客户体验管理(CXM)与新产品的成功:实证调查

Gerard A. Athaide, Jason Q. Zhang, Richard R. Klink
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摘要

目的客户体验管理(CXM)和创新是当今企业赖以竞争的两种重要能力。然而,迄今为止的研究尚未对它们之间潜在的共生关系进行实证调查。具体来说,更好的客户体验管理是否能改善创新;同样,更好的创新是否能改善客户体验管理?作为起点,我们的研究侧重于前者:有效的客户体验管理与创新成功之间存在怎样的关联?设计/方法/途径通过询问 251 家参与客户体验设计和实施的商品和服务公司的营销经理收集数据。经理们回答了与他们的创新努力、客户体验管理措施和创新成果相关的问题。研究结果我们的研究发现,更高水平的客户体验管理会带来更大的创新成功--即更高的成功率、收入以及新产品或服务的利润。此外,我们还发现,企业客户关系管理有三种不同的方法:(1)广泛的企业客户关系管理方法(占样本企业的 43%);(2)适度的企业客户关系管理方法(占样本企业的 39%);以及(3)有限的企业客户关系管理方法(占样本企业的 18%)。采用广泛的客户关系管理方法的企业所处的环境竞争激烈,技术动荡非常大。采用有限客户关系管理方法的企业所处环境的竞争强度和技术变革水平最低。据我们所知,我们的研究首次提供了企业采用不同客户关系管理方法的经验证据。此外,我们还发现了企业在选择这些客户关系管理方法时所考虑的外部因素,即市场动荡、竞争强度和技术动荡。最后,我们关于客户关系管理方法和创新成功的研究结果表明,管理者应在客户关系管理方面进行投资,以帮助提高创新能力。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Customer experience management (CXM) and new product success: an empirical investigation
PurposeCustomer experience management (CXM) and Innovation are two important capabilities on which businesses compete today. However, research to date has not empirically investigated their potential symbiotic relationship. Specifically, does better CXM improve innovation; similarly, does better innovation improve CXM? As a starting point, our research focuses on the former: how does effective CXM correlate with innovation success?Design/methodology/approachData was collected by querying marketing managers from 251 goods and services firms involved in CX design and implementation. Managers answered questions related to their innovation efforts, customer experience management initiatives, and innovation outcomes. Cluster analysis was used to identify a taxonomy of CXM approaches contingent upon environmental factors (market turbulence, competitive intensity, and technological turbulence).FindingsOur research found that higher levels of CXM engagement result in greater innovation success – i.e. higher success rates, revenues, and profits from new products or services. In addition, we find that there are three distinct approaches to CXM: (1) Extensive CXM approach (43% of firms in our sample); (2) Moderate CXM approach (39%); and (3) Limited CXM approach (18%). Firms with an extensive CXM approach operate in intensely competitive environments that are characterized by very high technological turbulence. Firms that employ a limited CXM approach operate in environments with the lowest levels of competitive intensity and technological change. Market turbulence did not factor into the choice of CXM approach.Originality/valueTo our knowledge, our study is the first to provide empirical evidence that firms adopt different CXM approaches. Further, we identify factors external to the firm that are considered when selecting these CXM approaches; namely, market turbulence, competitive intensity, and technological turbulence. Finally, our findings related to CXM approaches and innovation success indicate that managers should make investments in CXM to help improve innovation.
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