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The purpose of this paper is to identify and characterise executives’ inside-out (firm-oriented) and outside-in (market-oriented) mental models. As these two orientations are vital for strategic decision-making, yet potentially contradictory, it is important to understand the role of inside-out and outside-in thinking in executives’ agendas.

Qualitative, semi-structured interviews of 15 senior executives were used to capture insights into executives’ mental models. Data analysis was conducted following the principles of abstraction, theory emerging from data and constant comparison.

Four archetypes of executive mental models are identified and characterised along two dimensions (inside-out or outside-in orientation and focus on rational or emotional aspects).

The study introduces a tentative framework for practitioners to identify and deploy the potential of the mental models that guide executive decision-making.

The study extends prior research on mental models by combining this approach with inside-out and outside-in orientations and customer value propositions. In addition, it introduces four archetypes that illustrate the distinct potential of different mental models.

Consumer-to-consumer (C2C) electronic commerce (e-commerce) is shaping contemporary retailing. Despite the fact that a large amount of C2C e-commerce is conducted in social media-based platforms (e.g. Facebook), it has remained an unexplored area of research, though social media as a commercial platform can result in differing customer value and, thus, has potential for consumer experiences that lie beyond the reach of traditional C2C e-commerce actors. Consequently, the purpose of this paper is to identify and explore distinct consumer profiles of C2C e-commerce in social media.

Confirmatory factor analysis and cluster analysis are employed to analyze the data from a quantitative survey focusing on C2C e-commerce.

Four distinct consumer profiles are introduced and discussed: enthusiasts, bargain hunters, salvagers and apathetics. These profiles capture what kind of value consumers perceive in exchanging used goods with other consumers in Facebook.

The data were collected from one country. Cultural differences in how C2C e-commerce and the role of Facebook are perceived might influence the generalizability of the results. The data set was cross-sectional and based on self-reported data.

First, the study indicates that the social media can offer a unique platform for C2C e-commerce that may result in unique and differentiated consumption experiences. Second, firms should carefully analyze how their existing segments match the consumer profiles presented in this study (enthusiasts, bargain hunters, salvagers, apathetics) to assess future value creation potential and challenges. Third, traditional retailers should evaluate the possibility of acting as a platform for C2C commerce or other types of C2C interaction in order to offer their customers benefits that are characteristic for C2C e-commerce.

This study is among the first attempts to profile C2C e-commerce consumers in social media setting. Interestingly, the profiles differ not in terms of traditional consumer demographics, but on the basis of what kind of value they perceive. Altogether, they grant interesting empirical access to explore the potential and implications of social media-based C2C e-commerce.

The purpose of this study is to address two issues relevant to those managing product returns: (1) how customers perceive the returning process and assessing the extent that these perceptions have on satisfaction with the organization, loyalty and word-of-mouth (WOM) and (2) are these outcomes moderated by whether customer returns were planned or unplanned?

The data consisted of 21 semi-structured interviews (pilot study) and a quantitative survey (n = 384; main study) targeted at consumers who had bought fashion items online.

Qualitative insights revealed that perceptions of the returning experience are driven by monetary costs, convenience, stress and guilt. Quantitative findings showed that the returning experience explains return satisfaction for both planned and unplanned returners, and returning satisfaction explains overall satisfaction and WOM. The noteworthy difference concerns loyalty: although customers that planned to return items are more loyal to the organization, it is the unplanned returners whose loyalty can be significantly increased by better managing the returning process.

Returning products online is increasingly common and thus forms an important part of the customer's overall experience with an organization. Returns management can therefore drive key customer outcomes. Understanding the dynamics between the product return experience, return satisfaction and customer outcomes will help practitioners design and implement more informed returns management strategies. Measures are also presented that assess the cognitive and emotional aspects associated with returning products.

Returning products is an increasingly important challenge for online retailers. Understanding what kinds of returning behaviors occur allows companies to design and execute better informed decisions to manage this phenomenon, not only for the sake of firm performance but also for societal and environmental benefits – the triple bottom line.

While scholars have investigated the relationship between return policies (e.g. free vs fee) and profitability, no prior literature has examined the returning experience: how consumers perceive the returning process; motivations for their returns (whether returns were planned or not) and subsequent customer outcomes.

Recent technological and digital developments have opened new avenues for customer data utilization in insurance services. One form of this data transformation is automated chatbots that provide convenient access to data leveraged through a discussion-like interface. The purpose of this paper is to uncover how insurance chatbots support customers’ value creation.

Three complementary theoretical perspectives – artificial intelligence, service logic, and reverse use of customer data – are briefly discussed and integrated into a conceptual framework. The suggested framework is further shown through illustrative case examples that characterize different ways of supporting customers’ value creation.

Chatbots represent a new type of interaction through which companies can influence customers’ value creation by providing them with additional resources. Based on the proposed conceptual framework and the illustrative case examples, four metaphors are identified that characterize how insurance chatbots can support customers’ value creation.

The study is conceptual in nature, and the case examples are used for illustrative purposes. No representative data from those users who will eventually determine whether chatbots are of value was used.

Using the suggested framework, which is aligned with provider service logic, insurance companies can consider what kind of a role they wish to play in customers’ value-creating processes.

Automated chatbots provide convenient access to data leveraged through a discussion-like interface. This study is among the earliest to address their value-creating potential in insurance.

This study examines how retailers leverage multiple-channel strategies in relation to their customer value propositions (CVPs). More specifically, the purpose of this paper is to identify and analyze how multi-, cross- and omni-channel CVPs differ in terms of how they create value and which types of shopping motivations they aim to satisfy.

This conceptual paper presents and synthesizes three theoretical discussions pertaining to consumer shopping motivations, CVPs and multiple-channel retailing strategies into a tentative conceptual framework. Nine case examples are used to illustrate three different channel strategies: multi-channel, cross-channel and omni-channel retailing.

A tentative framework for understanding retailers’ channel strategies is suggested.

Retailers will benefit from a structured and synthesized understanding of the differences between multiple-channel strategies and their links to CVPs.

This paper introduces and integrates the concept of CVPs with the literature on multi-channel retailing strategies.

Despite the fact that customer orientation is increasingly used as a strategic guideline to ensure companies’ long-term success, it is too often left at conceptual level without any managerial or executive translation. To address this practical gap, the purpose of the paper is to build an executive perspective on customer orientation through the mechanism of customer value dimensions.

An intensive case study from a successful retail service business is used to illustrate how customer orientation is applied in actual strategic decision making at the executive level. The case business is a multi-sector service business that took a strategic turn toward customer orientation in the 2000s. As a result, the company has been able to increase their market share to become the market leader as well as stay ahead of the competition and increase customer loyalty.

The study provides a practical tool of disentangling customer orientation into four customer value dimensions and linking them with appropriate executive level strategic decision making.

The study helps executives uncover the inner meaning of customer orientation, move beyond traditional conceptualization of customer orientation, and adopt customer value orientation. This necessitates not only understanding customer value criteria, but also linking the diverse criteria to executive level strategic decision making.

The study concretizes and uncovers how customer orientation can be implemented by incorporating both economic, functional, emotional, and symbolic customer value dimensions into executive level strategic decision making.

Delivering superior customer experiences through experiential marketing strategies has become increasingly important in food retailing. While retailers seek new sources of competitive advantage, the perspective to customer experiences should be extended from the in‐store activities to post‐purchase where the value‐in‐use of the groceries eventually actualises. In this quest for an enhanced customer experience, the possibilities provided by Internet‐based service applications have been an underexplored area of research. Towards that end, the purpose of this paper is to explore and analyse how such service applications can facilitate customers' post‐purchase experiences in the context of food retailing.

A case study research setting was applied focusing on an internet‐based service application that provides customers with detailed information about the healthfulness of their groceries. Altogether 456 submissions of customer feedback data and 16 customer interviews were generated and analysed. Subsequently, a typology of facilitating customers' post‐purchase food retail experiences was constructed to uncover and illustrate how the service succeeds in extending the customer food retail experience towards the customer's context.

The authors identified four types of the typology, including “Playing”, “Check‐pointing”, “Learning”, and “Goal‐orientation”. These four types can be conceptualised through the utilitarian versus hedonic dimensions and the degree of customer transformation.

The paper introduces internet‐based service applications as a suitable experiential marketing strategy. It offers a fresh perspective and new insight into leveraging on the capabilities of the Internet in facilitating customers' post‐purchase food retail experiences.

The purpose of this study is to explore and analyze the implications of reverse use of customer data for service-based business models. In their quest for competitive advantage, firms traditionally use customer data as resources to redesign and develop new products and services or identify the most profitable customers. However, in the shift from a goods-dominant logic toward customer value creation, the potential of customer data for the benefit of the customer, not just the firm, is an emerging, underexplored area of research.

Business model criteria and three service examples combine to uncover the implications of reverse use of customer data for service-based business models.

Implications of reverse use of customer data for service-based business models are identified and explored. Through reverse use of customer data, a firm can provide customers with additional resources and support customers’ value-creating processes. Accordingly, the firm can move beyond traditional exchanges, take a broader role in supporting customers’ value creation and diversify the value created by the customer through resource integration. The attention shifts from internal to external customer data usage; customer data transform from the firm’s resource to the customer’s, which facilitates the firm’s shift from selling goods to supporting customers’ value creation.

Reverse use of customer data represent a new emerging research phenomenon; their implications for service-based business models have not been explored.

The vision should ignite and facilitate strategic change as well as help a company to transform and reinvent itself in the face of competition. Too often executives use vision as a mere slogan without real relevance. The purpose of this study is to show how the vision guides strategic change.

A case study from a successful multi-format, multi-industry service business is used to illustrate the role of vision in strategic change management.

The article illustrates how the vision was used in practice in guiding the strategic transformation process of the case organization. The study presents four focal tasks of the vision and concludes with five practical guidelines for executives.

The article highlights the role of vision as an important tool for managing strategic change.