Outstanding Paper
Tracy Harwood & Tony Garry
“An investigation into gamification as a customer engagement experience environment”
Journal of Services Marketing, Vol. 29 Iss 6/7 pp. 533 – 546
Abstract:
Purpose
This study aims to provide empirically generated insights into a gamification approach to online customer engagement and behavior (CE and CEB). There is a substantive discrepancy between popular coverage and empirically based research as to the effectiveness of virtual brand gamification in engaging customers.
Design/methodology/approach
Using Samsung Nation as a unit of analysis, a mixed-methods research design using netnography and participant observation is adopted to address the research aim.
Findings
Taken holistically, the findings identify key processes and outcomes of CE and CEB within virtual gamified platforms. Additionally, insights are provided into implementation flaws deriving from gamification that may potentially impact the CE experience.
Originality/value
The contribution of this paper is twofold. First and from a theoretical perspective, it offers both a conceptual foundation and empirical-based evaluation of CE and CEB through a gamified brand platform. Second and from a pragmatic perspective, the conceptual model derived from this research may aid practitioners in developing more robust gamified CE strategies.
Link: http://www.emeraldinsight.com/doi/full/10.1108/JSM-01-2015-0045
Highly Commended Paper(s)
Kristina Heinonen & Tore Strandvik
“Customer-dominant logic: foundations and implications”,
Journal of Services Marketing, Vol. 29 Iss 6/7 pp. 472 – 484
Abstract:
Purpose
The purpose of this paper is to analyze the theoretical and practical implications of adopting customer-dominant logic (CDL) of service, focusing on how firms can become involved in the customers’ context.
Design/methodology/approach
Inspired by the conceptual discussion of service logic and service-dominant logic, this paper focuses on the conceptual underpinnings of CDL. CDL is contrasted with other service perspectives in marketing; CDL is a marketing and business perspective dominated by customer-related aspects instead of products, service, systems, costs or growth. It is grounded in understanding customer logic and how firms’ offerings can become embedded in customers’ lives/businesses.
Findings
The conceptual analysis challenges the prevailing assumptions of key phenomena in service research, including interaction, co-creation, service value and service. The paper presents five essential foundations of CDL: marketing as a business perspective, customer logic as the central concept, offering seen through the customer lens, value as formed and not created and the prevalence of customer ecosystems.
Research limitations/implications
The paper differentiates CDL from other marketing perspectives. Further empirical research is needed in different empirical settings to provide guidelines for adopting the perspective on a strategic and operational business level.
Practical implications
As a firm’s holistic and strategic foundation, marketing is based on understanding how providers participate, at a profit, in customers’ value formation. The paper suggests how firms can successfully conduct business in dynamic markets with empowered customers.
Originality/value
This paper expands marketing and business logic based on customer dominance. It accentuates the importance of understanding customer logic and stresses the presence of providers in the customer ecosystem.
Link:http://dx.doi.org/10.1108/JSM-02-2015-0096
Debra Grace & Joseph Lo Iacono
“Value creation: an internal customers’ perspective”
Journal of Services Marketing, Vol. 29 Iss 6/7 pp. 560 – 570
Abstract:
Purpose
The purpose of this paper is to understand and deliver the needs and wants of external customers. This being the case, we know quite a lot about one perspective of the value co-creation process (i.e. external customers’ perception) but very little about other stakeholder perspectives, in particular, internal customers’ perspectives of the value co-creation process.
Design/methodology/approach
This paper draws on the works of Edvardsson et al. (2011), Giddens (1984), Sweeney and Soutar (200), Helkkula et al. (2012), Herzberg et al. (1959) and Wolf (1970) to build a conceptual model of value creation developed specifically from the internal customer’s perspective.
Findings
The resultant conceptual model (shown in Figure 1) provides insight into the socio-structural and social exchange elements of the firm that provide the stimuli to value creation, which in the first instance, gratify (or not) the needs of internal customers and, secondly, influence the multi-dimensional value perceptions of internal customers.
Originality/value
The conceptual model of this paper provides a unique, pragmatic and useful framework for understanding how internal customers derive and perceive value within the social landscape of the firm. While empirical validation of the model is essential, the model, as presented herein, provides an excellent starting point for further investigation in this important, but largely under-researched, area.
Link: http://dx.doi.org/10.1108/JSM-09-2014-0311
Outstanding Reviewer(s)
John D. Hansen – Best reviewer
Levent Altinay – Highly commended
