Customer Orientation of Service Employees—Toward a Conceptual Framework of a Key Relationship Marketing Construct

2003 ◽  
Vol 2 (1-2) ◽  
pp. 23-41 ◽  
Author(s):  
Thorsten Hennig-Thurau ◽  
Claudia Thurau
Keyword(s):  
Conceptual Framework ◽  
Relationship Marketing ◽  
Customer Orientation ◽  
Service Employees

scholarly journals New perspective on customer orientation of service employees: a conceptual framework

2018 ◽  
Vol 39 (13-14) ◽  
pp. 966-982 ◽  
Author(s):  
Javier Morales Mediano ◽  
José L. Ruiz-Alba
Keyword(s):  
Conceptual Framework ◽  
Customer Orientation ◽  
Service Employees ◽  
New Perspective

Studying customers’ resource integration by service employees in interactional value co-creation

2016 ◽  
Vol 30 (2) ◽  
pp. 152-164 ◽  
Author(s):  
Loïc Plé
Keyword(s):  
Conceptual Framework ◽  
Design Methodology ◽  
Customer Participation ◽  
Resource Integration ◽  
Service Dominant Logic ◽  
Content Type ◽  
Service Employees ◽  
Dominant Logic ◽  
Managerial Implications ◽  
Practical Implications

Purpose Noting that resource integration is a pivotal dimension of value co-creation in Service-Dominant logic, this paper aims to explore how service employees engaged in co-creation processes with customers integrate the latter’s resources. Design/methodology/approach To address the limitations of previous research on customer resources and their integration by service employees, this study turns to the concept of customer participation to identify the nature of customers’ resources. A conceptual framework of their integration by service employees underpins nine key propositions. This foundation leads to the development of theoretical contributions, managerial implications and avenues for research. Findings Customers can use 12 types of resources in value co-creation. Contrasting with earlier findings, the conceptual framework reveals that service employees may not only integrate these customers’ resources but also either misintegrate or not integrate them. Non-integration and misintegration may be intentional or accidental. Accordingly, value co-creation or co-destruction may result from interactions. Research limitations/implications This conceptual and exploratory text requires complementary theoretical and empirical investigations. It also does not adopt an ecosystems view of co-creation. Practical implications Knowing the different steps of resource integration and what influences them should increase the chances of value co-creation and limit the risks of value co-destruction. Originality/value Scant research has examined the nature of customer resources and how service employees integrate them. This paper also is the first to distinguish among resource integration, misintegration and non-integration.

scholarly journals Comportamento disfuncional do consumidor e táticas dos funcionários de serviços

2019 ◽  
Vol 12 (2) ◽  
pp. 302
Author(s):  
Paloma Antonio ◽  
Lélis Balestrin Espartel ◽  
Marcelo Gattermann Perin
Keyword(s):  
Tacit Knowledge ◽  
Theoretical Study ◽  
Customer Orientation ◽  
Empirical Test ◽  
Academic Research ◽  
Customer Behavior ◽  
Service Employees ◽  
Frontline Employee ◽  
Dysfunctional Behavior ◽  
Dysfunctional Customer Behavior

Dysfunctional customer behavior has grown substantially and has inspired academic research. In this theoretical study, the authors point out that the promotion of the myth of customer sovereignty through the culture of customer orientation is considered to be one of the variables that trigger these behaviors. The frontline employee manages the interactions in services and seeks to serve clients, but within the limitations of the offers. The discrepancy between the customers’ desires and what he obtains causes disillusionment and potentially dysfunctional behavior. Through their experience, employees accumulate tacit knowledge that grounds their assessment of situations and their development of tactics. On the other hand, organizations do not consider the dysfunctional customer behavior nor the tacit knowledge that exists in the service team in their strategies and actions, eventually not making use of this knowledge that could mitigate such behaviors. This is a theoretical article aimed at opening space for the debate of the dysfunctional customer behavior and service employees’ tactics through a theoretical composition that supports propositions and a conceptual model, as well as the suggestion of a future empirical test.

Social Software Platforms as Motor of Relationship Marketing in Services

2013 ◽  
pp. 280-296 ◽  
Author(s):  
Marion Tenge
Keyword(s):  
Relationship Marketing ◽  
Success Factors ◽  
Customer Orientation ◽  
Online Social Network ◽  
Self Determination Theory ◽  
Social Software ◽  
Traditional Role ◽  
Catchment Areas ◽  
Software Platforms

The traditional role of German airports as providers of infrastructure serving macro-economic purposes gives way to a more market-oriented understanding. Airports with overlapping catchment areas increasingly compete for airlines and passengers. Despite an evolving awareness of the need for customer-orientation, airports lack genuine passenger insights, as airlines and tour operators own the passenger relationship. The emergence of public Social Software Platforms (SSP), such as the online social network Facebook or the micro-blogging service Twitter, provides airports with the opportunity to take a genuine customer-centric approach to airport service quality. The chapter provides an overview of the convergence of social and technological networks. Touching on the ‘need-satisfier’ approach of economist Max-Neef and contributions of self-determination theory, the motivational pull of SSP is analyzed, and success factors for harnessing their Relationship Marketing potential are deduced. Finally, the chapter summarizes opportunities and challenges for airport organizations when engaging with passengers on SSP.

A New Conceptual Framework for Greater Success with Integration of E-CRM

2010 ◽  
pp. 2214-2228
Author(s):  
Soumaya Ben Letaifa
Keyword(s):  
Conceptual Framework ◽  
Evaluation System ◽  
Business Processes ◽  
Customer Orientation ◽  
Individual Behavior ◽  
Relational Perspective ◽  
Early Adoption ◽  
New Business ◽  
New Framework ◽  
Successful Integration

This chapter examines how e-CRM has affected both organizational and individual behavior in a leading Canadian bank. The innovative and customer-driven culture of this bank pushed it toward early adoption of e-CRM technology. The findings emphasize the role played by many strategic and organizational dimensions in the success of e-CRM implementation. In fact, to make e-CRM efforts pay off, new business processes are required to achieve more effective and closer interactions with customers. The shift toward customer orientation needs to be supported by a shift in organizational objectives and processes. The results indicate that employees’ individual behavior successfully changed from a transactional to a relational perspective, and that training and coaching ensured a successful integration of e-CRM technology. Nevertheless, the employee reward and evaluation system, which should have been changed to leverage CRM impact, has surprisingly been forgotten. This deficiency is addressed by proposing a new framework for enhancing e-CRM effectiveness.

The Moment of Truth: A Review, Synthesis, and Research Agenda for the Customer Service Experience

2019 ◽  
Vol 6 (1) ◽  
pp. 89-113 ◽  
Author(s):  
Markus Groth ◽  
Yu Wu ◽  
Helena Nguyen ◽  
Anya Johnson
Keyword(s):  
Customer Service ◽  
Emotional Labor ◽  
Customer Orientation ◽  
Current Knowledge ◽  
Service Research ◽  
Future Research ◽  
Central Feature ◽  
Service Employees ◽  
Theoretical Perspectives ◽  
The Moment

Customer service is a central feature of the service context. As service research has evolved into a burgeoning multidisciplinary field, management scholars have developed an impressive body of research regarding the antecedents, processes, and outcomes of customer service. We provide an integrative review and synthesis of the literature with a focus on three important and interrelated aspects of customer service that specifically focus on the interpersonal service interaction between employees and customers: ( a) affect in customer service, including emotional labor and emotional contagion processes; ( b) customer mistreatment, the low-quality interpersonal treatment of customers toward service employees; and ( c) customer service behaviors, including customer orientation and service-oriented citizenship behaviors. We review theoretical perspectives for each of these streams of research and summarize the current knowledge regarding empirical findings. We provide a critical assessment of the literature and conclude with a discussion of future research agendas and practical implications for service managers.

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