Explains the term “hardwiring” a term used in computer hardware and software development as being related to “hotwiring” when an automobile’s ignition wire is put into direct…
Abstract
Explains the term “hardwiring” a term used in computer hardware and software development as being related to “hotwiring” when an automobile’s ignition wire is put into direct contact with the power source to the starter, bypassing the ignition key. States that hardwiring is what leaders in industry are doing at several levels to link the success of their employees closely with that of their customers so that gains achieved in the past can provide assumptions for the future. Concludes that the impact of such action engineers lasting change and gains in value for an organization.
Details
Keywords
The aim is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Abstract
Purpose
The aim is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Design/methodology/approach
The briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Writers and artists sometimes refer to the “Eureka moment” when they had the great idea which would ultimately propel them to fame or greatness. J.K. Rowling said she had hers, the flash of inspiration when she conceived the idea of the Harry Potter novels, on a train journey.
Practical implications
The article provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Social implications
The article provides strategic insights and practical thinking that can have a broader social impact.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
Details
Keywords
Market research has enormous potential for creating marketunderstanding, which pays off in huge marketing productivity gains andquantum leaps in corporate entrepreneurship. It is…
Abstract
Market research has enormous potential for creating market understanding, which pays off in huge marketing productivity gains and quantum leaps in corporate entrepreneurship. It is failing to deliver because the effort is concentrated at the bottom of the corporate decision hierarchy and because users of research do not use it to its full potential. Defines what “understanding” means in market research and describes how it comes from purposeful questioning, the generation of “nuggets” of information using different sources and different techniques, the results of which require intensive analysis and assembly into causal pictures of what is happening and why. Sees problems arising because researchers are purchasers not analysts of market research, and lays ultimate responsibility for this with managing and marketing directors because they are not asking the fundamental questions about their businesses.
Details
Keywords
Stephen L. Vargo, Robert F. Lusch, Melissa Archpru Akaka and Yi He
The author’s thesis is that today we have transitioned from a Service Economy to an Experience Economy, . What customers increasingly want are experiences – memorable events that…
Abstract
Purpose
The author’s thesis is that today we have transitioned from a Service Economy to an Experience Economy, . What customers increasingly want are experiences – memorable events that engage each individual in an inherently personal way. And if companies want to create and consistently offer engagement experience value, then they need to give their employees the wherewithal to design, create and stage such offerings through an employee experience that is equally personal, memorable and of course engaging. 10;
Design/methodology/approach
The author suggests that we think of the customer/employee relationship as the experience profit chain, one that interacts in multiple and complex ways to yield a connected human experience.
Findings
Better employee experience leads to the creation of a better experience for customers, which feeds back to enabling a more engaging employee experience. Separate employee experiences from customer experiences and it will become increasingly hard to create the economic value desired by customers today.
Practical implications
The employee experience depends on how well companies design the time employees spend that creates value for customers.
Originality/value
Seminal article that analyzes and offers guidance on how to formulate the relationship between customer experience and employee experience.
Argues that customer service in the airline industry is the only thing that differentiates one company from another. Explains that British Airways discovered this during the 1980s…
Abstract
Argues that customer service in the airline industry is the only thing that differentiates one company from another. Explains that British Airways discovered this during the 1980s with its “Customer First” campaign and plan to follow through with similar programmes in the future. Reviews the airline′s customer loyalty strategy and its customer satisfaction research techniques.
Details
Keywords
A recurring theme in several of the high‐performing organizations we have visited in recent years has been the latitude given frontline employees to fire customers.