Peserta PBPU BPJS Kesehatan KC Depok, dikarenakan CRM merupakan keseluruhan proses membangun dan memelihara hubungan peserta khususnya PBPU dengan BPJS kesehatan yang akan meminimalisir penurunan kualiatas pelayanan sehingga dapat meningkatkan pelayanan yang lebih baik. BPJS Kesehatan KC Depok diharapkan dapat memberikan pelayanan terbaik bagi npeserta sesuai dengan nilai dasar untuk tercapainya kepuasan pelanggan.

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