Customer asset orientation: Antecedents and consequences

Yonggui Wang; Zhilin Yang

doi:10.1109/ICSSSM.2006.320589

Customer asset orientation: Antecedents and consequences

Department of Marketing

Research output: Chapters, Conference Papers, Creative and Literary Works › RGC 32 - Refereed conference paper (with host publication) › peer-review

Abstract

With the intensified competition and the changing roles of customers from passive purchasers towards active buyers, co-producers, co-creator of customer value and co-developer of core competences of firms, both managers and scholars tend to view customers as strategic asset. The research addresses three questions: 1) Why are some firms more customer asset oriented than others? 2) What effect does a customer asset orientation have on business performance? 3) Does the linkage between a customer asset orientation and business performance depend on environmental context? The findings based on evidence from China support most of hypotheses proposed in this research. ©2006 IEEE.

Original language	English
Title of host publication	Proceedings - ICSSSM'06: 2006 International Conference on Service Systems and Service Management
Pages	60-66
Volume	1
DOIs	https://doi.org/10.1109/ICSSSM.2006.320589
Publication status	Published - 2007
Event	2006 International Conference on Service Systems and Service Management (ICSSSM'06) - Troyes, France Duration: 25 Oct 2006 → 27 Oct 2006

Publication series

Name
Volume	1

Conference

Conference	2006 International Conference on Service Systems and Service Management (ICSSSM'06)
Abbreviated title	ICSSSM
Place	France
City	Troyes
Period	25/10/06 → 27/10/06

Research Keywords

Business performance
Competition intensity
Customer asset orientation
Market orientation

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10.1109/ICSSSM.2006.320589

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title = "Customer asset orientation: Antecedents and consequences",

abstract = "With the intensified competition and the changing roles of customers from passive purchasers towards active buyers, co-producers, co-creator of customer value and co-developer of core competences of firms, both managers and scholars tend to view customers as strategic asset. The research addresses three questions: 1) Why are some firms more customer asset oriented than others? 2) What effect does a customer asset orientation have on business performance? 3) Does the linkage between a customer asset orientation and business performance depend on environmental context? The findings based on evidence from China support most of hypotheses proposed in this research. {\textcopyright}2006 IEEE.",

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AB - With the intensified competition and the changing roles of customers from passive purchasers towards active buyers, co-producers, co-creator of customer value and co-developer of core competences of firms, both managers and scholars tend to view customers as strategic asset. The research addresses three questions: 1) Why are some firms more customer asset oriented than others? 2) What effect does a customer asset orientation have on business performance? 3) Does the linkage between a customer asset orientation and business performance depend on environmental context? The findings based on evidence from China support most of hypotheses proposed in this research. ©2006 IEEE.

KW - Business performance

KW - Competition intensity

KW - Customer asset orientation

KW - Market orientation

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UR - https://www.scopus.com/record/pubmetrics.uri?eid=2-s2.0-40649104568&origin=recordpage

U2 - 10.1109/ICSSSM.2006.320589

DO - 10.1109/ICSSSM.2006.320589

M3 - RGC 32 - Refereed conference paper (with host publication)

SN - 1424404517

SN - 9781424404513

VL - 1

SP - 60

EP - 66

BT - Proceedings - ICSSSM'06: 2006 International Conference on Service Systems and Service Management

Y2 - 25 October 2006 through 27 October 2006

ER -

Customer asset orientation: Antecedents and consequences

Abstract

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Conference

Research Keywords

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