Ursachen-Wirkungs-Konzepte für Kundenloyalität und Kundenbindung

Töpfer, Armin

doi:10.1007/978-3-540-49924-4_3

Cited by 8 publications

(2 citation statements)

References 22 publications

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“…Previous behaviour is operationalized through purchases and recommendations made up to date and future perspectives are operationalized through repurchasing, recommendation behaviour, and potential cross-selling behaviour. Among these factors, the key driver to identify customer retention is repurchasing or respectively the intention to repurchase, as in reality the intention to repurchase a product or service not always leads to a purchasing decision (Töpfer, 2008). Whenever the intention to repurchase arises, customer retention then leads not only to additional turnover but also to a change in customer pricing perception that could generate additional revenues.…”

Section: Customer Retentionmentioning

confidence: 99%

“…Previous behaviour is reflected through purchases and recommendations made to date, and future perspectives are revealed through repurchasing, recommendation behaviour and potential cross-selling behaviour. Although the intention to purchase does not necessarily lead to a purchasing decision (Töpfer, 2008), it may lead not only to additional turnover but also to a higher willingness to pay or lower price elasticity (Franke et al , 2009). Finally, the analysis focuses on customer retention factors related to future expectations and behaviour: intention to repurchase, recommendation and cross-selling (i.e.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Value co-creation, dynamic capabilities and customer retention in industrial markets

Preikschas

Cabanelas

Rüdiger

et al. 2017

JBIM

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Purpose This paper aims to explore how value co-creation processes can influence the generation of dynamic capabilities and the retention of industrial customers. The authors explore this influence with the support of social exchange theory and resource-based view. Design/methodology/approach The methodology applied was qualitative research, based on 29 semi-structured in-depth interviews with owners, managing directors and technical managers with previous experience in co-creation processes. The research was performed in four different European countries and is focused on the mobile crane industry. Findings The findings suggest that co-creation processes promote the generation of dynamic capabilities linked to adaptation, knowledge, innovation and relationship management. In addition, the closer contact with customers and the availability of their expertise favour the development of solutions that better meet their needs, bridging the cognitive gap which often exists between partners. Regarding customer retention, the results show that co-creation processes foster customer predisposition to buy and cross-sell. Originality/value Although value co-creation is a topical subject, research in industrial marketing literature analysing the effects of co-creation processes has been scarce up to now. This paper aims to contribute to the debate by analysing how the co-creation of value can influence the generation of dynamic capabilities in companies and how it affects the retention of industrial customers. Based on social exchange theory and dynamic capabilities, the researchers have been able to address how value is developed and its influence in customer retention proxies.

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Section: Customer Retentionmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%