Emotional Intelligence in Marketing Exchanges

Kidwell, Blair; Hardesty, David M.; Murtha, Brian R.; Sheng, Shibin

doi:10.1509/jmkg.75.1.78

Cited by 74 publications

(48 citation statements)

References 57 publications

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“…While it has not been widely discussed in marketing, emotional intelligence plays a critical role in the buying process and consumption experience. For instance, salespeople with high emotional intelligence can develop longer relationships with customers and increase sales revenue (Kidwell, Hardesty, Murtha, & Sheng, 2011). From the consumer experience standpoint, we suggest that managers relate the dimensions of their brand personality to the type of intelligence the brand reflects and use the four dimensions of childlike behavior to trigger cognitive or emotional stimulation accordingly.…”

Section: Managerial Implicationsmentioning

confidence: 98%

Consumer Neoteny

Oliver

2016

Evol Psychol

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This research explores childlike consumer behavior from an evolutionary perspective. More specifically, it uses the concept of neoteny to show that the retention of ancestors' juvenile characteristics is related to specific behaviors. The results of factor analyses conducted on a UK sample (n ¼ 499) and a French sample (n ¼ 292) 7 years later indicate four dimensions of childlike consumer behavior, namely, stimulus seeking, reality conflict, escapism, and control of aggression.

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Section: Managerial Implicationsmentioning

confidence: 98%

Consumer Neoteny

Oliver

2016

Evol Psychol

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“…In other words, people have various beliefs and desires that they aim to fulfill (e.g., by engaging in tourism activities), and their emotional experiences or feelings indicate how those beliefs and desires have been met through the interaction with their surroundings. Kidwell et al [26] show that emotions have a central role in marketing and sales actions. Therefore, tourism companies are developing mobile applications with the aim of increasing customer satisfaction and improving the marketing and sales success of their tourism services.…”

Section: Emotional Requirements In Mobile Applicationsmentioning

confidence: 99%

Managing Emotional Requirements in a Context-Aware Mobile Application for Tourists

Dirin¹,

Laine²,

Alamäki³

2018

Int. J. Interact. Mob. Technol.

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Abstract-The objective of this study was to unveil the importance of emotions and feelings in developing mobile-based tourism applications. We gathered and analyzed emotional requirements to develop a mobile context-aware application for tourists. Emotional requirements are non-functional requirements affecting users' emotional experiences around using applications, which are important for sustainable application usage. Many tourism applications exist, but were designed without considering emotional requirements or related UX factors and emotions. We developed a proof-of-concept prototype servicebased context-aware tourism application (SCATA), and users participated in the design and evaluation processes. Emotional requirements are key to sustainable usage, especially regarding security. This paper details the application design and evaluation processes, emotional requirements analysis in each design phase, and the emotional effects of content accessibility in the application's offline mode in unknown environments. The results show that trust, security, adjustability, and reliability are important factors to users, especially in unknown environments.

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“…Research in the B2C field thus proposes several potential antecedents of organizational performance, such as front-line employees' customer orientation (Brach et al, 2015;Brown et al, 2002;Hennig-Thurau and Thurau, 2003), emotional labour (Groth et al, 2009;Walsh and Bartikowski, 2013) or emotional intelligence (Kidwell et al, 2011;McFarland et al, 2016;Rozell et al, 2004). But constructs from a B2C setting might not extend to B2B professional service settings, where firm-customer relationships differ notably from those involving traditional, consumer end-users.…”

Section: Introductionmentioning

confidence: 99%

“…It is positively associated with customer satisfaction, repurchasing intentions, word of mouth (Boxer and Rekettye, 2011;Kernbach and Schutte, 2005) and employee performance (Kidwell et al, 2011;Sy et al, 2006). A wealth of research thus investigates front-line employees' emotional intelligence and relevant downstream variables, though three elements appear missing.…”

Section: Introductionmentioning

confidence: 99%

Emotional intelligence in front-line/back-office employee relationships

Kearney

Walsh²,

Barnett

et al. 2017

JSM

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Purpose This paper aims to undertake a simultaneous assessment of interdependence in the behaviours of front-line and back-office employees and their joint effect on customer-related organisational performance. It also tests for a moderating influence of the emotional intelligence of front-line salespeople and back-office employees. Design/methodology/approach The sample comprises 105 front-line sales employees and 77 back-office employees. The customer-related organisational performance data come from a UK business-to-business (B2B) electronics company. With these triadic data, this study uses partial least squares to estimate the measurement and structural models. Findings Salespeople’s customer orientation directly affects customer-related organisational performance; the relationship is moderated by salespeople’s emotional intelligence. The emotional intelligence of salespeople also directly affects the customer-directed citizenship behaviour of back-office employees. Furthermore, the emotional intelligence of back-office staff moderates the link between the emotional intelligence of salespeople and back-office staff citizenship behaviour. Back-office staff citizenship behaviour, in turn, affects customer-related organisational performance. Originality/value The emotions deployed by employees in interactions with customers clearly shape customers’ perceptions of service quality, as well as employee-level performance outcomes. However, prior literature lacks insights into the simultaneous effects of front-line and back-office employee behaviour, especially in B2B settings. This paper addresses these research gaps by investigating triadic relationships – among back-office employees, front-line employees and customer outcomes – in a B2B setting, where they are of particular managerial interest.

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Emotional Intelligence in Marketing Exchanges

Cited by 74 publications

References 57 publications

Consumer Neoteny

Consumer Neoteny

Managing Emotional Requirements in a Context-Aware Mobile Application for Tourists

Emotional intelligence in front-line/back-office employee relationships

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