We all live in a service-based economy right now, and the role of
customers has changed from passive buyers to active value creators.
Customers are actively engaged in the value creation process, and
customer value creation behavior has become an essential
phenomenon. For the competitive advantage of the firm, employees
need to change from exclusive service providers to value
facilitators. Firms must now change their paradigm from treating
customers as mere buyers to engaging customers as value creators.
This book sheds insight into the essentiality of understanding
customer value creation behavior for enhancing firm performance.
This book is also a comprehensive reference critically analyzing
the current state of customer value creation behavior. It covers
theoretical foundations, measurement, antecedents and consequences
of customer value creation behavior, in addition to applications in
specific and various contexts. The book also highlights the
importance of understanding the dimensional structure of customer
value creation behavior for accurate results of empirical research.
In addition, the book also examines customer value destruction
behavior or dysfunctional customer behavior. This book challenges
the conventional belief that handling customer complaints equates
with handling dysfunctional customer behavior and provides useful
insights for handling employees and customers.
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