We reinvestigate what constitutes hedonic customer experiences in collectivistic versus individualistic cultures using four country samples (N=2,336) in Germany and the U.S. as well as Oman and India. Across country samples, intrinsically enjoyable customer experiences are associated with the same underlying hedonic shopping motivations as shown in the original U.S. context. In comparison with individualistic cultures, we find that a hedonic shopping experience in collectivistic cultures is less strongly associated with selforiented gratification shopping, yet more strongly associated with others-oriented role shopping.
With the rapid growth of social networking, sensor networks and huge storehouses of business, scientific and government information, we have access to a wealth of information. In this interview Moshe Rappoport, Executive Briefing Consultant at IBM Research - Zurich, explains the huge potential for new insights, more targeted marketing and better decision-making and outlines the future trends.
Technische Lösungen und Anwendungen werden für den Handel immer
wichtiger. Im Interview erläutert Guido Stillhard, CEO, Verwaltungsrat und Mitinhaber der JLS DIGITAL AG, die aktuellen Trends und prognostiziert, dass der Stellenwert digitaler Lösungen zukünftig weiter zunehmen wird.
For their online shops, multichannel retailers must decide whether to adopt a prototypical design (with channel-specific attributes) or a homogenous design (with cues corresponding to their physical stores). While most retailers use a prototypical design, we propose that the effectiveness of a web design depends on customers' cognitive shopping orientations (i.e., specific schemas of store-based or web-based experiences) and their situational processing intensity (i.e., the level of cognitive processing). Three experiments reveal that a homogenous design increases online shop patronage among store-oriented customers if processing intensity is high; a prototypical design does not affect patronage among web-oriented customers. To capitalize on a homogenous design, multichannel retailers should activate customers' cognitive processing, such as with non-competitive pricing or task involvement. If store-based orientation or cognitive processing is low across the customer base, a prototypical design works as well as a homogenous design. Because retailers can induce a store-based orientation through highly visible physical cues in stores, multichannel retailing may evolve to a competition for customers' mindsets.
Companies increasingly use open innovation and co-creation processes on the Internet. Despite this rising trend in management, the different forms of open innovation on the Internet have only scarcely been investigated from a macroperspective that systematically categorizes customer-supplier interactions based on a conceptual framework. Using a cross-case study design, we characterize and differentiate six types of customer-supplier processes on the Internet regarding underlying value propositions, value network configurations, and modes of interaction. These co-creation processes can be categorized according to their value propositions that follow different stages of the consumption circle. Each value proposition, as a cohesive element, determines a different value network configuration. We examine how network leaders create different modes of interactions in these value networks that we analyze regarding power, relationship, and coordination mechanisms. Across cases, open innovation on the Internet changes the architecture of the value chain from a single-directed stream to a loop of knowledge exchange that includes almost every vertical stage. Companies therefore cannot assign customer input to a certain functionality but rather must decipher it through interdisciplinary approaches that involve the cooperation of multiple areas. The macro-perspective framework can help companies to identify in which areas they can use open innovation and how to establish co-creation processes in the newly evolving value networks.
Viele Einzelhändler zögern, ihr Filialgeschäft durch Online-Vertrieb zu ergänzen. Eine Studie zeigt, wie die geschickte Verknüpfung aller Vertriebskanäle für mehr Umsatz und eine höhere Kundenzufriedenheit sorgt.
Bei der Elektronikhandelskette Media-Saturn gibt es zwar Web-Seiten mit dem Katalog des jeweiligen Sortiments - nur kaufen können die Kunden diese Waren dort nicht. Für viele Konsumenten ist dies nicht mehr zeitgemäss. So gehen dem Marktführer die etwa 3,4 Milliarden Euro E-Commerce-Umsatz in dieser Branche verloren und fliessen in andere Kassen. Das Geschäft machen reine Online-Händler oder lokale Ladenbetreiber, die ihren Handel geschickt durch Katalog und Online-Shop ergänzen.
