The product is me: Hyper-personalized consumer goods as unconventional luxury

Rosenbaum, Mark S.; Ramírez, Germán Contreras; Campbell, Jeffrey R.; Klaus, Philipp

doi:10.1016/j.jbusres.2019.05.017

Cited by 32 publications

(21 citation statements)

References 49 publications

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“…For instance, the creation of virtual realities can shape customer purchase decisions favorably (Kang et al, 2020). Combining the changed consumer mindset, which involves being exposed to online shopping's benefits, being increasingly convenience-focused, consumers not wanting to put themselves in harm's way, and, in the luxury context, being unhappy with in-store experiences to begin with, new means of immersive virtual shopping hold opportunities not only generally but also particularly in the luxury CX context (Rosenbaum et al, 2019). An excellent example of how luxury companies can use insights about the new consumer mindset is the newly created virtual world of Decentraland.…”

Section: Employmentrecalibrating Life-work Balancementioning

confidence: 99%

Applying the EEE customer mindset in luxury: reevaluating customer experience research and practice during and after corona

Klaus

Manthiou

2020

JOSM

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PurposeThis paper’s objective is to raise awareness of how customer experience (CX) research, a key construct of modern-day service research, needs to be revisited in view of the pandemic. Particularly, we examine whether CX-related service research constructs, models and frameworks need to be reevaluated during and after the Corona crisis and if so, how and why? Moreover, this paper contributes to CX research by analyzing the customer mindset from three perspectives: emotions, employment and expectations (EEE).Design/methodology/approachWe critically review current CX practices and investigate the impact on how customers perceive services in this time of crisis.FindingsBased on this critical analysis, we discuss implications for research and practice with reference to the example of the luxury industry with its historical emphasis on the CX. This discussion leads to related propositions and research directions through Corona and beyond.Originality/valueWe investigate the current customer mindset in more detail, which we divide into three main themes: emotions, employment and expectations (EEE).

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Section: Employmentrecalibrating Life-work Balancementioning

confidence: 99%

Applying the EEE customer mindset in luxury: reevaluating customer experience research and practice during and after corona

Klaus

Manthiou

2020

JOSM

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“…However, there is no consensus on either how to define luxury (Ko et al , 2016), or on the role of CX in luxury (Holmqvist et al , 2020). Luxury is conceptualized as complex, heterogeneous, context-specific and individual in nature (Rosenbaum et al , 2019). Despite this rather broad, holistic conceptualization, researchers agree on some of luxury’s common features.…”

Section: Introductionmentioning

confidence: 99%

What matters most to ultra-high-net-worth individuals? Exploring the UHNWI luxury customer experience (ULCX)

Klaus

2021

JPBM

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Purpose This study aims to explore the customer experiences (CXs) of an under-researched luxury client segment, the ultra-high-net-worth individuals (UHNWI) in three settings, yacht-made clothing services, chartering a yacht and art collection. Design/methodology/approach The author conducted 13 interviews with UHNWI, enquiring about their experiences with different services. The author collected and analyzed the data using a recommended three-step approach: in-depth interviews using soft-laddering; coding and purifying data through a systematic approach and hierarchical coding; and using the emerging consensus technique to scrutinize and validate the emerging themes. Findings This study revealed UHNWI drivers or purchasing and repurchasing behavior as (mis)managing expectations, personal relationships with personnel and achieving convenience-driven time savings. The corresponding conceptual framework is the UHNWI luxury CX. Practical implications This study reveals how über luxury brand managers need to carefully manage the UHNWI clientele expectations, focusing their investment on their brand personnel and the way they can save their clients’ valuable time. Originality/value This study is the first to explore UHNWI perceptions of their experience with über luxury providers across multiple contexts. This study highlights that the luxury experience, not the acquisition and owning of luxury goods, drives the UHNWI decision-making and purchase behavior.

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“…Second, in securing private and public esteem dimensions, program managers should closely monitor both individual members' expectations and satisfaction as well as the general public's impression of the membership program. Customers' purchase of luxury services foster affiliations with aspirational membership groups and avoids perceived out-groups (Escalas & Bettman, 2003, 2005Rosenbaum et al, 2019). Therefore, hotel managers must understand the defining characteristics of membership groups target customers who aspire to join in conjunction with out-group attributes they prefer to avoid.…”

Section: Managerial Implicationsmentioning

confidence: 99%

The Loyalty Program for Our Self-Esteem: The Role of Collective Self-Esteem in Luxury Hotel Membership Programs

Shin

Back

Lee

et al. 2021

Cornell Hospitality Quarterly

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This research explores the social mechanism of luxury hotel membership programs and extends current loyalty program literature that has mainly examined membership programs from a mental-accounting perspective. By building upon the social identity theory, this study posits that luxury hotel membership programs provide social platforms, allowing members to construct a collective identity and collective self-esteem. Consequently, collective self-esteem is proposed as an antecedent of customer–brand relationship constructs, such as commitment, switching resistance, and word of mouth. Members from two South Korean luxury hotel membership programs were recruited to participate in a survey to test these constructs’ relationship, and findings demonstrate that membership programs’ effectiveness in cultivating a robust customer–brand relationship is contingent upon members’ collective self-esteem with the program. This correlation involves the four dimensions of collective self-esteem: membership esteem, private esteem, public esteem, and importance to identity. This study is preeminent to the current literature by identifying a critical psychological mechanism, which luxury hotel brand managers can leverage to successfully launch a membership program that ultimately cultivates enduring customer–brand relationships. The results of this study also suggest several managerial implications for hotel marketers to effectively design and manage membership programs by considering collective self-esteem’s four dimensions.

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The product is me: Hyper-personalized consumer goods as unconventional luxury

Cited by 32 publications

References 49 publications

Applying the EEE customer mindset in luxury: reevaluating customer experience research and practice during and after corona

Applying the EEE customer mindset in luxury: reevaluating customer experience research and practice during and after corona

What matters most to ultra-high-net-worth individuals? Exploring the UHNWI luxury customer experience (ULCX)

The Loyalty Program for Our Self-Esteem: The Role of Collective Self-Esteem in Luxury Hotel Membership Programs

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