Topic
Customer base
About: Customer base is a research topic. Over the lifetime, 2072 publications have been published within this topic receiving 44524 citations.
Papers published on a yearly basis
Papers
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TL;DR: In this article, the authors propose a set of rules for managers to measure when traditional good management principles should be followed or rejected, based on the analysis of the disk drive industry, and demonstrate how a manager can overcome the challenges of disruptive technologies using these principles of disruptive innovation.
Abstract: Analyzes how successful firms fail when confronted with technological and market changes, prescribing a list of rules for firms to follow as a solution. Precisely because of their adherence to good management principles, innovative, well-managed firms fail at the emergence of disruptive technologies - that is, innovations that disrupt the existing dominant technologies in the market. Unfortunately, it usually does not make sense to invest in disruptive technologies until after they have taken over the market. Thus, instead of exercising what are typically good managerial decisions, at the introduction of technical or market change it is very often the case that managers must make counterintuitive decisions not to listen to customers, to invest in lower-performance products that produce lower margins, and to pursue small markets. From analysis of the disk drive industry, a set of rules is devised - the principles of disruptive innovation - for managers to measure when traditional good management principles should be followed or rejected. According to the principles of disruptive innovation, a manager should plan to fail early, often, and inexpensively, developing disruptive technologies in small organizations operating within a niche market and with a relevant customer base. A case study in the electric-powered vehicles market illustrates how a manager can overcome the challenges of disruptive technologies using these principles of disruptive innovation. The mechanical excavator industry in the mid-twentieth century is also described, as an example in which most companies failed because they were unwilling to forego cable excavator technology for hydraulics machines. While there is no "right answer" or formula to use when reacting to unpredictable technological change, managers will be able to adapt as long as they realize that "good" managerial practices are only situationally appropriate. Though disruptive technologies are inherently high-risk, the more a firm invests in them, the more it learns about the emerging market and the changing needs of consumers, so that incremental advances may lead to industry-changing leaps. (CJC)
6,817 citations
TL;DR: In this paper, the authors examined the differences among internal customer groups in a service industry and found that customers who switched service providers because of dissatisfaction seem to differ significantly from other customers in satisfaction and loyalty behaviors.
Abstract: Creating and maintaining customer loyalty has become a strategic mandate in today’s service markets. Recent research suggests that customers differ in their value to a firm, and therefore customer retention and loyalty-building efforts should not necessarily be targeted to all customers of a firm. Given these sentiments, it is becoming increasingly necessary for firms to have a thorough understanding of their customer base. Yet current knowledge is limited in providing insights to firms regarding the differences within their customer base. This research comprises two studies in which the authors examine the differences among internal customer groups in a service industry. As theory suggests and as is empirically validated here, customers who have switched service providers because of dissatisfaction seem to differ significantly from other customer groups in their satisfaction and loyalty behaviors. The findings offer some interesting implications for both marketing theory and practice.
1,503 citations
TL;DR: In this paper, a detailed new model of competitiveness that focuses on environmental sustainability factors associated with travel destinations is introduced, which examines the relationships among stakeholders involved in creating and integrating value-added products to sustain resources while maintaining market position relative to other competitors.
Abstract: This article introduces a detailed new model of competitiveness that focuses on environmental sustainability factors associated with travel destinations. The multiplicity of industries involved in destinations' planning and development requires the use of a competitiveness model that examines the relationships among all stakeholders involved in creating and integrating value-added products to sustain resources while maintaining market position relative to other competitors. The development of future destinations must be guided by effective and efficient management with a focus on sustainable customer base. Thus, destination management should focus on a systematic examination of unique comparative advantages that provide a special long-term appeal to the target travel customer segments. Therefore, sustaining the longevity of a given destination becomes a function of responding to market demand and competitive challenges. It is critical for future destination development plans to be compatible with market n...
1,104 citations
TL;DR: In this article, the authors conduct a literature review, including content analysis, examining publications (52 articles) on sustainable food supply chains published in English, peer-reviewed journals, and form the link between SSCM and DCs by integrating them into the same conceptual context.
900 citations
TL;DR: In this paper, the authors provide the first formal model of business model innovation and show that an entrant needs to strategically choose whether to reveal its innovation by competing through the new business model, or conceal it by adopting a traditional business model.
Abstract: This paper provides the first formal model of business model innovation. Our analysis focuses on sponsor-based business model innovations where a firm monetizes its product through sponsors rather than setting prices to its customer base. We analyze strategic interactions between an innovative entrant and an incumbent where the incumbent may imitate the entrant's business model innovation once it is revealed. The results suggest that an entrant needs to strategically choose whether to reveal its innovation by competing through the new business model, or conceal it by adopting a traditional business model. We also show that the value of business model innovation may be so substantial that an incumbent may prefer to compete in a duopoly rather than to remain a monopolist. Copyright © 2012 John Wiley & Sons, Ltd.
847 citations
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Performance Metrics
| Year | Papers |
|---|---|
| 2025 | 31 |
| 2024 | 40 |
| 2023 | 89 |
| 2022 | 86 |
| 2021 | 93 |
| 2020 | 121 |