Towards a Model for Measuring Customer Intimacy in B2B Services

Habryn, Francois; Satzger, Gerhard; Kölmel, Bernhard

doi:10.1007/978-3-642-14319-9_1

Cited by 14 publications

(9 citation statements)

References 17 publications

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“…For instance, studies showed good and significant effect on organisational performance and customer intimacy like (Wang & Lo, 2003;Yim, Tse, & Chan, 2008;Tuominen, Rajala, & Möller, 2001;Habryn, Blau, Satzger, & Kölmel, 2010;Brock & Zhou, 2012) in developed countries; and in developing countries like (Wang & Lo, 2003;Yim, Tse, & Chan, 2008). Similarly, the relationship was observed in competitive advantage aspect.For example; in the U.S. (Yim, Tse, & Chan, 2008;Bügel, Buunk, & Verhoef, 2010); Sweden , the U.K. Anderson, Healey, & Locke, 2005;Gooderham, 2016) and India (Indian Institute of Technology Bombay, 2016;Kamath, 2016).…”

Section: Findings and Discussionmentioning

confidence: 72%

“…In developed countries, studiessuch as (Wang & Lo, 2003;Yim, Tse, & Chan, 2008;Tuominen, Rajala, & Möller, 2001;Habryn, Blau, Satzger, & Kölmel, 2010;Habryn, Blau, Satzger, & Kölmel, 2010;Brock & Zhou, 2012) have identified the positive relationship between customer intimacy and organisational performance in different countries. However, these studies have failed to provide in-depth information on a specific strategy that the companies have adopted to interact with customers.…”

Section: Customer Intimacy and Organisational Performancementioning

confidence: 99%

“…Both studies of Tuominen et al (2001) and Brock & Zhou (2012) have failed to identify the scales applied to measure the customer intimacy level. This gap was filled in the study of Habryn et al (2010) used a performance indicator called "Customer Intimacy Grade (CIG)" in Switzerland B2B organisations tomeasure the relationship of customers, team members, employees and the whole organisation. Habryn identified that the B2B organisations interact well with their customers and others via providing solutions to the challenges.…”

Section: Customer Intimacy and Organisational Performancementioning

confidence: 99%

See 2 more Smart Citations

Value Discipline Dimensions on Organisational Performance and Competitive Advantage: A Study on Pharmaceutical Companies in Diabetes Care

Bharadwaj¹,

Farooq²,

Jena³

2017

IJMS

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Purpose: Recent studies highlighted the increase of competiveness and fluctuation in pharmaceutical market share, the industry facing tremendous pressure. Hence the sector has the necessity to embrace the goal of delivering their products and services with value. Specifically, diabetes care in the pharmaceutical industry has been an important agenda for providing high quality services and products to the customers in past few decades. Therefore, the present paper critically views the impact of value discipline dimensions on organizational performance and competitive advantage of diabetes care in both developed and developing countries.Design/ methodology/ Approach: This research involves in secondary data collection due to achieving the objectives framed. Moreover, it perceives the association between the variables is not possible, conducting interviews with respondents in both developed and developing countries are also difficult Findings: The finding shows that there is animpact of value discipline dimensions on organizational performance and competitive advantage of diabetes care in both developed and developing countries via secondary data collection method. Research Limitations/ Implications:This study is limited to secondary research and all the findings inferred are from the information available from secondary sources. Practical implications:The impact of value discipline dimensionson organizational performance and competitive advantage of diabetes care is effective in the context of both developed and developing countries. Originality/ Value: Understanding the value discipline dimensions impact on organizational performance and competitive advantage of diabetes care is anew one. Hence this paper proposes this concept in both developed and developing countries perspective.

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Section: Findings and Discussionmentioning

confidence: 72%

Section: Customer Intimacy and Organisational Performancementioning

confidence: 99%

Section: Customer Intimacy and Organisational Performancementioning

confidence: 99%

See 1 more Smart Citation

Value Discipline Dimensions on Organisational Performance and Competitive Advantage: A Study on Pharmaceutical Companies in Diabetes Care

Bharadwaj¹,

Farooq²,

Jena³

2017

IJMS

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“…Therefore, we also added the 'layout' as an additional factor class to the environmental influence factors. As stated by [35] the involvement of the customer by the provider and their relationship is important for the value co-creation. We aggregated those external factors under the 'influence of the service environment' (SE) as follows: (E) the environment in which a services is provided, (L) the layout how a service is provided and (RI) the relationship between provider and customer.…”

Section: Derivation Of the Frameworkmentioning

confidence: 98%

Towards a Framework of Influence Factors for Value Co-creation in Service Systems

Hottum

Kieninger

Brinkhoff

2015

Lecture Notes in Business Information Processing

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Abstract. According to modern service science theory, value is jointly generated by several partners forming a service system. In this work, we focus on a simple two-party system consisting of a service provider and its customer. The value created by this service system hinges on the contribution of both parties. That is, it also depends on the collaboration of the customer, which is a key characteristic of services in traditional definitions. Providers, however, lack knowledge on how to identify and measure the influence factors for value cocreation, such as customer contribution. Being aware of customer contribution, providers could design and manage value propositions purposefully. In this work, we provide a first version of a framework of influence factors for value co-creation in service systems, which may serve providers as a guideline for identifying different types of customer contribution.

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“…design of the physical environment) factors. Previous research on customer intimacy mainly focused on these interpersonal factors and have stated intangible antecedents, such as customer knowledge, operational flexibility, and employee competence (Habryn et al, 2010;Treacy and Wiersema, 1993). A key parameter that is neglected is the tangible (i.e.…”

Section: Customer-perceived Intimacymentioning

confidence: 99%

Design Supporting a ‘Customer-Perceived Intimacy’-Strategy in Healthcare Services

Martens

Herssens

Delcourt

2019

Proc. Int. Conf. Eng. Des.

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Given that we live in a time within a growing competitive healthcare market, the customer experience and healing opportunities are on top of the priority list. However, little attention has been dedicated on how to merge the disciplines of architecture, healthcare and management to create healthcare environments to enhance the customer experience and the healing process. The goal of this paper is to explore how design can foster customer-perceived intimacy within a healthcare context to achieve enhanced customer outcomes, such as customer well-being. Understanding the importance of customer- perceived intimacy is paramount, as customers are constantly exposed to intimate situations. The study suggest that there is potential for such situations to be wrought with problems involving complexities associated with human cognition, emotions, physiological responses, and behaviors. A literature review is undertaken to highlight the antecedents and the short-term and long-term outcomes of customer- perceived intimacy. As a result, the paper provides a conceptual framework that raises many questions that need to be answered. In doing so, a solid foundation for future inquiry has been laid.

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Towards a Model for Measuring Customer Intimacy in B2B Services

Cited by 14 publications

References 17 publications

Value Discipline Dimensions on Organisational Performance and Competitive Advantage: A Study on Pharmaceutical Companies in Diabetes Care

Value Discipline Dimensions on Organisational Performance and Competitive Advantage: A Study on Pharmaceutical Companies in Diabetes Care

Towards a Framework of Influence Factors for Value Co-creation in Service Systems

Design Supporting a ‘Customer-Perceived Intimacy’-Strategy in Healthcare Services

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