Purpose -The purpose of this paper is to develop and apply the sequential incident laddering technique as a novel approach for measuring customer service experiences. The proposed approach aims to correspond with the concept's theoretical foundation in the extant literature. Design/methodology/approach -The paper applies the sequential incident laddering technique to measure customer service experiences. The technique integrates two well-established methods in service marketing: sequential incident and laddering techniques. The data collected from 41 customers in a hotel and restaurant experience context illustrate that the method corresponds with the key themes of the proposed experience concept and experience formation process. Findings -Applying the proposed technique reveals first, the customer's cognitive and emotional responses to company stimuli. Second, the salient customer cognitions and emotions across several episodes of the service interaction process are identified. Third, the personal values which drive the customer's service experience are disclosed.Research limitations/implications -The empirical study is a first illustration of the proposed measurement approach in only one company based on a limited sample size. The methodological contributions and development opportunities for further applications are set out for different contexts and in combination with other methods. Practical implications -The proposed method integrates customer and company-related constructs. Therefore, the data collected can provide managers with guidelines for customer service experience design based on detailed customer feedback. Originality/value -The paper proposes an innovative measurement approach to customer service experiences which can support knowledge development in an important marketing area.

Identifying the right solution customers: a managerial methodology Research Highlights: − Solution customer strategies are not "one-size-fits-all". − Solution customer strategies consider relationship quality to date and customer potential for future solution partnership. − Solution customer strategies are influenced by solution maturity. − Segmenting and targeting should be organised as a strategic sales process with inputs from customers.

PurposeIn a time where stakeholders increasingly demand social, environmental, and economic sustainability, mismanaging suppliers can impose substantial sustainability risks for a company and harm its reputation and business severely. This research explores the implementation of a corporate sustainable supplier strategy designed to cope with such risks from an agency theory perspective.Design/methodology/approachA case study of a multinational enterprise, a provider of leading mobility solutions in the realm of escalators, moving walkways and elevators, is conducted. Data is collected from multiple sources of evidence, including strategy documents, a focus group and semi-structured interviews.FindingsThe study identifies several implementation challenges and coping mechanisms in firstly, the agency relationships between the headquarter and the regional subsidiary units and secondly, the relationships between the regional subsidiary units and their suppliers.Research limitations/implicationsA framework conceptualising the implementation of sustainable supplier strategies is proposed. The framework positions the topic at the interface between supply chain sustainability risk, supplier quality management as well as agency relationships and identifies avenues for further research. The key limitations refer to the single case study methodology and the exclusion of suppliers in the data collection approach.Practical implicationsThe proposed framework can support multinational enterprises in developing corporate sustainability strategies and in implementing them in the supplier network.Originality/valueThe originality of the framework lies in the integrated approach combining supply chain sustainability risk, supplier quality management and triadic agency relationships.

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