자연주의적 탐구조사(Naturalistic Inquiry)

Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output The dominant logic focused on tangible resources, embedded value, and transactions Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators

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Evolving to a New Dominant Logic for Marketing

世界経済・社会統計 = World development indicators

https://link.springer.com/content/pdf/10.2307%2F3343168.pdf

Development as Freedom

Driven by more demanding customers, global competition, and slow-growth economies and industries, many organizations search for new ways to achieve and retain a competitive advantage. Past attempts have largely looked internally within the organization for improvement, such as reflected by quality management, reengineering, downsizing, and restructuring. The next major source for competitive advantage likely will come from more outward orientation toward customers, as indicated by the many calls for organizations to compete on superior customer value delivery. Although the reasons for these calls are sound, what are the implications for managing organizations in the next decade and beyond? This article addresses this question. It presents frameworks for thinking about customer value, customer value learning, and the related skills that managers will need to create and implement superior customer value strategies.

Customer value: The next source for competitive advantage

Brand equity is very important to marketers of consumer goods and services. Brand equity facilitates in the effectiveness of brand extensions and brand introductions. This is because consumers who trust and display loyalty toward a brand are willing to try to adopt brand extensions. While there have been methods to measure the financial value of brand equity, measurement of customer‐based brand equity has been lacking. Presents a scale to measure customer‐based brand equity. The customer‐based brand equity scale is developed based on the five underlying dimensions of brand equity: performance, value, social image, trustworthiness and commitment. In empirical tests, brands that scored higher on the customer‐based brand equity scale generally had higher prices. Discusses the implications for managers.

Measuring customer‐based brand equity

As we enter the twenty-first century, the marketing function remains concerned with serving customers and consumers effectively. The authors propose that just as the marketing function gradually shifted from mass marketing to segmented marketing in the twentieth century, it will increasingly move toward customer-centric marketing in the next century. In the practice of customer-centric marketing, the marketing function seeks to fulfill the needs and wants of each individual customer. The antecedents of customer-centric marketing are the increasing pressure on firms to improve marketing productivity, increasing market diversity in household and business markets, and technology applicability. On the basis of the shift toward customer-centric marketing, the authors expect increased importance of marketing as a “supply management” function, customer outsourcing, cocreation marketing, fixedcost marketing, and customer-centric organizations. This article highlights the implications of customer-centric marketing as well as the boundary conditions that will affect its adoption.

/pdf/the-antecedents-and-consequences-of-customer-centric-27fbwupjak.pdf

The Antecedents and Consequences of Customer-Centric Marketing:

https://www.jagsheth.com/wp-content/uploads/2015/12/Supplier-Relationships-Emerging-Issues-and-Challenges.pdf

Supplier relationships: Emerging issues and challenges

Waiting for a sales renaissance in the fourth industrial revolution: Machine learning and artificial intelligence in sales research and practice

https://isiarticles.com/bundles/Article/pre/pdf/22842.pdf

Arun Sharma

Papers

Measuring customer‐based brand equity

The Antecedents and Consequences of Customer-Centric Marketing:

Supplier relationships: Emerging issues and challenges

Waiting for a sales renaissance in the fourth industrial revolution: Machine learning and artificial intelligence in sales research and practice

The impact of the product to service shift in industrial markets and the evolution of the sales organization