Interaction orientation and firm performance

Ramani & Kumar (2008). Interaction orientation and firm performance. Journal of marketing

 

박사 자격시험을 준비하면서 정리한 내용을 하나씩 풀고 있습니다. 유명한 마케팅 논문들을 업로드하고 있습니다. Marketing Strategy 중에서도 Relationship and B2B marketing에 해당되는 두번째 논문 "핵심 요약"입니다.

 

Ramani, G., & Kumar, V. (2008). Interaction orientation and firm performance. Journal of marketing, 72(1), 27-45.

 

 

• Interaction orientation definition
  • An interaction orientation reflects a firm's ability
    1. to interact with its individual customers and
    2. to take advantage of information obtained from them through successive interactions
  • to achieve profitable customer relationships.
• Figure 1. The Customer-Level Consequences of Interaction Orientation
  • consequences of an interaction orientation on two groups of customer-centric performance measures

  • 

  • Components of interaction orientation
    indicate where a firm is headed in its efforts to manage customer relations
    1. customer concept
       • The customer concept is characterized by the individual customer as the starting point for marketing activities (Hoekstra, Leeflang, and Wittink 1999). We define the customer concept as the belief that prescribes the unit of analysis of every marketing action and reaction to be the individual customer.
         개개인 단위로 규정
    2. interaction response capacity
       • Capacity Interaction response capacity represents the degree to which the firm offers successive products, services, and relationship experiences to each customer by dynamically incorporating feedback from previous behavioral responses of that specific customer and of other customers collectively. Thus, it reflects the ability of a firm's systems to respond to heterogeneous customers differently and also to each individual customer differently at different points in time by pooling information from multiple sources and points in time.
    3. customer empowerment
       • reflects the extent to which a firm provides its customers avenues(방안) to
         • (1) connect with the firm and actively shape the nature of transactions and
         • (2) connect and collaborate with each other by sharing information; praise; criticism; suggestions; and ideas about its products, services, and policies
    4. customer value management

       • 

  • Customer-centric performance measure
    • (1) customer-based relational performance
      • customer satisfaction, customer ownership, and positive word of mouth,
    • (2) customer-based profit performance
      • which consists of the
        1. successful identification of profitable customers,
        2. efficiency of the acquisition and retention process, and
        3. conversion of unprofitable customers to profitable ones.
  • Hypothesis
    Interaction orientation —(+)→
    ✓ two customer-based performance measures
    ✓ positive relationship between customer-based relational performance and customer-based profit performance
    • Our hypotheses posit a positive primary impact of interaction orientation on the two customer-based performance measures and a positive relationship between customer-based relational performance and customer-based profit performance.
• Five antecedents of interaction orientation
  1. the extent of dependence on patents and trademarks for success,
  2. the extent of institutional pressures to adopt interactive technologies,
  3. the extent to which an employee reward system is based on customer-centric performance measures,
  4. the degree of outsourcing expertise possessed by the firm,
  5. and whether the firm operates in the business-to-business industry.
• Interaction orientation → customer-level & aggregate-level performance measures.
• Moderating effects on interaction orientation-performance linkage: customer-initiated contacts & competitive intensity
  • customer-initiated contacts
    • A stringent measure of customers' acknowledgment of a firm's attempt to forge a genuine relationship would be the extent to which a firm's customers initiate communications with the firm.
  • competitive intensity
    • high competitive intensity
      • competitors erode a firm's product-based advantage by imitating or improving the product offerings.
    • Firms that possess a high level of inter-action orientation are likely to differentiate themselves from their competition not in terms of products but rather by focusing on individual customers' characteristics and needs.
      • As competitive intensity increases, the effect of interaction orientation on customer satisfaction, customer ownership, and positive word of mouth should increase.

 

cf) 대학 & 대학원 입시 자기소개서를 "논문 연구"로 풍부하게 만들어 드립니다. 서비스가 궁금하다면?
https://beautifulresearch.tistory.com/39

대학, 대학원 입시 자소서 & 면접에 논문으로 깊이를 더해 드립니다! (입시, 면접, 대학자소서, 대

cf) 해외 논문 톱 저널 순서대로 신속하고 완벽하게 정리해 드립니다 (논문검색, 선행연구, 논문리서치, 사업근거마련) 서비스가 궁금하다면? https://beautifulresearch.tistory.com/40

해외 논문 톱 저널 순서대로 신속하고 완벽하게 정리! #선행논문 #논문검색 #논문리서치 #사업근

— 해당 서비스를 이용하시면 Sci-Hub에 검색하여 다운받기에 용이하도록 DOI도 정리해드립니다
sci hub 참고: https://beautifulresearch.tistory.com/20

cf) 대학원생 스터디 톡방도 운영하고 있습니다 (계획, 기상 등 본인 원하는 것들 인증)! 연구에 외로운 대학원 동료분들 언제든 들어오세요! (https://open.kakao.com/o/gz2ZHI7c)

 

[글쓴이 소개]

서강대학교 수학&심리 복수전공 최우등 졸업

KAIST 마케팅 전공 석사 최우등 졸업, 박사과정 수료

자세한 소개는: https://beautifulresearch.tistory.com/7