This study proposes a conceptual model for customer experience quality and its impact on customer relationship outcomes. Customer experience is conceptualized as the customer's subjective response to the holistic direct and indirect encounter with the firm, and customer experience quality as its perceived excellence or superiority. Using the repertory grid technique in 40 interviews in B2B and B2C contexts, the authors find that customer experience quality is judged with respect to its contribution to value-in-use, and hence propose that value-in-use mediates between experience quality and relationship outcomes. Experience quality includes evaluations not just of the firm's products and services but also of peer-to-peer and complementary supplier encounters. In assessing experience quality in B2B contexts, customers place a greater emphasis on firm practices that focus on understanding and delivering value-in-use than is generally the case in B2C contexts. Implications for practitioners' customer insight processes and future research directions are suggested.

Close relationships with selected suppliers can enable manufacturers to reduce costs, improve quality and enhance new product development. Although the advantages of close co-operation are widely acknowledged in the literature, the specific attributes of such relationships are not well understood. To address this gap, 39 managers responsible for purchasing were interviewed using a technique from psychology, which is particularly effective at uncovering the characteristics of relationships. This approach is innovative in the context of supplier management research and gave insights into how manufacturers expect more from their suppliers than just reliable deliveries of high-quality, well-priced parts and components. The results of the empirical research enhance our knowledge of the attributes of manufacturer-supplier relationships and also indicate how manufacturers can establish close relationships with selected suppliers. Overall, the study has established the viability of a new approach for understanding the complex topic of manufacturer-supplier partnerships. #

Newcastle University ePrints -eprint.ncl.ac.uk Osei-Frimpong K, Wilson A, Lemke F. Patient co-creation activities in healthcare service delivery at the micro level: the influence of online access to healthcare information. ABSTRACTThe healthcare sector has undergone a number of transformations in recent years, partly due to recent advances in technology. This triggered our study to examine patients' desire to seek health information largely driven by increased access via the Internet and the cumulative impacts on value co-creation. We employed a sequential exploratory design involving a phenomenological approach in the qualitative phase, followed by a quantitative survey design to further our understanding of the influence of technology in co-creating value in healthcare at the micro level. Advances in technology have empowered patients to be informed, which enabled them to play an active role in clinical encounters with the doctor. The findings suggest pre-encounter information search impacts positively on improved service engagement and commitment to compliance with medical instructions. It does this by shaping the nature of interactions; enhancing provider-patient orientation; and increasing their involvement in a shared decision-making process. From a theoretical perspective, our study integrates multiple research perspectives (e.g., access to information, online information seeking and knowledge creation, healthcare consultation models, etc.) and extends research on patient integration, participation, and co-creation of value. The conceptualization of value co-creation activities in this study suggests a need for service providers to adopt delivery approaches that would effectively integrate patient resources to co-create value.

Sciences (Germany) with a first class honours degree in marketing and finance, where he also lectured in business information systems. He holds an MBA from Oxford Brookes University (1996) and is currently studying on a part-time basis for a PhD in marketing at Cranfield.

It is widely accepted that industrial design can play an important role in the development of innovative products, but integrating design‐thinking into new product development (NPD) is a challenge. This is because industrial designers have very different perspectives and goals than the other members of the NPD team, and this can lead to tensions. It has been postulated that the communications between NPD managers and industrial designers are made more difficult because each group uses very different language. This research made the first empirical investigation of the language used by designers and managers in describing “good” and “poor” industrial design. In‐depth interviews were conducted with a sample of 19 managers and industrial designers at five leading companies. Multiple sources of data were utilized, including the repertory grid technique to elicit the key attributes of design, from the perspective of managers and designers. Using a robust, systematic coding approach to maximize the validity and reliability of qualitative data analysis, it was established that managers and industrial designers do not use a completely different vocabulary as previously supposed. Rather, it was found that managers and industrial designers use some common terms augmented by additional terms that are specific to each group: managers are commercially orientated in the “ends” they want to achieve and designers perceive more antecedents (“means”) necessary to achieve their “ends”—iconic design. This research led to a grounded conceptual model of the role of design, as perceived by managers and industrial designers. The implications of the results achieved are wide: they indicate how managers and designers can interact more productively during NPD; they highlight the need for more research on the language of designers and managers; and they point to issues that need to be covered in the education of industrial designers. Finally, this work suggests how managers and designers can engage in a more fruitful dialogue that will help to make NPD more productive.