Customer intimacy

Brock, Jürgen Kai‐Uwe; Zhou, Josephine Yu

doi:10.1108/08858621211236043

Cited by 54 publications

(19 citation statements)

References 77 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%

“…In the same context, another studyalso determinedthe customer strategy used byorganisations to enhance their performance. Brock & Zhou (2012) determined that customer intimacy strategy supports the performance of UK and German organisations with the help of making closeness, understand the perceptions and mutual understanding with customers and other stakeholders. Both studies of Tuominen et al (2001) and Brock & Zhou (2012) have failed to identify the scales applied to measure the customer intimacy level.…”

Section: Customer Intimacy and Organisational Performancementioning

confidence: 99%

“…Brock & Zhou (2012) determined that customer intimacy strategy supports the performance of UK and German organisations with the help of making closeness, understand the perceptions and mutual understanding with customers and other stakeholders. 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.…”

Section: Customer Intimacy and Organisational Performancementioning

confidence: 99%

“…Likewise, trust also made a positive impact on customers which helps the organization to move to a more competitive level (Gupta, 2008;ISB, 2016;Mitra, 2006). Similarly, closeness and value perception (Brock & Zhou, 2012;Abosag & Lee, 2013;Todeva & Knoke, 2005) and customer need (Nakata & Zhu, 2006;Noble, Sinha, & Kumar, 2002) were also assessed. Those studies did not provide the details about what extent of customer intimacy led to achieving the competitive advantage.…”

Section: Customer Intimacy and Competitive Advantagementioning

confidence: 99%

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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%

Section: Customer Intimacy and Organisational Performancementioning

confidence: 99%

Section: Customer Intimacy and Competitive Advantagementioning

confidence: 99%

See 3 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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How brand self‐disclosure helps brands create intimacy with customers: The role of information valence and anthropomorphism

Huaman-Ramirez

Lunardo

Vásquez‐Parraga

2021

Psychology and Marketing

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Although the notion of self-disclosure has received wide attention since the new millennium, most studies on this topic focus on consumer disclosure, leaving unexamined if brands could benefit from self-disclosure. Therefore, the question remains unanswered if the positive effects of brand self-disclosure on important relational and transactional variables observed in other contexts than consumer-brand relationships would be observed if self-disclosure was made by brands. This study addresses this question, specifically discussing if brand self-disclosure can enhance brand trust and willingness-to-buy (WTB) through the mediating effect of brand intimacy. Results from two scenario-based experiments indicate that engaging in self-disclosure-that is, disclosing some information that was kept unknown so far-helps brands create intimacy and trust with consumers, leading these individuals to exhibit higher WTB. Further, results show that all selfdisclosures are not equal, and it is when the brand engages in the disclosure of positive (vs. negative) information that consumers perceive more brand intimacy, and this even more when such information is disclosed in an anthropomorphic manner. These findings thus provide consistent empirical evidence showing that brand self-disclosure-if providing positive information in an anthropomorphic manner-can serve as a critical tool for brands in their relationships with customers.brand anthropomorphism, brand intimacy, brand self-disclosure, brand trust, willingness-to-buy (WTB) | INTRODUCTIONBrands have more than ever started sharing information that was previously not released to consumers. One particular type of such information pertains to the way products are made or what raw materials comprise them. This trend is particularly salient in the food service industry, with, for instance, McDonald's having revealed in the United States in 2014 how they make their French fries and nuggets. In 2015 in France, Ferrero divulged how they manufacture their Nutella products.Restaurants also have shared information about recipes and ingredients of dishes. For example, in the United States, in New Haven, Trinity Bar & Restaurant shared its butternut squash soup recipe and, in Wilmington, Goat Restaurant shared its mushroom soup recipe. Considering that it is not common for consumers to receive such information from brands about how their products are made, this deliberate brand self-disclosureor the act of revealing product information about the production process, which is usually kept private (Collins & Miller, 1994)-of such information might influence consumer perceptions and eventually consumer-brand relationships.

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Bringing Industrial Software to Market: Managerial Challenges and an Agenda for Future Research

Jarotschkin

Habel

Eggert

et al. 2023

Serving the Customer

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Customer intimacy

Cited by 54 publications

References 77 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

How brand self‐disclosure helps brands create intimacy with customers: The role of information valence and anthropomorphism

Bringing Industrial Software to Market: Managerial Challenges and an Agenda for Future Research

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