Customer Experience in Circular Economy: Experiential Dimensions among Consumers of Reused and Recycled Clothes

The textile and clothing industry is undergoing a sustainability transition, pushing related businesses to adapt to circular economy (CE) models, such as recycling and reuse. This shift has been extensively studied from industry and business model perspectives, but we lack an understanding of the customer perspective, i.e., how circulated products, such as reused and recycled clothes are experienced among consumers. This understanding is crucial, as customer experience plays a significant role in the adoption of CE products. Therefore, we conducted a qualitative interview study to explore how consumer-customers experience recycled textiles and reused clothes. We used an established experience dimension model and mapped how the five dimensions of customer experience—sensory, affective, behavioral, cognitive, and social—present themselves in the sustainable clothing industry. The data comprised 16 qualitative semi-structured interviews analyzed with a coding framework built on the basis of customer experiences, customer values, and the CE business model literature. The results revealed that diverse sensory (e.g., scent), affective (e.g., pride and shame), behavioral (e.g., developing new decision-making rules), cognitive (e.g., learning and unlearning), and social (e.g., getting feedback from others and manifesting own values) aspects shape how consumers experience reused and recycled clothes. We also compared and analyzed the results of the reuse and redistribute model and the recycle model. Our study contributes to the literature of CE business models and customer experience by providing a structured map of diverse experiential triggers and outcomes from the five experiential dimensions, which together reveal how consumers experience circulated products of the clothing industry. These findings enhance our understanding of customers’ motivation to use recycled and reused products and adoption of CE products.

Identifying the Main Service Elements for Customer-Oriented Live Guided Virtual Tours

Virtual tourism allows people to see and experience the world without physically travelling to the destination. The objective of this study is to identify service elements critical to the development of customer-oriented live guided virtual tours. A total of three focus group discussions were conducted, with 4–5 participants in each group. All the participants were Japanese who had previously participated in live guided virtual tours. The data was analysed with qualitative content analysis, where an inductive approach was used. The findings reveal that the main expectations of the participants are related to experiencing the local culture and way of life, feeling of actually being in the destination (sense of connection), social interaction and active participation. These factors make the virtual tour feel realistic and attractive and the tourism businesses need especially to focus on these when designing virtual tours for example by providing ample opportunities for the virtual tour participants to discuss with each other and learn from each other. This study brings valuable insights into the virtual tours research from the customer perspective, especially in a non-Western context.

Customer-Centered Antecedents of a Value Co-Creation Ecosystem

Considering the call for understanding the broader social and cultural context of value co-creation within emerging multilevel co-creative service systems, this research aims to explore the social and cultural processes along with psychological processes in terms of their influence on resource integration. It primarily adopts the customer perspective of resource integration. First, an integrative structure is developed and then the identified antecedents are positioned under relevant category proposing the multi-perspective VCC antecedent' framework. Further, the extant knowledge about VCC antecedents is used to set the agenda for future research. The study is based on an in-depth review of 85 key articles carefully extracted from a broad set of 1100 papers on VCC within the Scopus database. This review work provides a clear state of the art of VCC antecedents and has a direct implication for managers involved in designing the co-creation strategies for their customers.

Examining Experience Economy Dimensions on Virtual Tour Satisfaction and Destination Visit Intention

Virtual tour is an emerging phenomenon in the tourism industry. During the COVID-19 pandemic, this technology is accelerated and utilized as media to market tourism sites that are mainly closed to contain the Coronavirus spread. This study aims to investigate the relationship between virtual tour experience economy dimensions and outcome of the experience, particularly satisfaction, followed by intention to visit the actual site. Utilizing the PLS-SEM method, this research found that three of the four experience constructs, namely entertainment, esthetics, and escapism positively relate to satisfaction, which leads to participants’ intention to visit the destinations. This finding further supports the role of virtual tour as a strategy to market tourism destinations, as well as emphasizing the significance of immersion and entertainment effect in a virtual content. The result can be of assistance to virtual tour providers or tourism marketers in understanding customer perspective. Keywords: experience economy, satisfaction, tourism, visit intention, virtual tour

What Is the Customer Value of the Circular Economy? Cross-Industry Exploration of Diverse Values Perceived by Consumers and Business Customers

A growing number of companies provide CE products, technologies, services, and solutions, and similarly, an increasing number of researchers have analyzed sustainable and CE business models providing knowledge about CE technology businesses. However, this research has focused almost solely on the providers’ perspective on CE business and offerings, remaining silent on the customer perspective. Therefore, this study contributes by focusing on the customer value of CE innovations and solutions, conducting an explorative qualitative multiple-case investigation among customers of diverse CE businesses, and mapping diverse customer value dimensions, including economic, functional, emotional, and symbolic, and comparing them as perceived by consumer and business customers. The findings show that the functional value of CE offerings dominates. We develop conceptual maps for CE customer value for a theoretical understanding of the CE from the customer perspective and provide insights for managers to assert the value of their CE solutions.

Employee Performance Measurements at ‘Aisyiyah Klaten Hospital using the Human Resources Scorecard approach

Background: The rapid development of health services is a challenge for hospitals in facing the increasingly open and accessible competition. Good human resource management is needed to increase the productivity of an organization. One of the strategies to increase productivity and improve human resource management is to use an integrated and comprehensive employee performance measurement. This research measured employee performance using the Human Resources Scorecard (HRSC) approach based on several conditions. HRSC is a Balanced Scorecard with a Human Resources (HR) approach where Key Performance Indicators (KPI) are based on 4 (four) perspectives: Financial Perspective, Customer Perspective, Internal Business Process Perspective, and Learning and Growth Perspective. Method: This study used a quantitative approach with a cross-sectional survey research design. Data collection methods included questionnaires, document review, and Consensus Decision Making Group (CDMG). The research population was 256 employees of the ‘Aisyiyah Hospital Klaten. Samples were determined using non-probability sampling technique with a purposive sampling method of 100 respondents. Results: The results showed that overall employee performance was good, with a score of 4.03. Based on Key Performance Indicators for each perspective, the internal business process perspective of employee performance was very good, with a score of 1.24. The financial perspective of employee performance was good with a score of 0.8, while the customer perspective of employee performance was good, with a score of 1.19. Finally, the learning and growth perspective of employee performance was good, with a score of 0.8. Conclusion: With the HRSC approach, the overall performance results of the ‘Aisyiyah Klaten Hospital employees were good.

Measurement Of Company Performance With Approach Balanced Score Study Case: Regional Drinking Water Company

Performance is a process carried out in achieving a result for each company or organization in the stage of providing services or products to customers within a certain period of time in accordance with their duties and functions. This study aims to conduct and see the overall organizational picture of the performance assessment of the Regional Water Company (PDAM) of Sungai Penuh Jambi City using the Balanced Score Card approach. viewed from four perspectives, namely: financial perspective, customer perspective, internal business perspective, and learning and growth perspective. From the results of the research on the Performance Measurement of Regional Drinking Water Companies (PDAM) of Sungai Penuh Jambi City using the Balanced Scorecard approach from a financial perspective through the current ratio, profit margin, operation ratio, return on investment, it shows that the company's financial performance is in good condition despite a decline in sales in 2019 For performance measurement based on customer perspective from customer acquisition, customer retention, customer satisfaction, customer satisfaction can be said to be good, although customer satisfaction that the Regional Drinking Water Company (PDAM) of Sungai Penuh Jambi City in 2020 can be said to be not good. Furthermore, the correlation/correlation of performance based on the perspective of internal business processes on the motivation variable, power alignment, has an influence level of 50.9% with a significance level of <5% or 0%, but for training it has a significance level. below 5% or equal to 0%. The performance based on the learning and growth perspective on employee satisfaction, employee retention, productivity, contributes positively to the company's economic improvement.