This book presents thought-provoking, cutting-edge writing on customer equity management. The editors and contributing authors are top international marketing researchers who share their expertise in this new area of marketing research and practice. Capturing Customer Equity: Moving from Products to Markets is designed to enable academics to chart out future research directions and to help marketers to apply recently developed frameworks to the creation and management of customer equity in domestic and international markets. Handy charts, tables, and figures make complex information easy to access and understand.
Capturing Customer Equity: Moving from Products to Markets is divided into five chapters:
Developing Relationship Equity in International Markets
This chapter delves into the realm of relationship marketing to define the term relationship equity and presents strategies for enhancing relationship equity in international markets via personal relationships as well as consistent processes and outcomes. This chapter, written by the editors and their partner Arun Sharma, also looks at specific implications for relationship marketing theory and practice in international markets.
Dimension and Implementation Drivers of Customer Equity Management (CEM)—Conceptual Framework, Qualitative Evidence, and Preliminary Results of a Quantitative Study
This chapter explores theoretical considerations as well as qualitative and quantitative research applying confirmatory factor analysis. It identifies three important dimensions of Customer Equity Management (CEM)—analytical, strategic, and operational—as well as three types of CEM implementation drivers, which represent determinants of the three CEM dimensions. Authors Manfred Bruhn, Dominik Georgi, and Karsten Hadwich present the measures they’ve developed for the CEM dimensions and drivers. These measures provide valuable help to practitioners and academics who need to understand how to manage and implement systematic customer equity management.
A Network-Based Approach to Customer Equity Management
This chapter, by René Algesheimer and Florian von Wangenheim, moves beyond the dyadic relationship marketing concept to present a theoretical framework for extending current thinking on customer equity towards the network perspective. Based on the current literature in social work, this chapter examines the characteristics that are likely to be powerful predictors of a customer’s network value. Practical implications are highlighted, and directions for further research are suggested.
Strategies for Maximizing Customer Equity of Low Lifetime Value Customers
The management of customer equity has become a major issue for many firms. This chapter examines strategies designed to assist firms in their relationships with customers who have low lifetime value. By examining the relevant literature as well as industry strategies, author Arun Sharma explores the reasons why “transactional” and “discount” customers have largely been ignored by marketing strategists, and proposes methods to enhance segment penetration and the performance of firms. Implications for managers are also highlighted.
Customer Value-Based Entry Decision in International Markets: The Cnocept of International Added Customer Equity
Market entry decisions are some of a firm’s most important long-term strategic choices. Still, the international marketing literature has not yet fully incorporated the idea of relationship marketing in general, and the customer value concept in particular, as a basis for market entry decisions. This chapter, by Heiner Evanschitzky and Florian von Wange
The authors' Customer Equity Framework yields powerful insights that will help any business increase the value of its customer base. Rust, Zeithaml, and Lemon introduce the three drivers of customer equity -- Value Equity, Brand Equity, and Retention Equity -- and explain in clear, nontechnical language how managers can base their strategies on one or a combination of these drivers. The authors demonstrate in this breakthrough book how managers can build and employ competitive metrics that reveal their company's Customer Equity relative to their competitors. Based on these metrics, they show how managers can determine which drivers are most important in their industry, how they can make efficient strategic trade-offs between expenditures on these drivers, and how to project a financial return from these expenditures. The final section devotes two chapters to the Customer Pyramid, an approach that segments customers based on their long-term profitability, and an especially important chapter examines the Internet as the ultimate Customer Equity tool. Here the authors show how companies such as Intuit.com, Schwab.com, and Priceline.com have used more than one or all three drivers to increase Customer Equity.
In this age of one-to-one marketing, understanding how to drive Customer Equity is central to the success of any firm. In particular, Driving Customer Equity will be essential reading for any marketing manager and, for that matter, any manager concerned with growing the value of the firm's customer base.
Dr. Woodside leads off with his 20-step process model and review of the scientific and applied literature to show how advertising works. He answers the question of why top-of-mind awareness measures of advertising effectiveness are so valuable, and then uses detailed, numerical examples to illustrate the powerful tool of benefit-to-brand retrieval. He links profit-and-loss analysis to a linkage advertising monitoring program, then discusses the net profit impact of each advertisement in each medium. His report of a field study demonstrates that net profit is the big difference between image and linkage advertising. From there he moves to the long interview and its application to voice-of-the customer research, ways to value different customer segments, and how to monitor linkage advertising fulfillment strategies. Dr. Woodside's book will be an important contribution to our understanding of how advertising is done, and how it can be done better.
It has become common wisdom that we live in a postindustrial information society in which data and calculation underlie wealth. But now that information is as routinely produced as industrial or agricultural goods, businesses are discovering that they best achieve competitive advantage by producing what consumers most dearly seek-personal meaning. The 21st-century economy produces just that: not merely information, but evocative images; not just commodities, but meaning-laden icons. As Sternberg shows, foods now appeal through their sensuality and nostalgia; houses and stores draw customers through their exoticism; people sell their labor through the deliberate performance of the self for the market; and tourist destinations offer up carefully crafted thematic experiences. Whereas farms, factories, and information processors once stood at the core of the economy, now movie studios do, producing the product valued above all, meaningful content, from which downstream firms acquire the themes that animate desire.
Now that meaning pervades production, Sternberg argues, modes of inquiry once reserved for the humanities make sense in the study of the economy. Drawing on art history and aesthetics, he introduces iconography as a mode of cultural analysis adapted to the study of commercial production. Through comparative studies of diverse economic sectors, ranging from food processing to tourism, Sternberg carries out an iconographic analysis of the new economy. This is a provocative study for scholars, students, and professionals dealing with marketing and consumer research, culture and media studies, socio-economics, and economic geography.