The impact of Covid-19 on customer journeys: implications for interactive marketing

Abstract

PurposeThe Covid-19 pandemic and the related closures and lockdowns have changed how consumers shop for products and how they consume them. In this paper, the authors focus on how customers' journeys from the awareness stage down to purchase and loyalty stages have been impacted by the pandemic across different product categories and markets and how they affect the same post-pandemic. The authors propose directions for future research based on our analysis.Design/methodology/approachAnalyzing the components of customer utility, the authors provide the basis for the rapid shift towards online and digital touchpoints and the nature of emerging interactions between firms and consumers. The authors highlight those areas where changes could be permanent.FindingsThe authors show why some of the changes due to the Covid-19 pandemic could be permanent and irrevocable and what this implies for firms' strategies to acquire, retain, and grow their business with their customers.Originality/valueThe authors highlight why omnichannel strategies are the way for firms to thrive in the post-pandemic marketplace, and outline areas for future research that will allow researchers to examine how customer journeys will evolve post-pandemic.

Why do consumers prefer a hometown geographical indication brand? Exploring the role of consumer identification with the brand and psychological ownership

“…The Covid‐19 pandemic has had a significant effect on the economy and consumers’ daily lives (Cho et al., 2022) and consumption patterns (Kannan & Kulkarni, 2022; Wang et al., 2022). Consequently, there emerges a paradigm shift in consumer behavior (Gordon‐Wilson, 2022; Kursan Milaković, 2021; Nayal et al., 2021; Rayburn et al., 2022; Sharma et al., 2021; Sheth, 2020; Yap et.al, 2021).…”

The Fitness Services During the Covid-19 Pandemic in Relation to Membership Customer Behaviors: A Case in Vietnam

“…The traditional fitness service requires both tangible actions and interaction in persons, therefore the business operational services is higher likely to be considered as laggards, as both customers and firms are reluctant yet forced to change (based on the prototype introduced by John & Thakur (2021). Kannan & Kulkarni (2021) mentioned the primary challenge for firms during the pandemic was the loss of customers without clear time, condition, and methods to regain, which implied the importance of omnichannel initiatives (especially online channels) as the most beneficial approach to remain connectedness to customers. The loss in the number of customers post COVID-19 can be attributed by the fact that a major group of membership customers are shifting to more affordable forms of fitness activities, including casual ones such as jogging/biking and online fitness solutions (Ducharme, 2021).…”

Management of Customer Lifetime Value in Organizations

“…CLV can also refer to the value created by a group of customers of the cumulative value created by all the customers of the company. So, CLV may be defined as "the sum of lifetime values of all customers" (Kannan & Kulkarni, 2021). Customer lifetime value is also referred to as customer equity.…”