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Marketing & HR: co-creating customer experience

Marketing & HR: co-creating customer experience. Barbara Oldridge – DBA 23. Agenda. Purpose of presentation Deconstructing the working research question Key literature streams and relationships Key themes from the Customer Experience and Brand literature

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Marketing & HR: co-creating customer experience

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  1. Marketing & HR: co-creating customer experience Barbara Oldridge – DBA 23

  2. Agenda • Purpose of presentation • Deconstructing the working research question • Key literature streams and relationships • Key themes from the Customer Experience and Brand literature • The Marketing/HR Dyad: a research opportunity • Relevance of the proposed research • Q & A

  3. Purpose of presentation I want to: • Create a picture of the territory under study • Establish links between the 3 key literature streams • Identify relevant concepts in the Brand and Customer Experience stream • Keep everyone awake and, preferably, interested! • I would like you to: • Get involved: don’t save your comments and questions until the end • Contribute examples • Identify omissions and opportunities

  4. Deconstructing the working research question “What do Marketing and HR do together in branded service businesses?” • Choice of functions = reflects my professional background and area of interest and will impact on each aspect of the research • What They Do = focus on content of the relationship • what issues are the focus of joint efforts? • division of labour – who does what and when? • where and how is the brand present in this work? • Branded = a means of differentiation • Service = a way of focusing the study – “the locus of service brand impact is usually the company brand” (Berry 2000)

  5. Key literature streams & relationships • Marketing • ‘Future of’ • Services • Market Orientation • HR • ‘Future of’ • Business Partnership Cross-functional relationship Brand (internal and external) Internal Customers External Customers Customer Experience

  6. What is a brand? • A consumer’s collection of perceptions (Fournier 1998) • Visual and verbal representations associated with firms and their services (Drawbaugh 2001) • “the term ‘brand’ has become so overdefined that its meaning is variable” (Stern 2006) • A vehicle to deliver a differentiated service (Aaker 2004)

  7. Why ‘branded service’? • “We are beginning to realize that the most valuable asset in all organizations, whether they are nonprofit or forprofit, are their intangible brands and what they symbolize. These intangibles whether they be for the Catholic Church, Arthur Andersen, Firestone, or Intel are where most value of the firm resides.” (Vargo & Lusch 2004) • European law requires listed companies to include acquired intangible assets – including brands – on their balance sheets (IFRS 2005) • The total value of the world’s Top 100 Most Valuable Global Brands = $1.9 trillion = +2% y/y (Source:WPPBrandZ 2009)

  8. The branding strategy goal is to reinforce ... service experience with ... brand presentation.....the need to turn a marketer-articulated brand into a customer-experienced brand” (Berry 2000)

  9. Strategies for cultivating brand equity • Orchestrating service clues: • Functional clues: (actual functioning of the service) • Mechanic clues: (emitted by things) • Humanic clues: (emitted by people and pegged to employee roles) (Berry et al 2002) Literature streams on internal marketing, employer branding and employee engagement have roots in Berry’s work

  10. Customer Experience concepts • Experiential consumption: emphasis is on emotions, context and symbolic aspects; value isnot in the object of consumption but the experience of consumption (Holbrook & Hirschmann 1982) • Purpose: “The aim of customer experience management is to enhance relationships with customers and build customer loyalty” (Frow & Payne 2007) “The primary influence for customers who actually have experienced the service is the experience” (Berry 2000) • The goal of the ‘excellent’, ‘ideal’ or ‘perfect’ customer experience (Frow & Payne 2005 Hair et al 2008)

  11. Examples of branded experience

  12. The best known (perhaps).....

  13. TheMarketing/HR Dyad: a research opportunity • Only 3 research studies involving these two functions • “The Impact of Integration Mechanisms on Marketing/HR Dynamics” (Chimhanzi 2005) • “Obtaining employee commitment to living the brand of the organisation” (Boyd & Sutherland 2006) • “Interacting contributions of different departments to brand success” (de Chernatony & Cottam 2009)

  14. Summary • Links between various literature streams enables identification of a research gap • Currently no theory/ies on the specific proposed research question ⇨ • Opportunity for theory-building study

  15. Relevance of the research question • Contribution to theory: • Theory building in a sparsely researched field • Contribution to practice: • Identification of levers for improved brand ROI • Provision of a script for the Marketing/HR relationship • Stimulate re-orientation of HR from internal to external customers

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