Customer Value, Satisfaction, Loyalty, and Switching Costs: An Illustration From a Business-to-Business Service Context

In order to satisfy customer needs and wants, the business-to-business service provider must develop and market services that provide value to the customers organization. Because of the importance and the difficulty of evaluating value from the customers perspective, a critical need exists for firms to obtain and possess knowledge about what activities create customer value for individual customers. The objective of this study is to explore the activities and knowledge needed to develop and market services that create customer value. Results of a study undertaken on the development and marketing of services and products in the telecommunications industry are provided. The report concludes with a discussion of managerial and research implications.

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A little help from my friends: how purchasing gains influence in complex business-to-business services: the case of legal

Journal of Business and Industrial Marketing ◽

10.1108/jbim-01-2015-0006 ◽

2017 ◽

Vol 32 (2) ◽

pp. 206-217 ◽

Cited By ~ 1

Author(s):

Wendy L. Tate ◽

Lisa M. Ellram ◽

Ulrich Schmelzle

Keyword(s):

Supplier Management ◽

Positive Contribution ◽

Business Service ◽

Case Study Method ◽

Business Services ◽

Content Type ◽

Additional Costs ◽

Service Procurement ◽

Business To Business

Purpose The purpose of this research is to develop an understanding of how purchasing can become meaningfully involved in complex business-to-business service purchases. Design/methodology/approach A single in-depth case study method of an exemplar organization was applied to better understand the purchasing function’s role in adding to the value proposition in complex, non-traditional business-to-business service purchases. Findings Powerful allies or advocates can mediate purchasing involvement in service procurement. However, once the involvement is initiated, purchasing must make a positive contribution with respect to the specific needs and expectations of the budget owner to retain its influence. Research limitations/implications This research extends institutional theory to show how powerful allies or advocates can mediate purchasing involvement in the complex services spend. Practical implications This study describes the potential impact of purchasing’s involvement in complex services spend and highlights the opportunities for purchasing managers to improve supplier management and drive out additional costs. Originality/value For the business practitioner, this research provides evidence regarding how individual functions can gain influence in the organization. A conceptual model describes the meaningful involvement of purchasing in complex business-to-business service purchases.

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MANAGING INNOVATION PROCESSES THROUGH VALUE CO-CREATION: A PROCESS CASE FROM BUSINESS-TO-BUSINESS SERVICE PRACTISE

International Journal of Innovation Management ◽

10.1142/s1363919618500305 ◽

2018 ◽

Vol 22 (03) ◽

pp. 1850030 ◽

Cited By ~ 3

Author(s):

GIULIA NARDELLI ◽

MARCEL BROUMELS

Keyword(s):

Service Providers ◽

Organizational Trust ◽

Business Service ◽

Innovation Activities ◽

Longitudinal Investigation ◽

Business To Business ◽

Manage Innovation ◽

Relation Development ◽

Innovation Processes ◽

Over Time

Value co-creation is a specific type of collaboration that is considered to be an innovative and interactive process between end users and organizations; it aims to increase the value of a product or service. This study investigates how a network of stakeholders collaborating to manage innovation openly co-creates value over time; it contributes to the existing literature on value co-creation by taking the perspective of the network as a whole. The study follows a case in which value co-creation unfolds over time across a network of stakeholders within the business-to-business facility service context. The in-depth longitudinal investigation of a network composed of a corporate customer and its external facility service providers revealed that a network of stakeholders co-creates value over time by (i) offering an adaptable structure for the network to organize innovation activities and establish support routines, (ii) facilitating interactions to support stakeholder relation development and (iii) allowing participants to achieve self-empowerment. Therefore, stakeholder value co-creation entails the combination of single value co-creation activities and overarching network progressions that allow for learning and inter-organizational trust among stakeholders.

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Business to Business Service Brands

Strategy and Management of Industrial Brands ◽

10.1007/978-1-4615-1737-5_14 ◽

2001 ◽

pp. 345-363 ◽

Cited By ~ 3

Author(s):

Philippe Malaval

Keyword(s):

Business Service ◽

Service Brands ◽

Business To Business

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Customer participation and the roles of self-efficacy and adviser-efficacy

International Journal of Bank Marketing ◽

10.1108/ijbm-10-2017-0220 ◽

2019 ◽

Vol 37 (1) ◽

pp. 241-257 ◽

Cited By ~ 5

Author(s):

Chung-Yu Wang

Keyword(s):

Synergistic Effect ◽

Financial Services ◽

Self Efficacy ◽

Customer Value ◽

Design Methodology ◽

Switching Costs ◽

Customer Participation ◽

Perceived Efficacy ◽

Content Type ◽

Survey Sample

Purpose The purpose of this paper is to examine how customers derive value and switching costs from their own participation conditional on their perceived efficacy of themselves (self-efficacy) and their advisers (adviser-efficacy) in financial services. Design/methodology/approach Student interviewers approached customers exiting banks with a skip interval of two. The respondents received the questionnaire items translated into Chinese. The final survey sample consists of 220 respondents. Findings Empirical results confirm that customer participation influences switching costs through customer value. The synergistic effect of self-efficacy and adviser-efficacy moderates the relationships among customer participation, customer value and switching costs. The incongruent levels of self-efficacy and adviser-efficacy can increase customer value and switching costs. Originality/value This study looks beyond self-efficacy to demonstrate that the synergistic roles of self-efficacy and adviser-efficacy significantly influence the relationships among customer participation, customer value and switching costs.

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1. The nature of marketing

Marketing: A Very Short Introduction ◽

10.1093/actrade/9780198827337.003.0001 ◽

2021 ◽

pp. 1-15

Author(s):

Kenneth Le Meunier-FitzHugh

Keyword(s):

Customer Value ◽

Service Marketing ◽

For Profit ◽

Physical Evidence ◽

Not For Profit ◽

Wide Range ◽

Marketing Service ◽

The 1960S ◽

Consumer Marketing ◽

Business To Business

This chapter discusses the nature and origins of marketing. Marketing covers a wide range of essential business activities which ensure that customers can obtain the products and services that they want and need, when and how they want them. The most common applications of marketing are consumer marketing, business-to-business marketing, service marketing, not-for-profit marketing, and international marketing. Since the 1960s, marketing has used the four Ps of Price, Place, Product, and Promotion to deliver its marketing objectives and this has now been expanded to include another three Ps of People, Physical Evidence, and Process. The chapter also includes an assessment of what is customer value.

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