Previous studies offered inconsistent empirical results for the influence of customer participation on service satisfaction. One possible explanation for this inconsistency is that existing conceptualizations of customer participation do not clearly differentiate the distinct roles of customer participation in service. To address this gap, Dong and Sivakumar (2015) have proposed an updated classification for customer participation based on “output specificity,” which refers to the degree to that the nature of the output is influenced by the person who provides the resource. The output of the customer participation can either be “specific” or “generic”. The “specific output” is defined as the expected service outcome can be idiosyncratic depending on whether the service is provided by the customer or the employee. In contrast, “generic output” refers to expected service outcome is well defined regardless of whether it is delivered by the service provider or the customer. How output specificity of customer participation influences service satisfaction still lacks of empirical examination.

This study investigated the impact of sustainable perceived value (SPV) on fashion consumers. The results revealed that SPV significantly affects customer satisfaction, loyalty, and the positive relationship between satisfaction and loyalty were confirmed, implicating SPV as a valid approach in measuring consumption value of sustainable fashion products.

The subscription model, prominent within the ‘subscription economy’ (SE), is now a popular form of business within many industries. In simple terms, a subscription model entails two parties (customers and firms) entering into an agreement whereby the patron commits to make regular payments to the supplier, who in exchange periodically delivers an agreed bundle of goods and/or services. Although mostly applied within Business-to-Consumer (B2C) markets (e.g. entertainment services, newspapers and media industry, software licences), the subscription model can be found in Business-to-Business (B2B) markets also (e.g. Rolls Royce ‘Power-by-the-hour model’). This unique form of commerce (i.e. committed repeat patronage) creates an alternative relationship between the buyer and seller to other more traditional forms of business.

Previous studies offered inconsistent empirical results for the influence of customer participation on service satisfaction. One possible explanation for this inconsistency is that existing conceptualizations of customer participation do not clearly differentiate the distinct roles of customer participation in service. To address this gap, Dong and Sivakumar (2015) have proposed an updated classification for customer participation based on “output specificity,” which refers to the degree to that the nature of the output is influenced by the person who provides the resource. The output of the customer participation can either be “specific” or “generic”. The “specific output” is defined as the expected service outcome can be idiosyncratic depending on whether the service is provided by the customer or the employee. In contrast, “generic output” refers to expected service outcome is well defined regardless of whether it is delivered by the service provider or the customer. How output specificity of customer participation influences service satisfaction still lacks of empirical examination.

While social media marketing opens a variety of new windows for enlightening brand–customer relationships, a gritty puzzle is that brand recognition does not invariably echo with customers’ perceived value. This provokes the need to uncover the missing pieces in bridging the gap between brand recognition and customer perceived value. This research falls within the innovative new work in the marketing literature in positing co-creation as a crucial mediator in facilitating the impact of brand recognition on customers’ perceived value. Based on social identity theory, we also investigated how co-creation is moderated by virtual communication identification in influencing customers’ perceived value towards a brand. We conducted a survey via a sample of 386 current Gogoro customers. Gogoro is the biggest and most well-known Taiwanese producer of electric scooters. Our findings contribute to the extant marketing research by emphasizing that the key stimulus of increased customer perceived value towards a brand is active co-creation initiatives via virtual brand communities, and that the effects of co-creation are further strengthened when customers’ virtual communication identification is high.

With the rise of social media platforms, influencer marketing has become an essential tool for marketers to promote their products and services. Value co-creation behavior of influencers involves collaborating with their followers and brands to create content that provides value to their audience. This approach can help to build stronger relationships with followers and drive engagement and sales for the brands they work with.

Customer value co-creation behavior (CVCB) has been regarded as a strong predictor of firm performance in many industries for decades. CVCB—the customer’s direct and indirect contribution of resources to enhance the offering of the focal agent/object—is ubiquitous in service industries. Recently, customer engagement has been identified as a determinant of the value realized by customers and businesses. Customer psychological engagement (CPEngagement) is a multidimensional customer-firm relationship marked by customer satisfaction and emotional connectedness to the firm. Although there is concurrence that customer engagement and CVCB are linked, scholars diverge as to the precise nature of the relationship. Marketing and hospitality literature have not yet developed an integrated model of customer engagement with the digital and physical components of hospitality services. Given the increasing managerial interest in digital customer engagement and value co-creation behaviors, it is essential to enhance our understanding of the interplay between these concepts and their implications for both consumers and businesses. This research investigates the relationship between CPEngagement and value co-creation in the digital and physical aspects of hospitality services.

Online consumer activities have increased considerably since the COVID-19 outbreak. For the products and services which have an impact on everyday life, online reviews and recommendations can play a significant role in consumer decision-making processes. Thus, to better serve their customers, online firms are required to build online-centric marketing strategies. Especially, it is essential to define core value of customers based on the online customer reviews and to propose these values to their customers. This study discovers specific perceived values of customers in regard to a certain product and service, using online customer reviews and proposes a customer value proposition methodology which enables online firms to develop more effective marketing strategies. In order to discover customers value, the methodology employs a text-mining technology, which combines a sentiment analysis and topic modeling. By the methodology, customer emotions and value factors can be more clearly defined. It is expected that online firms can better identify value elements of their respective customers, provide appropriate value propositions, and thus gain sustainable competitive advantage.

The aim of this study is to confirm the gap between customer-perceived value and supplier-perceived value in the manufacturing industry. The author empirically tested a structural equation model in a sample of 42 customers and 42 manufacturers. Findings confirmed the gap in the perception of value between customers and suppliers.

본 연구는 골프 참여자의 소비가치와 소비성향을 파악하고 소비행동과의 연관성을 규명하는 데 있다. 본 연구의 목적을 규명하기 위하여 2018년 서울특별시와 경기도 지역에 위치한 실내⦁외 골프연습장을 이용하고 있는 골프참여자 241명의 자료를 최종 사용하였다. 통계 프로그램 PASW 18.0을 활용하여 빈도분석, 탐색적 요인분석, 신뢰도분석, 다중회귀분석을 실시하여 다음과 같은 결과가 나타났다. 첫째, 소비가치는 소비성향에 부분적으로 유의한 영향을 미치는 것으로 나타났다. 둘째, 소비가치는 소비행동에 부분적으로 유의한 영향을 미치는 것으로 나타났다. 셋째, 소비성향은 소비행동에 부분적으로 유의한 영향을 미치는 것으로 나타났다. 가설 모두 하위요인별로 유의한 영향을 미치는 정도는 다르게 나타났다.

This study examined the effects of the service quality of fine dining restaurants on the service value and customer satisfaction by targeting 310 customers with experience in using fine dining restaurants in Seoul. The results of this study are as follows. First, the quality of the physical environment and interactions and the result of fine dining restaurants had positive (+) effects on the service value. Second, the quality of the physical environment and interactions and the result of fine dining restaurants had positive (+) effects on customer satisfaction. Third, the service value had positive (+) effects on customer satisfaction. According to the result of this study, when customers visit fine dining restaurants, evaluations of the service quality, such as interior design, kindness, accessibility, pleasant environment, and good quality of food, are very important elements. The service quality has been verified to be a very important factor when evaluating fine dining restaurants. Overall, the result of this study can be used to develop measures for improving the service quality.

Virtual reality is the extension of every major technology we already use today (Manjoo, 2014). Barnes, Mattsson, and Hartley (2015) argue that VR is a significant new environment for experiential customer service interactions as well as a recreational activity. It is capable of blurring the boundaries between the consumer’s virtual and physical environment (Schlosser, Mick, & Deighton, 2003). In other words, in our fitness context where people enter a VR while performing a core body workout, VR is capable of blurring the boundaries between physical servicescape and virtual service environment created. In our study we answer the question which reality is predominantly perceived by the customers and which implications that has for service providers. Previous scholars focused on the evaluation of customer’s presence and perception of the physical servicescape (Baker, Levy, & Grewal, 1992; Bitner, 1992; Wakefield & Blodgett, 1999) and demonstrated the impact of cues on post-consumption constructs like emotion, customer satisfaction or service quality (Hooper, Coughlan, & R. Mullen, 2013; Reimer & Kuehn, 2005; Wall & Berry, 2007). We extend that knowledge by analysing the potential of simultaneous presence in both the physical and virtual environments. Psychological immersion into the virtual world, or in other words, escape from the servicescape into the virtual environment will both be dominant over the physical servicescape and generate additional value to the users (Holbrook, 1994; Innocenti, 2017; Yee, 2006). To address the research question, we used sports equipment which allows the survey participant to virtually fly through the Rocky Mountains while performing a workout (ICAROS). The data was generated using a questionnaire which was answered after the workout. The data shows a direct positive relationship between telepresence and escapism, supporting (a) the theory that people predominantly perceive the VR as their actual reality during the service consumption (i.e. workout) and (b) that escaping the servicescape supports participants overall desire to escape from reality, which in turn has a positive impact on participants’ functional and emotional evaluation of the service. These results contribute to a rising research interest in the use of VR in a service environment and offers great potential to practitioners on how an application of VR technology may enhance service experience and subsequently increase customer satisfaction by changing the servicescape at low cost.

Researchers have yet to investigate whether it is beneficial for exporters to engage in greater levels of product adaptation in their export operations, or whether there is some limit to the amount of adaptation exporters should engage in. We posit that customer value creation, a central marketing concept and a mechanism to achieving market and financial goals in business to business markets, is a core outcome of export product adaptation activities. In order to explore the routes by which adaptation may shape export customer value creation, we adopt a multi-faceted conceptualization of firm-level product adaptation, comprising export product adaptation (i) quantity, (ii) intensity and (iii) novelty. Drawing on survey data from 249 Finnish exporters involved in business-to-business activities, we find evidence to support the claim that the impact of export product adaptation on export customer value creation is contingent on various factors, and we identify instances where greater adaptation is beneficial for export customer value creation, and instances where greater export product adaptation is potentially harmful for export customer value creation.

Introduction The retail environment, which is offering special experience to consumers based on customized consumer lifestyle, creates customer value from voluntary customer engagement. In recent study, it is shown that customer engagement is becoming an important factor which determines the characteristics of customer behavior in the retail and hospitality industries. However, the study of customer engagement has mainly focused on its performance in marketing field ( Hapsari, Clemes, and Dean, 2017; Kumar and Pansari, 2016) and most researches have handled the concept of customer engagement from the perspective of online environment(Shin and Byun, 2016; Jeon, 2016). Theoretical Development This study aims to investigate the psychological motivation for customer engagement and to examine the underlying factors of customer behavior in offline retail environment based on experience economy theory and Self-Determination Theory(SDT). First, this study investigates the relationship between perceived psychological benefits (autonomy, competence, and relatedness) and intrinsic motivation. Also, this study tried to analyze the relationship between intrinsic motivation and customer engagement (conscious participation, enthusiasm, and social interaction). Second, we tried to examine the relationship between customer engagement and customer creation value (functional value, hedonic value, and social value). Thirdly, we suggested the effect of customer creation value on customer purchasing behavior (shopping memories, customer satisfaction, word-of-mouth, and revisit intention). In addition, we attempted to find the mediating effect of the hedonic value between customer engagement and shopping memories; customer engagement and customer satisfaction. Futhermore, we investigated the mediating effect of shopping experience between hedonic value and customer satisfaction. Finally, We discussed the managerial implication for differentiated competitive advantage in the experience-based retail environment. Research Design and Model Testing To test the research hypotheses and our research model, we conducted questionnaire survey from the respondents who have ever been to the major experience-based shopping malls within 6 months. Through the confirmatory factor analysis, reliability and validity of the study constructs were verified. By using the structural equation model, research hypotheses were tested and most research hypotheses were statistically significant and accepted. The final research model also showed the statistical significance with the goodness-of-fit indices. Result and Conclusion As shown in the results of this study, the experience-based retail environment leads to higher customer engagement and increase the customer’s hedonic value and reinforce positive shopping memories. Specifically, the experience-based retail environment is offering psychological benefits and customers enjoy experience itself. During the shopping experience, the customers are motivated for customer engagement. The managerial implications of the study results for the corporate managers in the retail and/or hospitality industries were also discussed.

Introduction Recent years have witnessed a rapid growth in sharing service businesses. In B2C sharing-service businesses such as Zipcar, customers share goods and services provided by a service firm with other customers and perform the roles played by service employees in traditional service businesses. Consequently, how well one customer carries out expected tasks influences the quality of service provided to other customers. Extant studies have emphasized the importance of a governance system to prevent such a social dilemma as the personal interest of an individual being pursued at the sacrifice of the interest of the community. However, few studies have empirically examined the effect of different design of a governance system. To fill this gap in the research, this study examines the framing effect of customer messages on customer intention to cooperate by complying with the request by the firm. Theoretical development For customers to be willing to cooperate with a firm, they have to be first motivated to do so. The framing effect of on customer motivation has been well demonstrated (Ganzach & Karsahi, 1995) in diverse service contexts such as healthcare (Christensen, Heckerling, Mackesy, Bernstein, & Elstein, 1991), education (Fryer Jr, Levitt, List, & Sadoff, 2012), and consumer behaviors (Ganzach & Karsahi, 1995; White, MacDonnell, & Dahl, 2011) In the context of service consumption, motivation is defined as the inner driver that triggers an individual to cooperate with the service providers (Tsai, Wu, & Huang, 2017). Whether messages were framed as a gain versus a loss exerted a significant impact on consumer motivation. In the consumer behavior contexts, consumer reactions to frames were mixed (Ganzach & Karsahi, 1995). In this study, we will examine the framing effect in the context of sharing service consumption. H1: In the B2C sharing service context, the framing of customer message (gain vs. loss) will affect customer motivation to comply with the request of the service firm. Customers tend to behave different depending on the value they pursue through consumption (Hwang & Griffiths, 2017). Even in the same consumption context, values of customer pursuit can vary widely. Hence, we intend to examine the moderating effect of customer value perception of sharing service on the effect of message framing on motivation. Studies showed that customers pursuing utilitarian values consider monetary savings and convenience as important, while customers pursuing symbolic value consider status and self-esteem as important and those pursing hedonic values consider entertainment and exploration as important (Rintamäki, Kanto, Kuusela, & Spence, 2006). The framing effect was shown to differ by the emphasized value of the product in the context of advertisement. A gain frame was more effective than a loss frame when the ad highlighting the hedonic attributes of a product while a loss frame was more effective when the ad stressing the utilitarian attributes of the product (Lin, 2007). Taken together, we conjecture that customers pursing different values will react differently to the same frame of messages and the level of motivation triggered by the same message frame will also differ. H2: Customer value perception of sharing service will moderate the framing effect of customer messages (gain vs. loss) on motivation. Specifically, customers pursuing utilitarian values will react more strongly to the messages framed as a loss (H2a), while customers pursuing hedonic or symbolic values will react more strongly to messages framed as a gain (H2b). The effect of motivation on customer behaviors and behavioral intentions have been well demonstrated (Ganzach & Karsahi, 1995). In the service context, customer cooperation behaviors induced by motivation significantly influence the efficiency of service operations (Mills & Morris, 1986). We propose that the motivation enhanced by customer messaged influence customer willingness to cooperate. H3: In the B2C sharing service context, motivation affects customer willingness to cooperate. Methodology Data will be collected from American consumers who have used a car sharing service at least once in the past one year through an online scenario-based survey using a 2 (message frames: gain vs. loss) x 3 (values of sharing service: utilitarian vs. hedonic vs. symbolic) between-subject experimental design. Hypotheses will be tested by an analysis of variance and a regression analysis. Implication The findings of this study will help P2P service firms better design customer messages in inducing customer cooperation and how to customize the design by customers’ value perceptions of sharing service.

Mobile shopping motivations affects the interaction between mobile shoppers and mobile retailers. This study examines how mobile shopping motivations affect value co-creation, customer equity drivers, and customer lifetime value through a structural equation model. Mobile shopping motivations as mobile shoppers’ needs are time saving, right purchase and money saving. To meet mobile shoppers’ needs, mobile shoppers, mobile retailers, and other customers are willing to collaborate. Value co-creation that Yi and Gong (2013) scaled includes customer participation behaviour such as information seeking, information sharing, responsible behaviour, and personal interaction, and customer citizenship behaviour such as feedback, helping, advocacy, and tolerance. The results indicate that mobile shopping motivations are significant determinants of value co-creation behaviours, implying that mobile shopping motivations are driving factors of value co-creation. Customer participation behaviour has significant effects on value equity and brand equity while customer citizenship behaviour shows positive effects on brand equity and relationship. As for customer lifetime value, relationship equity has significant positive effect, while value and brand equity had no significant influence. This study also shows that mobile shopping motivations affect both value equity and relationship equity of mobile shopping apps by improving information sharing, responsible behaviour, and personal interaction, feedback, helping, and advocacy. Value equity and relationship equity also have significant effects on customer lifetime value. The authors discuss the theoretical and managerial implications for their findings.

Introduction Customer co-creation – customers‘ active participation and interaction with the company during their consumption processes, has gained increasing attention in tourism industry (Bertella, 2014; Chathoth et al., 2016; Campos, 2015). For example, Finnair and Helsinki airport invited passengers to workshop for co-developing new service concepts to improve passenger experience (Loukas, 2013). Despite of the increasing enthusiasm at the firm‘s side, customers do not necessarily share the mindset and feel ready for cocreation. The success of value co-creation greatly depends on continuous collaboration between customers and companies (Chathoth et al., 2013), making knowledge regarding customers‘ engagement in value co-creation essential. However, insufficient research attention has been devoted to theorize and empirically investigate the drivers of cocreation behavior in tourism (Grissemann & Stokburger-Sauer, 2012). To address this research gap, we draw on the organizational socialization theory (Van Maanen & Schein, 1979) to propose and empirically test customer education as driving factor for tourists‘ co-creation behavior during their tours. Additionally, we propose customer readiness as a mechanism mediating the effect of customer education on value co-creation behavior, while such effect should depend on tourists‘ involvement with tourism. Background and hypotheses development Organizational socialization refers to the process by which a newcomer gradually absorbs values, abilities, expected behaviors, and necessary social knowledge for assuming an organizational role and for participating as an organizational member (Louis, 1980, p. 229–230). Similar to the organizational socialization perspective, customer socialization characterizes how customers develop skills, knowledge, and attitude relevant to the marketplace (Ward, 1975), which offers a lens to explain how service providers can assist customers and behave as effective co-creators in the service system (Claycomb, Lengnick-Hall, and Inks, 2001). Büttgen et al (2012) demonstrated that customer socialization by training tactic has more important influence on consistent beliefs of service quality than prior reinforcement experiences, which engenders co-production motivation, in turn, leading to coproduction behavior as distal outcome of the socialization tactic. Previous studies suggest favorable customer outcomes to derive from the provision of customer education (Damali et al., 2016). Thus, this study proposed customer education as a socializing tactic, which is mediated by customer readiness for co-creation, to determine tourists co-creation behavior. The concept of co-creation has gained increasing attention in tourism literature, which is often described as the tourist‘s active participation, engagement and interaction during the consumption experience (e.g., Bertella, 2014; So et al., 2014). As Prahalad and Ramaswamy (2004, p. 8) stated, cocreation is ―the joint creation of value by the company and the customer, allowing the customer to co-construct the service experience to suit her context‖. Indeed, creating a favorable, memorable experience involves not only the service providers but also the tourism customers because customers are always the value co-creator (Vargo and Lusch, 2004). Challagalla and colleagues (2009) posit that firms can reach out to contact the customers to provide service after a sale is complete, rather than respond upon the customer‘s requests. In specific, Challagalla and et al. (2009) suggest the proactive service initiatives to consist of three dimensions, namely proactive prevention, proactive education, and proactive feedback seeking. In this study, the three key forms of proactive post-sales services proposed by Challagalla et al. (2009) provides a foundation that helps us to conceive customer co-creation behavior and define the dimensions underlying customer co-creation behavior of tourism services. Customer education, according to Meer (1984), involves learning activities that are organized and sustained by a firm to impart attitudes, knowledge or skills to customers or potential customers. Meanwhile, customer co-creation readiness (CCR) as a customer‘s condition or state in which he/she feels prepared to collaborate with service provider in value co-creation behavior, indicated by role clarity, ability and motivation to co-create (Meuter et al., 2005). Proper socialization process helps customers understand the product or service process as well as their role in performing service tasks, which not only could prevent customer‘s disruptive behaviors during the service process but also facilitate service flow and productivity (Rollag, 2012). Taken together, we propose the following hypotheses: H1: customer education will have a positive effect on customer co-creation behavior H2: Customer co-creation readiness will mediate the positive effect of customer education on customer co-creation behavior. Further, we postulate that tourist‘s product involvement is a boundary condition that constrains the positive effect of customer socialization. Socialization process does not always have much weight on tourists because the influence of socialization on each individual depends on tourists‘ individual characteristics (Van Maanen & Schein, 1979). Some tourists are highly interested in traveling whereas some consider traveling as a dessert in their meal. In line of this sense, we suggest the following hypothesis: H3: Product involvement will negatively moderate the mediation effect of customer co-creation readiness on co-creation behavior. Methodology The survey was posted on several well-known travel forums and referral networks. After eliminating invalid surveys, the authors obtain 300 valid questionnaires. Table 1 presents the sample characteristics. Customer education are measured by four items adapted from Bell and Eisingerich (2007). Product involvement depicts a customer‘s inherent needs, values, and interest towards tourism and is measured by ten items from Zaichkowsky (1985, 1994). Customer co-creation readiness is measured as a reflective first-order and reflective second-order construct by three dimensions: role clarity, ability, and motivation with 12 items adapted by Dellande et al. (2004) and Meuter et al. (2005). Customer co-creation behavior is measured as a reflective second order and reflective first order construct constituted by three dimensions of co-creation behavior with 12 items developed based on the review of concerns in the pre-site, on-site and post-site from several famous travel agencies. Results Measurement validation of constructs from construct reliability, convergent validity to discriminant validity were examined; and the results are provided in the table 2, indicating measurement validation requirements are satisfactory. Then, hypotheses testing was performed. In each analysis, we control variables, including customer gender, previous transaction experience with the travel agency (EP), and social desirability (SD), which are expected to have potential influence on co-creation behavior. H1 predicts a positive relationship between customer education and value co-creation. In support of H1, the analysis shows that customer education positively relates to co-creation of customers (β = 0.272, p = 0.043, R2adjusted= 0.292). Gender (β =-0.170, p<0.001) and SD (β =0.141, p=0.011) are negatively and positively related to customer co-creation behavior respectively. To test the mediating effect of customer readiness on the relationship between customer education and customer co-creation behavior, we used the PROCESS Macro (model 4) developed by Hayes‘s (2013) and estimated the effects with a bootstrap sample of 5000 cases. The indirect effect test indicates that customer education had a significantly positive effect on customer co-creation via the mediation of customer readiness for co-creation (0.312; 95% bootstrap CI [0.157, 0.517]) because the confidence interval did not include zero. The results support H2. Gender also has a significant effect on customer co-creation (β =-0.189, p <0.05). H3 postulated that product involvement will moderate the mediation effect of customer readiness. We used the PROCESS macro model 8 established by Hayes (2013) to test the moderated mediation. The conditional indirect effect test shows that customer readiness significantly mediates the influence of customer education on customer co-creation behavior, regardless of the level of product involvement (zero was not included in the confidence intervals). Nonetheless, customer education on customer co-creation behavior via customer readiness is significant and stronger in low level of product involvement (0.281; 95% bootstrap CI [0.186, 0.398]) but weaker in high level of product involvement (0.128; 95% bootstrap CI [0.029, 0.256]). Therefore, H3 is supported. Among the controlled variables, gender is the only significant predictor of customer co-creation behavior (β =-0.158, p<0.05). In a summary of dominant results of control variables, gender is significant in all three of the tested hypotheses; particularly, female shows a higher level of co-creation behavior than male. Conclusion we introduced organizational socialization theory to the literature on co-creation of tourism context and explored the effect of firms‘ education effort to socialize customers in co-creation activities. We found customer education as a socialization tactic and then conducting an empirical study by collecting data from several travel agencies to investigate the effect of firms‘ socialization tactic on customer co-creation. The results suggest that customer education could promote customer co-creation through customer readiness as a mediator. We also investigated whether the effect of socialization tactic differs on the different levels of product involvement. The results show that customers with high involvement were less influenced by customer education than those with low involvement.