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This meta-analytic study aims to generalize the impacts of three customer equity drivers (CEDs), including value equity (VE), brand equity (BE) and relationship equity (RE), on different customer metrics (e.g. loyalty, word of mouth [WoM] and satisfaction); examine the relative importance of CEDs on customer metrics; and explore boundary conditions, considering geographic and methodological characteristics.

This study used a meta-analytic approach, collected and coded 85 articles published between 2001 and 2022. After some exclusions, the authors used 272 observations (average of individuals’ sample M = 1,015, min = 10, max = 8,924).

The generalized effects of VE, BE, and RE on the selected customer metrics are positive. However, the importance of each CED differs for WoM and social equity. Between VE and BE, BE correlates more with WoM. RE correlates more with social equity than VE and BE That is, RE is effective in both WoM and social equity. In addition, the impacts of the CEDs on customer loyalty vary across multiple geographic and methodological characteristics. For example, the impacts of VE and RE on loyalty are stronger in more individualistic, more masculine, long-term orientation or more restraint cultures.

While the authors examined VE, BE and RE as the most important marketing strategies, there might be other types of CEDs, such as interactions with others (e.g. employees and customers). Interactions with others at any touchpoints along the customer journey are important experiences (Lemon and Verhoef, 2016). Second, the authors limited the customer metrics to customer loyalty, WoM, customer satisfaction, customer trust and social equity.

The magnitudes of VE, BE and RE differ across the three customer metrics. Compared with VE, BE symbolizes customers’ identity, status and extended self, which motivates WoM. Compared with VE and BE, RE convinces customers of companies’ actions in social equity such as corporate social responsibilities.

The meta-analysis resolves the issue of inconsistent impacts of CEDs across studies. Moreover, including CEDs in a model provides insight into these strategies’ relative importance when considering different marketing objectives. Finally, this study enriches understanding of the boundary conditions on the CEDs–loyalty link.

This research aims to better understand customer experience, as it relates to customer commitment and provides a framework for future research into the intersection of these emerging streams of research.

This research contributes to theoretical and practical perspectives on customer experience and its measurement by integrating extant literature with customer commitment and customer satisfaction literature.

The breadth of the domains that encompass customer experience – cognitive, emotional, physical, sensorial and social – makes simplistic metrics impossible for gauging the entirety of customers’ experiences. These findings provide strong support of the need for new research into customer experience and customer commitment.

Given the complexity of customer experience, managers are unlikely to track and manage all relevant elements of the concept. This research provides a framework identifying empirically the most salient attributes of customer experience with particular emphasis on those elements that enhance commitment. This offers insight into service design to correspond with specific commitment and experience dimensions.

This research is the first to examine the customer experience as it relates to customer commitment – a key factor in customer loyalty, positive word of mouth and other desired outcomes for managers and marketers. This paper provides a framework for future research into these emerging topics.

This paper aims to outline the purpose, planning, development and delivery of the “1st Academic-Practitioner Research with Impact workshop: Customer Experience Management (CEM) and Big Data” held at Alliance Manchester Business School on 18th and 19th January 2016, at which four subsequent papers were initially developed.

The paper sets out a summary of the importance and significance of the four papers developed at the workshop and how the co-creative dialogue between managerial practitioners, presenting key problems and issues that they face, and carefully selected teams of academics was facilitated.

To develop richer and more impactful understanding of current problems challenging customer-focused managers, there is a need for more dialogue and engagement between academics and practitioners.

The paper serves as a guideline for developing future workshops that aim at strengthening the links between academia and the business world.

This paper highlights the value of academic–practitioner workshops for focusing academic research on areas of importance for practitioners to generate impact. The innovative format of the workshop and the resulting impactful papers should serve as a call and motivation for future academic–practitioner workshop development.