Customer Experience: Are We Measuring the Right Things?

International Journal of Market Research - Tập 53 Số 6 - Trang 771-772 - 2011
Stan Maklan1, Philipp Klaus2
1Cranfield School of Management
2ESCEM School of Business and Management

Tóm tắt

Marketing theory and practice evolved dramatically through a series of transformations from products to services and, recently, customer experiences. Each stage has its own perspective on marketing's purpose, the nature of customer value, and measurements that calibrate performance and guide managerial decisions. The latter is of particular interest to market researchers. Measurement (research) typically lags behind changes in marketing theory due to institutional factors and the time it takes for new practices to diffuse. The authors posit that firms still measure customer experience against criteria more suited to evaluating product and service marketing. Research practice seems rooted in 1990s notions of service quality, itself an outgrowth of total quality management (TQM) originating in manufacturing during the 1980s. The authors argue that market researchers will serve their organisations and customers better if they take an active role in updating the customer experience measurement commensurate with advances in the conceptualisation of that which firms offer customers.

Từ khóa


Tài liệu tham khảo

10.1177/00222429990634s114

10.1509/jmkg.68.4.172.42723

10.1177/002224299405800304

10.1287/mksc.16.2.129

10.1086/209331

10.1086/317593

10.1243/09544054JEM858

10.1509/jmkg.66.2.120.18470

10.1016/S0022-4359(97)90013-0

Berry L., 2002, Sloan Management Review, 43, 85

10.5465/AMP.2006.20591004

10.1108/09564239710185398

10.1177/1470593106066797

10.1108/03090569610105762

10.1509/jmkg.69.2.1.60755

10.1509/JMKG.72.3.048

10.1108/EUM0000000000007

10.1177/002224377901600110

10.1509/jmkg.66.3.33.18500

10.1177/002224299205600304

10.1177/1094670507309594

10.1509/jmkg.70.1.003.qxd

10.2501/S147078531020166

10.1016/j.emj.2007.08.005

Gilmore J., 1997, Strategy & Leadership, 25, 10

10.1108/10878570210435306

Glaser B., 1967, The Discovery of Grounded Theory.

10.1177/147078530604800102

10.1080/0267257X.1994.9964283

10.1509/jmkg.69.3.115.66364

10.1016/0167-8116(95)00022-T

10.1509/jmkg.2005.69.4.210

10.1177/002224299606000304

10.1509/jmkg.69.2.84.60760

10.1509/jmkg.71.3.039

10.1057/palgrave.bm.2550121

Klaus P., 2011, Journal of Service Management, 23, 1

Lemke F., 2010, Journal of the Academy of Marketing Science.

Levitt T., 1976, Harvard Business Review, 54, 63

10.1108/09564239710166272

10.1108/03090560910989957

10.1108/08876049110035675

Meyer C., 2007, Harvard Business Review, 85, 116

10.1177/147078530404600401

Parasuraman A., 1988, Journal of Retailing, 64, 12

10.1177/1094670504271156

10.1509/jmkg.2005.69.4.167

10.1007/s11747-007-0070-0

Peppers D., 1994, The One-to-One Future.

Pine J., 2004, Brand Strategy, 187, 50

Rayport J., 1994, Harvard Business Review, 72, 141

Reichheld F., 1996, The Loyalty Effect.

Reichheld F., 2006, MIT Sloan Management Review, 47, 73

Reichheld F., 1990, Harvard Business Review, 68, 105

Reynolds T., 1988, Journal of Advertising Research, 28, 11

10.1108/08876049310026105

10.1287/mksc.15.3.280

10.1177/147078530604800603

10.1177/1470593106066798

10.1086/209434

10.1509/jmkg.2005.69.4.26

10.1108/09564230010360182

10.1177/0092070300281006

Strauss A., 1998, Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory, 2

10.1080/09544120120098573

Tax S., 1998, Sloan Management Review, 40, 75

10.1177/147078530805000108

10.1509/jmkg.68.1.1.24036

10.1016/j.jretai.2008.11.001

10.1007/s11747-007-0015-7

10.1108/03090569810224010

Womack J., 2005, Harvard Business Review, 83, 59

10.1177/002224299606000203