The impact of customer experience on brand equity in a business-to-business services setting

Biedenbach, Galina; Marell, Agneta

doi:10.1057/bm.2009.37

Cited by 191 publications

(166 citation statements)

References 56 publications

Supporting

Mentioning

146

Contrasting

Unclassified

Order By: Relevance

“…Cheng and Chieng (2006) found that a strategic experiential module including personal experience and shared experience is positively related to a brand associative network. Biedenbach and Marell (2010) also proved that customer experience directly affects the brand equity and emphasized the importance of interaction between the customer and service supplier. Through the interaction, the customer experience will help the mobile brand equity.…”

Section: Mobile Brand Equitymentioning

confidence: 87%

“…Hackley and Tiwsakul (2006) pointed out that when brands are subsumed within entertainment experiences, the brand that is featured and the brand that serves as the entertainment mutually reinforce each other and provide a powerfully resonant discursive resource for identity formation. Hence, this identity can link the brand with the customer's mind and improve the product's brand awareness, thereby enhancing the formation of brand association (Ambler et al, 2002;Biedenbach & Marell, 2010;Keller, 2003).…”

Section: H3(b)mentioning

confidence: 99%

See 1 more Smart Citation

Product attributes and brand equity in the mobile domain: The mediating role of customer experience

Sheng

Teo

2012

International Journal of Information Management

147

102

View full text Add to dashboard Cite

Section: Mobile Brand Equitymentioning

confidence: 87%

Section: H3(b)mentioning

confidence: 99%

Product attributes and brand equity in the mobile domain: The mediating role of customer experience

Sheng

Teo

2012

International Journal of Information Management

147

102

View full text Add to dashboard Cite

“…Information overload can eventuate in user withdrawal from using OSN. Information quality affects the level of individuals' brand awareness over time (Biedenbach & Marell, 2009;Smith & Swinyard, 1982) and allows these individuals to recognize and recall the brand through the use of travel-related OSNs. We claim that if the information shared on OSN profile is of high quality, it would heighten the awareness of the brand.…”

Section: The Impact Of Information Quality On Brand Awarenessmentioning

confidence: 99%

Generating brand awareness in Online Social Networks

Barreda

Bilgihan

Nusair

et al. 2015

Computers in Human Behavior

250

174

View full text Add to dashboard Cite

“…This focus on experience and interaction is also emphasised by Biedenbach and Marell (2010) who define customer experience as being the result of the customer's interpretation of his or her total interaction with the supplier and the perceived value of each encounter. Managing these interactions end-to-end over the telephone, online, in the depot, and with truck drivers to provide a seamless and consistent experience is the ultimate objective of customer experience management in the road freight industry.…”

Section: [Text Begins Here]mentioning

confidence: 99%

Delivering Loyalty Via Customer Experience Management at DHL Freight

MacGillavry

Wilson

2014

Glob Bus Org Exc

View full text Add to dashboard Cite

The Strathprints institutional repository (https://strathprints.strath.ac.uk) is a digital archive of University of Strathclyde research outputs. It has been developed to disseminate open access research outputs, expose data about those outputs, and enable the management and persistent access to Strathclyde's intellectual output. [Text begins here]The importance of customer experience management (CEM) as a source of competitive advantage has been well documented in many service industries, including retailing, public transportation, hospitality and vehicle repair (Verhoef et al., 2009;Rawson, 2013;Clatworthy, 2012;Johnston and Kong, 2011;Wilson et al., 2012). In the road freight market, however, there are a multitude of companies competing with limited differentiation, resulting in an extreme 2 focus on price. Success and failure are often determined by the ability of the road freight operator to manage costs. These companies, therefore, tend to be very operationally driven, with the customer relationship frequently reduced to that of a simple discussion on price versus service delivery standards.Logistics is a highly complex undertaking. The process of comparing offers, making bookings, preparing shipments, and getting goods to their recipients at the right time is a daunting task, even for the most sophisticated and experienced shippers. Using a customer-focused approach to make this end-to-end journey simple and effective should significantly improve customers'positive perceptions of their road freight operators and engender loyalty to those that can consistently deliver not only their freight, but also a positive business experience.[H1] Customer Experience Management Defined Walter et al. (2010) defined customer experience as the customer's direct and indirect exposure to the service process, including the organization, its facilities, and interactions with the service firm's representatives and other customers. This focus on experience and interaction is also emphasised by Biedenbach and Marell (2010) who define customer experience as being the result of the customer's interpretation of his or her total interaction with the supplier and the perceived value of each encounter. Managing these interactions end-to-end over the telephone, online, in the depot, and with truck drivers to provide a seamless and consistent experience is the ultimate objective of customer experience management in the road freight industry.3 Rawson et al. (2013) discuss managing the whole customer journey from the initial inquiry to the final billing for the service. This means analyzing the various steps from the customer's or shipper's viewpoint rather than from an internal operational perspective. Verhoef et al. (2009) suggest that a company needs to know what is important to customers at each stage of the process and at each -touch point‖ that they experience. Therefore, identifying the key criteria and putting in place measurement tools to assess whether these criteria are being delivered are critical to the effective management...

show abstract

The impact of customer experience on brand equity in a business-to-business services setting

Cited by 191 publications

References 56 publications

Product attributes and brand equity in the mobile domain: The mediating role of customer experience

Product attributes and brand equity in the mobile domain: The mediating role of customer experience

Generating brand awareness in Online Social Networks

Delivering Loyalty Via Customer Experience Management at DHL Freight

Contact Info

Product

Resources

About