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Strategic B2B customer experience management: the importance of outcomes-based measures

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dc.contributor.author Zolkiewski, Judy
dc.contributor.author Story, Victoria
dc.contributor.author Burton, Jamie
dc.contributor.author Chan, Paul
dc.contributor.author Gomes, Andre
dc.contributor.author Hunter-Jones, Philippa
dc.contributor.author O'Malley, Lisa
dc.contributor.author Peters, Linda D.
dc.contributor.author Raddats, Chris
dc.contributor.author Robinson, William
dc.date.accessioned 2017-12-20T09:16:59Z
dc.date.available 2017-12-20T09:16:59Z
dc.date.issued 2017
dc.identifier.uri http://hdl.handle.net/10344/6372
dc.description peer-reviewed en_US
dc.description.abstract Purpose – The purpose of this paper is to critique the adequacy of efforts to capture the complexities of customer experience in a business-to-business (B2B) context using input– output measures. The paper introduces a strategic customer experience management framework to capture the complexity of B2B service interactions and discusses the value of outcomes-based measurement. Design/methodology/approach – This is a theoretical paper that reviews extant literature related to B2B customer experience and asks fresh questions regarding B2B customer experience at a more strategic network level. Findings – The paper offers a reconceptualisation of B2B customer experience, proposes a strategic customer experience management framework and outlines a future research agenda. Research limitations/implications – This paper is conceptual and seeks to raise questions surrounding the under-examined area of B2B customer experience. As a consequence, it has inevitable limitations resulting from the lack of empirical evidence to support the reconceptualisation. Practical implications – Existing measures of customer experience are problematic when applied in a B2B (services) context. Rather than adopting input- and output-based measures, widely used in a business-to-consumer (B2C) context, a B2B context requires a more strategic approach to capturing and managing customer experience. Focussing on strategically important issues should generate opportunities for value co-creation and are more likely to involve outcomes-based measures. Social implications – Improving the understanding of customer experience in a B2B context should allow organisations to design better services and consequently enhance the experiences of their employees, their customers and other connected actors. Originality/value – This paper critiques the current approach to measuring customer experience in a B2B context, drawing on contemporary ideas of value-in-use, outcomes-based measures and “Big Data” to offer potential solutions to the measurement problems identified. en_US
dc.language.iso eng en_US
dc.publisher Emerald en_US
dc.relation.ispartofseries Journal of Services Marketing;31 (2), pp. 172-184
dc.relation.uri http://dx.doi.org/10.1108/JSM-10-2016-0350
dc.rights This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here http://ulir.ul.ie. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald en_US
dc.subject B2B customer experience en_US
dc.subject B2B services en_US
dc.subject outcomes-based measures en_US
dc.title Strategic B2B customer experience management: the importance of outcomes-based measures en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.date.updated 2017-12-20T09:05:01Z
dc.description.version ACCEPTED
dc.identifier.doi 10.1108/JSM-10-2016-0350
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US
dc.internal.rssid 2697698
dc.internal.copyrightchecked Yes
dc.identifier.journaltitle Journal Of Services Marketing
dc.internal.authorcontactother lisa.omalley@ul.ie
dc.description.status peer-reviewed


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