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

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Show simple item record Zolkiewski, Judy Story, Victoria Burton, Jamie Chan, Paul Gomes, Andre Hunter-Jones, Philippa O'Malley, Lisa Peters, Linda D. Raddats, Chris Robinson, William 2017-12-20T09:16:59Z 2017-12-20T09:16:59Z 2017
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.rights This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here 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 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.description.status peer-reviewed

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