Strategic B2B customer experience management: the importance of outcomes-based measures
Purpose The purpose of this paper is to critique the adequacy of efforts to capture the complexities of customer experience in a business-to-business (B2B) context using input–output measures. The paper introduces a strategic customer experience management framework to capture the complexity of B...
| Main Authors: | , , , , , , , , , |
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| Format: | Article |
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Emerald
2017
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| Online Access: | https://eprints.nottingham.ac.uk/42911/ |
| _version_ | 1848796599980916736 |
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| author | Zolkiewski, Judy Story, Victoria Burton, Jamie Chan, Paul Gomes, Andre Hunter-Jones, Philippa O’Malley, Lisa Peters, Linda D. Raddats, Chris Robinson, William |
| author_facet | Zolkiewski, Judy Story, Victoria Burton, Jamie Chan, Paul Gomes, Andre Hunter-Jones, Philippa O’Malley, Lisa Peters, Linda D. Raddats, Chris Robinson, William |
| author_sort | Zolkiewski, Judy |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | Purpose
The purpose of this paper is to critique the adequacy of efforts to capture the complexities of customer experience in a business-to-business (B2B) context using input–output measures. The paper introduces a strategic customer experience management framework to capture the complexity of B2B service interactions and discusses the value of outcomes-based measurement.
Design/methodology/approach
This is a theoretical paper that reviews extant literature related to B2B customer experience and asks fresh questions regarding B2B customer experience at a more strategic network level.
Findings
The paper offers a reconceptualisation of B2B customer experience, proposes a strategic customer experience management framework and outlines a future research agenda.
Research limitations/implications
This paper is conceptual and seeks to raise questions surrounding the under-examined area of B2B customer experience. As a consequence, it has inevitable limitations resulting from the lack of empirical evidence to support the reconceptualisation.
Practical implications
Existing measures of customer experience are problematic when applied in a B2B (services) context. Rather than adopting input- and output-based measures, widely used in a business-to-consumer (B2C) context, a B2B context requires a more strategic approach to capturing and managing customer experience. Focussing on strategically important issues should generate opportunities for value co-creation and are more likely to involve outcomes-based measures.
Social implications
Improving the understanding of customer experience in a B2B context should allow organisations to design better services and consequently enhance the experiences of their employees, their customers and other connected actors.
Originality/value
This paper critiques the current approach to measuring customer experience in a B2B context, drawing on contemporary ideas of value-in-use, outcomes-based measures and “Big Data” to offer potential solutions to the measurement problems identified. |
| first_indexed | 2025-11-14T19:50:33Z |
| format | Article |
| id | nottingham-42911 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| last_indexed | 2025-11-14T19:50:33Z |
| publishDate | 2017 |
| publisher | Emerald |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-429112020-05-04T18:32:58Z https://eprints.nottingham.ac.uk/42911/ Strategic B2B customer experience management: the importance of outcomes-based measures Zolkiewski, Judy Story, Victoria Burton, Jamie Chan, Paul Gomes, Andre Hunter-Jones, Philippa O’Malley, Lisa Peters, Linda D. Raddats, Chris Robinson, William Purpose The purpose of this paper is to critique the adequacy of efforts to capture the complexities of customer experience in a business-to-business (B2B) context using input–output measures. The paper introduces a strategic customer experience management framework to capture the complexity of B2B service interactions and discusses the value of outcomes-based measurement. Design/methodology/approach This is a theoretical paper that reviews extant literature related to B2B customer experience and asks fresh questions regarding B2B customer experience at a more strategic network level. Findings The paper offers a reconceptualisation of B2B customer experience, proposes a strategic customer experience management framework and outlines a future research agenda. Research limitations/implications This paper is conceptual and seeks to raise questions surrounding the under-examined area of B2B customer experience. As a consequence, it has inevitable limitations resulting from the lack of empirical evidence to support the reconceptualisation. Practical implications Existing measures of customer experience are problematic when applied in a B2B (services) context. Rather than adopting input- and output-based measures, widely used in a business-to-consumer (B2C) context, a B2B context requires a more strategic approach to capturing and managing customer experience. Focussing on strategically important issues should generate opportunities for value co-creation and are more likely to involve outcomes-based measures. Social implications Improving the understanding of customer experience in a B2B context should allow organisations to design better services and consequently enhance the experiences of their employees, their customers and other connected actors. Originality/value This paper critiques the current approach to measuring customer experience in a B2B context, drawing on contemporary ideas of value-in-use, outcomes-based measures and “Big Data” to offer potential solutions to the measurement problems identified. Emerald 2017-02-31 Article PeerReviewed Zolkiewski, Judy, Story, Victoria, Burton, Jamie, Chan, Paul, Gomes, Andre, Hunter-Jones, Philippa, O’Malley, Lisa, Peters, Linda D., Raddats, Chris and Robinson, William (2017) Strategic B2B customer experience management: the importance of outcomes-based measures. Journal of Services Marketing, 31 (2). pp. 172-184. ISSN 0887-6045 http://www.emeraldinsight.com/doi/full/10.1108/JSM-10-2016-0350 doi:10.1108/JSM-10-2016-0350 doi:10.1108/JSM-10-2016-0350 |
| spellingShingle | Zolkiewski, Judy Story, Victoria Burton, Jamie Chan, Paul Gomes, Andre Hunter-Jones, Philippa O’Malley, Lisa Peters, Linda D. Raddats, Chris Robinson, William Strategic B2B customer experience management: the importance of outcomes-based measures |
| title | Strategic B2B customer experience management: the importance of outcomes-based measures |
| title_full | Strategic B2B customer experience management: the importance of outcomes-based measures |
| title_fullStr | Strategic B2B customer experience management: the importance of outcomes-based measures |
| title_full_unstemmed | Strategic B2B customer experience management: the importance of outcomes-based measures |
| title_short | Strategic B2B customer experience management: the importance of outcomes-based measures |
| title_sort | strategic b2b customer experience management: the importance of outcomes-based measures |
| url | https://eprints.nottingham.ac.uk/42911/ https://eprints.nottingham.ac.uk/42911/ https://eprints.nottingham.ac.uk/42911/ |