scholarly journals Do Millennials share similar perceptions of brand experience? A clusterization based on brand experience and other brand-related constructs: the case of Netflix

2021 ◽  
Vol 9 (1) ◽  
pp. 33-43
Author(s):  
Sara Amoroso ◽  
Simonetta Pattuglia ◽  
Imran Khan
Keyword(s):  
Customer Value ◽  
Theoretical Background ◽  
Brand Experience ◽  
Sustainable Competitive Advantage ◽  
Repurchase Intentions ◽  
Consumer Action ◽  
Analysis Methodology ◽  
Brand Relationship ◽  
Strategic Process ◽  
Over The Top

AbstractThis study aims to explore, in the case of the Over-The-Top (OTT) sector, Millennials’ perceptions of brand experience in relation to the well-established brand Netflix. In particular, the work addresses a clusterization of Millennials on the basis of their experience with the brand. The study first explores the theoretical background, highlighting current perspectives on Over-The-Top industry and on brand experience as a strategic process for creating holistic customer value, achieving differentiation and sustainable competitive advantage. Second, it offers a quantitative study (using a survey) and highlights the principal results related to the brand. Moreover, this work will attempt to use cluster analysis methodology exploiting brand experience validated scale and other related brand and behavioural constructs to cluster consumers. Both academics and marketing managers should focus on approaches able to deliver strong and memorable brand experiences. A positive and durable brand experience is related to other important consequences for consumer action and behaviour, such as the willingness to place brand trust, consumer loyalty towards the brand, an enduring consumer-brand relationship, repurchase intentions, and lastly, the long-term life of the brand

Effects of Customer Value Proposals on the Service Trade Repurchase Intentions of Sharing-Economy Users

2019 ◽  
Vol 23 (8) ◽  
pp. 73-88
Author(s):  
Woo-Sung Cho ◽  
Seung-Gyun Yoo ◽  
Ki-Hong Jeon ◽  
Chang-Youl Choi
Keyword(s):  
Customer Value ◽  
Sharing Economy ◽  
Service Trade ◽  
Repurchase Intentions

Competitive Advantage of Knowledge Management

2011 ◽  
pp. 2646-2659
Author(s):  
Gabriel Cepeda-Carrion
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Explicit Knowledge ◽  
Past Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Resources ◽  
Strategic Process ◽  
Decision Making Styles ◽  
Relevant Domain

Knowledge management has been proposed as a fundamental strategic process and the only sustainable competitive advantage for firms (Grant, 1996; Davenport, 1998). A key to understanding the success and failure of knowledge management efforts within organizations is the ability to identify the relevant knowledge to manage and to extract value out of this knowledge. In the last decade past research has focused heavily on defining what knowledge is and on using different typologies (e.g., tacit vs. explicit knowledge, individual vs. collective) to characterize the different types of knowledge available to firms (e.g., Polanyi, 1967; Spender, 1996). In addition, researchers have described the processes through which knowledge is created, developed, retained, and transferred in firms (e.g., Argote, 1999; Nonaka & Takeuchi, 1995), and the role played by leadership (Bryant, 2003; Vera & Crossan, 2004) and decision-making styles (Kalling, 2003) in influencing these processes. Unfortunately, despite the growing interest in knowledge management, little specific has been said about the mechanisms firms use to identify key knowledge areas and to gain competitive advantage out of knowledge management investments. The recognition of the important knowledge resources for a firm is critical, because the effectiveness of knowledge and learning can only be assessed on the basis of its utility in guiding behavior relative to the firm’s relevant domain (Crossan, Lane, & White, 1999; Cepeda, Galán, & Leal, 2004; Zack, 1999). Knowledge for the sake of knowledge is not useful to firms.

Competitive Advantage of Knowledge Management

2011 ◽  
pp. 34-43 ◽  
Author(s):  
Gabriel Cepeda-Carrion
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Explicit Knowledge ◽  
Past Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Resources ◽  
Strategic Process ◽  
Decision Making Styles ◽  
Relevant Domain

Knowledge management has been proposed as a fundamental strategic process and the only sustainable competitive advantage for firms (Grant, 1996; Davenport, 1998). A key to understanding the success and failure of knowledge management efforts within organizations is the ability to identify the relevant knowledge to manage and to extract value out of this knowledge. In the last decade past research has focused heavily on defining what knowledge is and on using different typologies (e.g., tacit vs. explicit knowledge, individual vs. collective) to characterize the different types of knowledge available to firms (e.g., Polanyi, 1967; Spender, 1996). In addition, researchers have described the processes through which knowledge is created, developed, retained, and transferred in firms (e.g., Argote, 1999; Nonaka & Takeuchi, 1995), and the role played by leadership (Bryant, 2003; Vera & Crossan, 2004) and decision-making styles (Kalling, 2003) in influencing these processes. Unfortunately, despite the growing interest in knowledge management, little specific has been said about the mechanisms firms use to identify key knowledge areas and to gain competitive advantage out of knowledge management investments. The recognition of the important knowledge resources for a firm is critical, because the effectiveness of knowledge and learning can only be assessed on the basis of its utility in guiding behavior relative to the firm’s relevant domain (Crossan, Lane, & White, 1999; Cepeda, Galán, & Leal, 2004; Zack, 1999). Knowledge for the sake of knowledge is not useful to firms.

Research on Product Design Process Driven by Customer Value Theory

2014 ◽  
Vol 532 ◽  
pp. 623-628
Author(s):  
Cheng Ye Zhang ◽  
Run Hua Tan ◽  
Guo Zhong Cao
Keyword(s):  
Product Design ◽  
Design Process ◽  
Customer Value ◽  
Process Model ◽  
Value Theory ◽  
Concept Design ◽  
Sustainable Competitive Advantage ◽  
Basic Principles ◽  
Product Design Process ◽  
Integrated Study

To build sustainable competitive advantage, being real customer-oriented, the integrated study of customer value guiding product design process research is proposed. By analyzing the connotation of customer value theory, the distinction between customer value-oriented product design and the traditional design is discussed. The basic principles of customer value-oriented product design are also put forward. Finally, the process model of customer value oriented product design, which consists of two parts, value design and concept design. According to this model, customer value space can be identified and path to creating and realizing customer value is given, enabling the practitioners to find new directions to create value for customers.

An integrated model of corporate brand experience and customer value co-creation behaviour

2016 ◽  
Vol 44 (2) ◽  
pp. 139-158 ◽  
Author(s):  
Amjad Shamim ◽  
Zulkipli Ghazali ◽  
Pia A. Albinsson
Keyword(s):  
Customer Value ◽  
Structural Equation ◽  
Reasoned Action ◽  
Positive Influence ◽  
Integrated Model ◽  
Future Research ◽  
Brand Experience ◽  
Corporate Brand ◽  
Content Type ◽  
Customer Attitude

Purpose – The purpose of this paper is to investigate the influence of corporate brand experience (CBE) on customer value co-creation attitude and behaviour (CVCCA and CVCCB). By integrating congruity theory with the theory of reasoned action, the study proposes an integrated model for developing CVCCB in a retailing context. Design/methodology/approach – Structural Equation Modelling, using AMOS software was conducted using a sample of 711 respondents from four hypermarkets located in five Malaysian states. Findings – The research findings indicate that CBE plays a significant role for developing customer attitude and behaviour of value co-creation activities. Results show that CBE has a strong positive influence on CVCCA and subjective norms (SN) which further lead to CVCCB. SN were found to be a partial mediator between CBE and CVCCA. CVCCA was found to be a partial mediator between SN and CVCCB. Full mediation of CVCCA and SN between CBE and CVCCB is confirmed. Originality/value – The research contributes to value co-creation literature by proposing an integrated model for developing CVCCB in retailing. This research opens avenues for future research to consider the importance of brand experiences in value co-creation practices.

Brand experience and customer citizenship behavior: the role of brand relationship quality

2017 ◽  
Vol 34 (3) ◽  
pp. 268-280 ◽  
Author(s):  
Lishan Xie ◽  
Patrick Poon ◽  
Wenxuan Zhang
Keyword(s):  
Relationship Quality ◽  
Citizenship Behavior ◽  
Brand Experience ◽  
Content Type ◽  
Mediating Role ◽  
Brand Relationship ◽  
Brand Relationship Quality ◽  
Customer Citizenship Behavior ◽  
The Relationship

Purpose This paper aims to examine the mediating role of brand relationship quality in the relationship between brand experience and customer citizenship behavior. Design/methodology/approach Two studies were conducted in China. Data were collected via questionnaire surveys. Structural equation modeling and bootstrapping methods were used for data analyses. Findings Results show that brand relationship quality mediates the effects of the four dimensions of brand experience (i.e. sensory, affective, behavioral and intellectual) on the two aspects of customer citizenship behavior (i.e. toward other customers and toward the organization). In addition, service provider ratings can moderate the effect of brand relationship quality on customer citizenship behavior. Practical implications The findings suggest that marketing or service managers should build high quality of customer–brand relationship to enhance customer citizenship behaviors by providing memorable and pleasurable brand experiences. Brands with high ratings can facilitate the effect of brand relationship quality on customer citizenship behavior. Originality/value This research sheds light on the mediating role of brand relationship quality in the relationship between brand experience and customer citizenship behavior.

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