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New insights from practice: Exploring online channel management strategies and the use of social media as a market research tool
Philipp 'Phil' Klaus, International Journal of Market Research, Vol. 55, No. 6, 2013, pp. 829-850
The concept of online customer experiences, and in particular the role of social media in online customer behaviour, has recently received great interest from academia, business and market researchers alike.
The concept of online customer experiences, and in particular the role of social media in online customer behaviour, has recently received great interest from academia, business and market researchers alike. Despite the belief that social media, imbedded in a corresponding online channel strategy, can be the key to successfully track and analyse consumer behaviour, most of the research focuses solely on the consumer rather than the companies’ strategic viewpoint. This study investigates current online channel management strategies of retail banking services, developing a much-needed typology of such practices. Based upon a thorough and rigorous data analysis process, we propose a typology of online channel strategies. The typology differentiates existing practices into initiators, reformers and consolidators, and discusses the differences between these categories with implications for theory and practice. We highlight the current and future roles of social media market research, and their strategic implications for the industry sector and market research in general, introducing the concept of ‘Strategic Social Intelligence (SSI)’.
Feel Nothing, Do Nothing: Unlocking the emotional secret of online spending
Tom Ewing, Joost Vastenavondt, Koen de Vos and Orlando Wood, ESOMAR, Congress, Istanbul, September 2013
This paper explains how MasterCard, the financial services company, used research to better understand online purchasing and payment behaviour.
This paper explains how MasterCard, the financial services company, used research to better understand online purchasing and payment behaviour. Despite the vast amount of data generated regarding consumer behaviour when purchasing online, the picture is incomplete. This paper identifies two gaps - intention and emotional response - and describes research methods that aim to fill these gaps. The research helped MasterCard to develop the positioning for their online payment services, taking into account how consumers feel and how they buy.
Benefits of Mobile Commerce in the Pay Parking Industry: How the Launch of the P$ Mobile Service Has Changed the Parking Experience in Montréal.
Brady Murphy, International Journal of Mobile Marketing, Vol. 8, No. 1, Summer 2013
Mobile smartphone usage in Canada has grown by double digits over the last five years, with 48% of Canadians using smartphones in March 2012, up from 33% in 2011 (CWTA, 2012).
Mobile smartphone usage in Canada has grown by double digits over the last five years, with 48% of Canadians using smartphones in March 2012, up from 33% in 2011 (CWTA, 2012). Canadian consumers are taking advantage of new features and functionality on their mobile devices that are meant to save them time, make their lives easier and more enjoyable, and generally, give them a better user experience. In this case study, you will learn how TC Media worked with the Société en Commandite Stationnement de Montréal to launch the P$ Mobile Service, a mobile commerce application that empowers Montréalers to use their handheld devices to simplify one of the most common and aggravating tasks faced by drivers: paying for parking. To date, the P$ Mobile Service has processed more than 1 million transactions, and continues to experience growth of more than 200,000 transactions per month. The success of this initiative illustrates the power of mobile technology to provide simple, engaging and cost-effective solutions to address consumers' needs.
Towards a better measure of customer experience
Philipp Klaus and Stan Maklan, International Journal of Market Research, Vol. 55, No. 2, 2013, pp. 227-246
Defining and improving customer experience is a growing priority for market research because experience is replacing quality as the competitive battleground for marketing.
Defining and improving customer experience is a growing priority for market research because experience is replacing quality as the competitive battleground for marketing. Service quality is an outgrowth of the total quality management (TQM) movement of the 1980s and suffers from that movement’s focus on the provider rather than the value derived by customers. Researchers today state that customer experience is generated through a longer process of company–customer interaction across multiple channels, generated through both functional and emotional clues. Our research with practitioners indicates that most firms use customer satisfaction, or its derivative the Net Promoter Score, to assess their customers’ experiences. We question this practice based on the conceptual gap between these measures and the customer experience. In IJMR 53, 6 (2011), we introduce a new measure appropriate for the modern conceptualisation of customer experience: the customer experience quality (EXQ) scale. In this article we extend that work and compare EXQ’s predictive power with that of customer satisfaction. We establish that EXQ better explains and predicts both, loyalty and recommendations, than customer satisfaction.
Money Talks: Unlocking transformational insight in banking through storytelling
Esther Garland, Henrietta De Souza and Riki Neill, ESOMAR, Congress, Atlanta, September 2012
This paper focuses on brand storytelling, centering on a case study for HSBC, the global bank, that aimed to increase loyalty with the "emerging middle class" in the UK and India.
This paper focuses on brand storytelling, centering on a case study for HSBC, the global bank, that aimed to increase loyalty with the "emerging middle class" in the UK and India. The paper looks into the research period of the campaign, centered on an online "storytelling community" with 48 members. Insights from this community were then fed into HSBC communications, tools and services. The paper further suggests that the opportunity with this emerging middle class audience is much bigger globally than perhaps the client had imagined - a fact only revealed via storytelling.
Online Anthropology: A new approach to advocacy measurement
Colin Utley, ESOMAR, Congress, Atlanta, September 2012
A discussion of online anthropology as a way of gaining fresh understanding of customer behavior. The case study used to illustrate this point is for Sprint, a US mobile provider.
A discussion of online anthropology as a way of gaining fresh understanding of customer behavior. The case study used to illustrate this point is for Sprint, a US mobile provider. This online anthropology project involved social listening, data harvesting and customer segmentation, and led to changes in Sprint's product development, HR policy, in-store environment and customer service, as well as its marketing communications. Since the effort launched, Sprint has seen major growth in brand advocacy.
Service quality perceptions of solely loyal customers
Swetlana Bogomolova, International Journal of Market Research, Vol. 53, No. 6, 2011, pp. 793-810
Having more solely loyal customers (those who only use one supplier) is an aspiration for most service providers.
Having more solely loyal customers (those who only use one supplier) is an aspiration for most service providers. Yet, it is unclear whether, or in what way, solely loyal customers differ from customers whose loyalty is divided between more than one service provider. One loyalty indicator is a consumer's evaluation of the quality of service they receive. Using seven sets of cross-sectional data, this research reveals that solely loyal customers give, on average, approximately 10% more positive service quality evaluations than customers of the same provider who also use other providers. The implication of this finding for market researchers and practitioners is that service quality scores could be moderated by the distribution of solely loyal and multiple-provider users in a given sample. Therefore, every service quality survey should measure how many providers a customer uses and control for the proportion of solely loyal customers when tracking change using cross-sectional samples.
Customer experience: are we measuring the right things?
Stan Maklan and Phil Klaus, International Journal of Market Research, Vol. 53, No. 6, 2011, pp. 771-792
Marketing theory and practice evolved dramatically through a series of transformations from products to services and, recently, customer experiences.
Marketing theory and practice evolved dramatically through a series of transformations from products to services and, recently, customer experiences. Each stage has its own perspective on marketing's purpose, the nature of customer value, and measurements that calibrate performance and guide managerial decisions. The latter is of particular interest to market researchers. Measurement (research) typically lags behind changes in marketing theory due to institutional factors and the time it takes for new practices to diffuse. The authors posit that firms still measure customer experience against criteria more suited to evaluating product and service marketing. Research practice seems rooted in 1990s notions of service quality, itself an outgrowth of total quality management (TQM) originating in manufacturing during the 1980s. The authors argue that market researchers will serve their organisations and customers better if they take an active role in updating the customer experience measurement commensurate with advances in the conceptualisation of that which firms offer customers.
Dimensions of relationship marketing in business-to-business financial services
Edwin Theron and Nic S. Terblanche, International Journal of Market Research, Vol. 52, No. 3, 2010, pp. 373-392
Relationship marketing (RM) is frequently employed by firms to improve their dealings with customers.
Relationship marketing (RM) is frequently employed by firms to improve their dealings with customers. Despite the absence of a universally acceptable definition of RM, it has gained considerable interest and application in business-to-business (B2B) industries since the 1990s. The purpose of this paper is to report on the dimensions that were identified by RM managers of a major B2B financial services provider as important in establishing and managing long-term marketing relationships. The Analytic Hierarchical Process (AHP) method was used to identify the most important dimensions. An initial pool of 23 dimensions of RM was identified in the marketing literature, and this pool of dimensions was reduced to 10 after the empirical study. The study found that particular dimensions are more important than others when relationships are established, and that trust, commitment, satisfaction and communication are the most important dimensions. Further dimensions identified as important in the B2B financial services industry are competence, relationship benefits, bonding, customisation, attractiveness of alternatives and shared values. The findings are valuable for the continual management of marketing relationships with customers.
Integrating research in crisis management decision-making - The maple lead foods\' listeriosis crisis in Canada
Terry Flynn, Christian Bourque, ESOMAR, Congress, Montreux, September 2009
Over the last 24 months, three publicly traded, North American companies (Menu Foods, Matteland Maple Leaf Foods) have provided researchers and practitioners with ample evidence that themost valuable crisis management and communications responses are not determined by the size of the crisis plan but by the effectiveness of the organization’s leadership, mindset and organizational culture.
Over the last 24 months, three publicly traded, North American companies (Menu Foods, Matteland Maple Leaf Foods) have provided researchers and practitioners with ample evidence that themost valuable crisis management and communications responses are not determined by the size of the crisis plan but by the effectiveness of the organization’s leadership, mindset and organizational culture. Being prepared for a crisis is one thing but being able to react quickly in today’s hypersensitive marketplace takes anticipation, readiness and a sense that operating in a crisis mode is now the new normal. The presenters review results from an eight-month study, conducted in partnership with McMaster University and Leger Marketing, where they were able to isolate the value of immediate crisis communications activities on customer loyalty in the case of Maple Leaf Foods.
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