New Frontiers of Customer Strategy

Name: New Frontiers of Customer Strategy | Managing Sustainable, Environmental and Ethical Transitions
Brand: Wiley-ISTE
Price: 126.99 EUR
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Managing Sustainable, Environmental and Ethical Transitions

Thierry Delecolle Florence Jacob Isabelle Prim-Allaz(Herausgeber*in)

Wiley-ISTE (Verlag)

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Erschienen am 7. Juni 2024

288 Seiten

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Inhalt

Cover
Title Page
Copyright Page
Contents
Introduction
Chapter 1. How Can Customer Relations and Sufficiency Be Reconciled? A Reflection on the Consumption of Second-hand Goods
1.1. Customer relations and sufficient living: what conflicts?
1.1.1. Relationship marketing: spirit and tools
1.1.2. Sufficient lifestyle: characteristics, dimensions and links with the second-hand market
1.2. Customer relations and the second-hand market
1.2.1. The second-hand market: a brief overview in 2022
1.2.2. Perception of customer relations in the second-hand market
1.3. Conclusion
1.4. References
Chapter 2. Customer Relationships and Sustainable Development in the Retail Sector
2.1. Incompatibility between retail and sustainable development? A few paradoxes to overcome
2.1.1. The hyperchoice model versus the expectation of greater sufficiency
2.1.2. Selling ever-greener, ever-cheaper products
2.1.3. Enhancing the customer experience while reducing energy waste
2.2. Customers and employees: accelerating sustainable development in the retail sector?
2.2.1. The customer's voice: a gateway to new models?
2.2.2. The voice of employees: a driving force in the transition of retailers
2.3. Conclusion
2.4. References
Chapter 3. Corporate Social Responsibility and Loyalty
3.1. Definitions of perceived CSR and loyalty
3.1.1. Perceived CSR
3.1.2. Loyalty
3.2. The influence of perceived CSR on consumers' retailer loyalty
3.2.1. The impact of perceived CSR as a global construct on retailer loyalty
3.2.2. A different impact depending on CSR dimensions and consumer profiles
3.3. Examples of concrete actions (in line with respect for the environment and philanthropic activities)
3.3.1. The influence of a retailer's bulk product offer on consumer loyalty to that retailer
3.3.2. Sponsorship, cause-related marketing and CSR-linked sponsorship: three CSR actions to build consumer loyalty
3.4. Conclusion
3.5. References
Chapter 4. Reinventing Loyalty Programs in the CSR Age: Moving toward Prosocial Loyalty Programs
4.1. Limits of the traditional loyalty program in the CSR era
4.1.1. A philosophy focused on purchasing behavior
4.1.2. A design that conceals environmental and social impact
4.2. The academic literature: loyalty program responsibility
4.3. Benchmark study: loyalty programs
4.4. Interviews with loyalty experts
4.4.1. Corroboration of the literature and benchmark findings
4.4.2. New findings from interviews
4.5. Toward a prosocial loyalty program
4.6. References
Chapter 5. Toward Greater Sufficiency in Customer Relationships
5.1. The systemic collapse of consumerism
5.1.1. The impact of marketing and customer relationship practices on the ecosystem: the anthropogenic footprint
5.1.2. The impact of new technologies and digital transformation on social ties: accelerating a process of disintegration
5.1.3. Consumption and rebound effect
5.2. For more sufficiency in customer relationships
5.2.1. Sufficiency in customer relationships: doing "less" but "better"
5.2.2. Enhancing the status of customers that practice "sufficiency"
5.2.3. Promoting sufficiency through customer relationships
5.2.4. Facilitating commitment to sufficiency through customer relationships
5.3. Conclusion
5.4. References
Chapter 6. Metaverse Opportunities for Customer Relations
6.1. An immersive, interactive and persistent universe
6.2. A gamified, esthetic universe
6.3. A personalized world of scarcity
6.4. A social and community universe
6.5. An innovative universe
6.6. Conclusion
6.7. References
Chapter 7. Towards Transparent and Parsimonious Customer Data Collection
7.1. Data as a means of personalizing customer relations and creating a competitive advantage
7.1.1. Risks in terms of breaches of privacy for the consumer
7.1.2. Risks in terms of strategic dependencies for companies
7.2. The new connected consumers and their multiple perceptions of different data collection methods
7.3. Why authorize the collection and use of personal data?
7.4. How can we encourage parsimonious data collection?
7.4.1. Minimizing data collection
7.4.2. Relying on transparency when collecting data
7.4.3. Giving consumers control
7.5. Conclusion: finally, what is the value of data?
7.6. References
Chapter 8. From Persuasion to Customer Manipulation: The Role of Dark Patterns
8.1. Dark pattern definitions and typologies
8.2. Marketing as usual?
8.3. Problematic Internet use due to dark patterns?
8.4. Impossible to observe and yet combatable
8.5. Appendix
8.6. References
Chapter 9. Digital Consumption and Inclusion
9.1. Introduction: when the digitalization of customer journeys raises challenges
9.2. Consequences of the digitization of customer journeys
9.2.1. A transformation of the user's role during the journey
9.2.2. Interaction at the heart of the value creation process
9.2.3. User participation
9.2.4. A complex user experience
9.3. New managerial challenges arising from the digitization of journeys
9.3.1. Improving users' relationships with digital technology
9.3.2. Still insufficient digital inclusion initiatives
9.3.3. Moving beyond a focus on digital uses
9.4. Defining the digital inclusion process
9.4.1. The role of perceptions in the inclusion process
9.4.2. Adopting a two-level approach to the digital inclusion process
9.4.3. From inclusion to digital inclusion as perceived by the user
9.5. Conclusion: toward digital consumption for all
9.6. References
Chapter 10. Improving Effective Accessibility of Products and Services for Vulnerable Customers
10.1. Effective accessibility of products and services, a challenge for organizations
10.1.1. Definition of effective accessibility
10.1.2. Effective accessibility: a challenge for organizations?
10.2. The challenges of effective accessibility for vulnerable customers
10.2.1. How do you define a vulnerable customer?
10.2.2. Reduced effective accessibility for vulnerable customers?
10.3. Ways to improve the effective accessibility of products and services for vulnerable customers
10.3.1. How should we respond to the challenge of effective accessibility for vulnerable customers?
10.3.2. How can we rethink journeys to improve accessibility for vulnerable customers?
10.4. Conclusion
10.5. References
Chapter 11. The Patient Experience
11.1. From the health service to the patient experience
11.1.1. Patient satisfaction as a starting point
11.1.2. The patient from an experiential perspective
11.1.3. Designing a meaningful experience
11.2. Enhancing the value of the patient experience
11.2.1. The perceived value of the patient experience
11.2.2. A typology of the value of the patient experience
11.2.3. Experience value as a lever for appropriation of the patient experience
11.3. Conclusion
11.4. References
Chapter 12. Adopting Ethical Sales Behavior
12.1. Unethical temptation among salespeople
12.1.1. Salespeople's ethical dilemmas
12.1.2. The six principles of influence according to Cialdini
12.1.3. Influence or manipulation: what are the differences?
12.2. Creating ethical behavior
12.2.1. Customer orientation at the heart of sales ethics
12.2.2. How can the ethical behavior of salespeople be developed?
12.2.3. Ethics and business performance: how compatible are they?
12.3. Conclusion
12.4. References
Chapter 13. Customer Relationships as a Factor of Resistance: The Case of Smart Feedback Tools
13.1. The rise of smart feedback tools
13.1.1. Definition of smart feedback tools
13.1.2. Deployment dynamics by sector
13.1.3. The collection of multiple types of private data
13.1.4. Toward a classification based on the nature of feedback
13.2. A brand relationship investment
13.2.1. Relational investments supporting customer relationships
13.2.2. Smart feedback tools as a promise of empowerment
13.3. Consumer resistance to smart feedback tools
13.3.1. Multiple sources of disempowerment
13.3.2. Forms of resistance
13.4. Conclusion
13.5. References
Chapter 14. Customer Relations in the Social and Solidarity Economy
14.1. Managing customer relations in social and solidarity economy organizations
14.1.1. Democratic governance of SSE organizations and customer relations
14.2. CRM in consumer cooperatives: the case of La Louve
14.2.1. The cooperative: definition and articles of association
14.2.2. La Louve cooperative supermarket
14.2.3. Taking on the intra-role: from consumer to cooperator through work
14.2.4. Between customers and cooperative status
14.3. Organizing customer relations in a collective interest cooperative company: the case of Enercoop Languedoc-Roussillon
14.3.1. The collective interest cooperative company: definition and articles of association
14.3.2. The SCIC Enercoop Languedoc-Roussillon
14.3.3. A commitment that translates into extra-roles conditioned by the organization's economic times
14.4. Conclusion
14.5. References
Chapter 15. Purpose Corporations and Customer Strategy: Toward a Strategy of Customer Education and Empowerment?
15.1. Purpose corporations: a response to customers' expectations of "responsible" capitalism
15.1.1. Customer demand for "enhanced" corporate social responsibility
15.1.2. Companies with a mission to meet customer expectations?
15.2. The "customer loyalty paradox" in purpose corporations
15.2.1. The transition to a purpose corporation: a challenge for customer relations
15.2.2. The transition to a purpose corporation: a tool for winning and building loyalty
15.3. Toward a new relationship marketing strategy
15.3.1. Purpose corporations: (re)thinking customer relations
15.3.2. A renewed promotion and justification strategy around the raisons d'être of purpose corporations
15.3.3. Customer awareness and education: a renewed corporate branding strategy
15.3.4. A customer education strategy for mutual learning and commitment to the mission
15.3.5. Helping customers transform
15.3.6. Encouraging customer involvement in defining and carrying out the company's mission
15.4. References
Chapter 16. Complex Customer Experience Management with Multi-stakeholders
16.1. From customer experience to its management
16.1.1. The origins of the customer experience
16.1.2. A first approach to customer experience management
16.1.3. The customer journey approach and value co-creation
16.2. Integrating stakeholders in customer experience management
16.2.1. Moving beyond customer-centric experience management
16.2.2. Toward customer experience management focused on stakeholders
16.3. Using value propositions to align stakeholders
16.3.1. The need to align stakeholders
16.3.2. Value propositions as a tool for stakeholder alignment
16.4. Conclusion
16.5. References
List of Authors
Index
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