| Preface |
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xiii | |
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Chapter 1 Customer Strategies in the Face of New Technological, Social and Environmental Challenges |
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1 | (22) |
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1.1 AI, robotization and algorithms: what are the effects on customers? |
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2 | (4) |
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1.2 Business model renewal: what are the impacts on customers? |
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6 | (2) |
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1.3 Accountability to customers and citizens: why and how? |
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8 | (4) |
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1.4 Practicing open innovation with customers |
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12 | (1) |
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1.5 Customer relationship management in the face of societal and environmental challenges |
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13 | (4) |
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17 | (1) |
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18 | (1) |
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19 | (4) |
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Chapter 2 Brand Practices Faced with Augmented Consumers |
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23 | (18) |
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2.1 A more complex approach to the customer to follow them wherever they go |
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24 | (3) |
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2.1.1 Following the customer wherever they buy: from multichannel to omnichannel |
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24 | (1) |
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2.1.2 Communicating with the customer wherever they come into contact with the company: the touchpoints |
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25 | (2) |
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2.2 An evolution of message content |
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27 | (4) |
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2.2.1 A constant search for a demonstration of transparency |
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27 | (3) |
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2.2.2 Indirect speaking: the growing role of influencers |
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30 | (1) |
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2.3 A stronger involvement of consumers in brands |
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31 | (8) |
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2.3.1 Increasing consumer participation |
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31 | (3) |
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2.3.2 An increasingly personalized relationship |
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34 | (1) |
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2.3.3 A relationship based on utility and meaning through commitment |
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35 | (4) |
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39 | (1) |
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39 | (2) |
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Chapter 3 The Augmented Customer Relationship: the Increasing Importance of the Customer's Role |
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41 | (18) |
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3.1 The customer, a long-standing player in the relationship |
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41 | (4) |
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3.1.1 The customer, from the role of beneficiary to the role of relationship producer |
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42 | (2) |
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3.1.2 A role as a producer, a source of value for the company and the customer |
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44 | (1) |
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3.2 The digitization, development and diversification of the customers' roles |
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45 | (5) |
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3.2.1 An enrichment of intra-role roles through the development of technologies in the relationship |
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46 | (1) |
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3.2.2 An intensification and diversification of the customer's extra roles |
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47 | (3) |
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3.3 The consequences for the company |
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50 | (5) |
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3.3.1 Motivating customers to play a greater role |
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50 | (2) |
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3.3.2 Managing customer expertise |
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52 | (2) |
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3.3.3 Rethinking the role of staff in the customer journey to create greater value |
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54 | (1) |
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55 | (4) |
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Chapter 4 Innovation Augmented by the Customer: from Ideation to Diffusion |
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59 | (18) |
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4.1 Introduction: the new roles and contributions of the customer |
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59 | (1) |
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4.2 The role of the customer in the upstream phase of the launch of an innovation: the customer as a source of new ideas at the service of companies' innovation processes |
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60 | (6) |
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4.2.1 Toward customer participation in innovation |
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60 | (2) |
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4.2.2 Innovation by customers and users (user innovation): a major phenomenon? |
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62 | (1) |
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4.2.3 Co-innovating with customers and users: three possible strategies |
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62 | (3) |
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4.2.4 Co-innovating with companies: what do the main stakeholders think? |
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65 | (1) |
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4.3 The role of The customer downstream of an innovation launch: the customer influences to facilitate the adoption of the innovation on the market |
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66 | (5) |
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4.3.1 From the innovative customer to the influential customer |
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66 | (1) |
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4.3.2 Influence marketing: a new role for the customer? |
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67 | (1) |
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4.3.3 From OLs to e-OLs -- who are they? |
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68 | (1) |
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4.3.4 Identifying and selecting leaders and e-OLs |
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69 | (1) |
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4.3.5 Relationship management with leaders and e-OLs |
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70 | (1) |
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71 | (1) |
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72 | (1) |
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72 | (5) |
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Chapter 5 The Customer's Voice: Toward New Listening Tools |
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77 | (18) |
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5.1 Introduction: "markets are conversations" |
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77 | (1) |
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5.2 The different forms, of WOM |
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78 | (1) |
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5.3 Steps to managing the customer's voice over the Internet |
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79 | (9) |
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5.3.1 Step 1: set up listening measures |
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79 | (5) |
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5.3.2 Step 2: respond to online customers |
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84 | (4) |
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5.4 Current and future challenges |
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88 | (1) |
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5.4.1 Challenge 1: when the customer's voice is manipulated (the case of deceptive reviews) |
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88 | (1) |
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5.4.2 Challenge 2: when the internal customer-the employee -- expresses himself online |
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88 | (1) |
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89 | (1) |
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90 | (5) |
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Chapter 6 Redesigning the Customer's Role in a Connected World |
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95 | (22) |
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6.1 A connected customer with multiple faces |
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97 | (6) |
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6.1.1 The connected customer's fragmented identity |
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97 | (2) |
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6.1.2 Representations and performance of the connected customer |
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99 | (4) |
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6.2 Managing the customer in their connected environment |
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103 | (4) |
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6.2.1 Customer marketing, between secrecy and stealth |
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103 | (2) |
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6.2.2 The dark side of the IoT |
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105 | (1) |
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6.2.3 Toward the disappearance of the "customer" in a connected world? |
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106 | (1) |
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6.3 Connected customers, masters of their own consumption and relationship with brands |
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107 | (6) |
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6.3.1 Connection as a source of value creation for the individual |
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108 | (1) |
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6.3.2 Orchestration of connected objects and organization of services around the individual |
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109 | (2) |
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6.3.3 The individual in a connected environment: control or trust? |
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111 | (2) |
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113 | (1) |
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113 | (4) |
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Chapter 7 The Augmented Customer Experience: Between Humanity and Robotization? |
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117 | (16) |
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7.1 From experience to omnichannel experience |
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118 | (4) |
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7.1.1 Rethinking the experience when it becomes omnichannel |
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118 | (1) |
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7.1.2 From the integration of the Internet into the purchasing process to omnichannel: toward a sublimation of the customer experience? |
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119 | (2) |
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7.1.3 Creating an unforgettable memory souvenir because of the fluidity between "touchpoints" |
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121 | (1) |
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7.2 Management of the omnichannel system: between fluidity, continuity or disruption and jumping between "touchpoints"? |
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122 | (7) |
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7.2.1 When the experience with a touchpoint is the continuity of an experience started elsewhere |
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122 | (3) |
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7.2.2 The TEAV model as a theoretical basis for the analysis of omnichannel trajectories |
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125 | (1) |
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7.2.3 The contents of the omnichannel experience approached in a holistic way |
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126 | (2) |
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7.2.4 An experience that is exacerbated when it is experienced over several channels? |
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128 | (1) |
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7.3 Conclusion: the place of the human being and technology to create a quality experience |
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129 | (2) |
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131 | (2) |
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Chapter 8 Designing Your Customer Experience |
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133 | (16) |
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8.1 Designing a new customer experience |
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135 | (5) |
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8.1.1 Step 1: analyzing past customer experiences |
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135 | (1) |
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8.1.2 Step 2: taking strategic prerequisites into account |
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136 | (1) |
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8.1.3 Step 3: prioritizing and determining the place for the desired experience |
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136 | (2) |
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8.1.4 Step 4: operationalizing the journeys that constitute the experience |
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138 | (1) |
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8.1.5 Step 5: checking the created journeys |
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139 | (1) |
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8.2 Designing customer journeys |
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140 | (4) |
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8.2.1 The classic graphic tools: blueprint and contact matrix |
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140 | (1) |
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8.2.2 Practicing design thinking by creating personas |
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141 | (2) |
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8.2.3 Interests and limitations of graphic tools |
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143 | (1) |
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8.3 Big data and design: the two necessary areas of expertise |
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144 | (1) |
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145 | (4) |
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Chapter 9 Customer Relationships and Digital Technologies: What Place and Role for Sales Representatives? |
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149 | (18) |
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9.1 A new way of selling: social selling |
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150 | (7) |
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9.1.1 What is social selling? |
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150 | (1) |
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9.1.2 Meeting customers on their buying journey |
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151 | (1) |
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9.1.3 Adopting a sales approach focused on meeting needs |
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151 | (2) |
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9.1.4 Using social media at every stage of the sale |
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153 | (1) |
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9.1.5 Improving business performance |
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154 | (1) |
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9.1.6 Overcoming social media challenges |
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155 | (2) |
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9.2 The prospects of Al for the commercial sector |
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157 | (7) |
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9.2.1 The new strategic toolbox or the augmented salesperson |
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158 | (4) |
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9.2.2 Toward sales automation or sales without a salesperson |
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162 | (1) |
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9.2.3 New forms of sale or the humanoid robot-seller |
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163 | (1) |
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164 | (3) |
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Chapter 10 Engaging Reciprocity from the Complainant Customer in the Digital Age |
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167 | (16) |
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10.1 Obtaining the complainant customer's voice: a multifaceled challenge |
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167 | (4) |
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10.1.1 Back to the Exit, Voice, Loyalty model |
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168 | (1) |
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10.1.2 When the customer's desire for discussion depends on the state of the relationship with the brand |
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169 | (2) |
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10.2 Understanding the complainant customer's levers of reciprocity |
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171 | (4) |
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10.2.1 The central role of perceived justice in shaping customer satisfaction |
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171 | (1) |
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10.2.2 The triggering of the customer's desire for reciprocity |
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172 | (3) |
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10.3 Differentiating the care of complainant customers |
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175 | (3) |
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10.3.1 Globalization and taking the intercultural factor into account |
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175 | (1) |
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10.3.2 Identifying the complainant customer's motivations on social networks |
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176 | (1) |
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10.3.3 The "love becomes hate" effect of the loyal customer |
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176 | (1) |
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10.3.4 The matrix of restorative actions |
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177 | (1) |
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178 | (1) |
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179 | (4) |
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Chapter 11 The Firm's Empathic Capacity: a Social Neuroscience Perspective for Managing Customer Engagement in the Digital Era |
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183 | (20) |
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11.1 Introduction; the dilemma of digital transformation in customer relationship management |
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183 | (2) |
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11.2 What social neuroscience tells us about empathy |
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185 | (6) |
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11.2.1 Social neuroscience: what is it? |
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185 | (1) |
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11.2.2 The emotional connection is essential to any social and commercial relationship |
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186 | (1) |
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11.2.3 Empathy: the epicenter of the emotional connection |
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187 | (4) |
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11.3 Developing firms' empathic capacity: a two-level strategy |
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191 | (12) |
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11.3.1 Sharing the customer's emotional states |
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191 | (3) |
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11.3.2 Understanding the customer's mental states |
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194 | (3) |
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11.3.3 How does the customer appraise their engagement with the firm? |
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197 | (6) |
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Chapter 12 Data Marketing for Customer Intimacy |
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203 | (16) |
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12.1 Multiple customer data sources |
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206 | (1) |
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12.2 The different customer data hubs |
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207 | (2) |
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12.3 The difficult consolidation of customer data |
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209 | (1) |
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12.4 The intersection of media and data to serve customer strategy |
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210 | (5) |
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12.5 Leveraging data: market research in the era of customer data |
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215 | (2) |
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12.6 Data marketing tomorrow |
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217 | (1) |
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218 | (1) |
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Chapter 13 The Dark Side of Customer Relationship Management Practices in the Data Age: Managing Resistance and Perceived Intrusion for Responsible Practices |
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219 | (22) |
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Caroline Lancelot-Miltgen |
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13.1 The dark side of customer relationship management practices |
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220 | (1) |
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13.2 Possible consumer feelings |
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221 | (3) |
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13.2.1 A sense of pressure |
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221 | (1) |
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13.2.2 A sense of injustice |
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222 | (1) |
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13.2.3 A sense of loss of control |
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223 | (1) |
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13.3 The consequences: consumers are showing signs of resistance |
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224 | (6) |
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13.3.1 Resistance: what are we talking about? |
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224 | (3) |
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13.3.2 Consumer resistance to the collection and use of personal data |
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227 | (3) |
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13.4 Solutions for effective and responsible practices |
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230 | (7) |
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13.4.1 Optimizing the execution of loyalty practices |
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231 | (1) |
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13.4.2 Monitoring effectiveness using customer-centric metrics |
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231 | (1) |
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13.4.3 Overseeing the implementation of "virtuous" practices |
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232 | (1) |
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13.4.4 Restoring confidence in the collection and use of data |
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233 | (4) |
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237 | (1) |
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237 | (4) |
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Chapter 14 The Legal Basis for a Data Economy Based on Trust |
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241 | (16) |
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14.1 Personal data at the heart of the DGMP |
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242 | (1) |
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14.1.1 Personal data: the black gold of the 21st Century |
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242 | (1) |
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14.1.2 Personal data and brands: the cyber-consumer chooses brands that respect confidentiality |
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243 | (1) |
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14.2 GDPR tools to restore trust |
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243 | (2) |
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14.2.1 Clear and explicit consent |
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243 | (1) |
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14.2.2 Ensuring the rights of the cyber-consumer over their personal data |
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244 | (1) |
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14.2.3 Creation of a Data Protection Officer role |
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245 | (1) |
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14.3 The future of our personal data |
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245 | (8) |
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14.3.1 A right of ownership over our personal data? |
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245 | (4) |
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14.3.2 The future: toward a right to an income on our data? |
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249 | (4) |
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253 | (1) |
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254 | (3) |
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Chapter 15 Information Systems Security: Challenges, Vulnerabilities and Tools |
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257 | (14) |
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15.1 Current uses reinforcing the need for security: cryptocurrency and blockchains |
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258 | (3) |
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15.1.1 Blockchain principles |
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258 | (1) |
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15.1.2 Blockchain applications |
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259 | (2) |
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15.2 Protecting yourself from potential threats: safety and security |
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261 | (1) |
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15.3 Security in companies and organizations |
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262 | (3) |
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15.3.1 Vulnerabilities, risks and ISP |
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262 | (1) |
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15.3.2 Deterrence, neutralization and awareness -- training |
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263 | (2) |
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15.4 The standards that govern safety: 1SO/IEC 27000 |
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265 | (3) |
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268 | (1) |
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269 | (2) |
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Chapter 16 Organizing the Augmented Customer Relationship |
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271 | (18) |
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271 | (1) |
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16.2 Governance of customer strategy within the organization |
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272 | (2) |
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16.2.1 The value of having a Chief Customer Officer |
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272 | (1) |
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16.2.2 The CCO, the one man orchestra |
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273 | (1) |
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16.3 The role of the different stakeholders in customer relationship management |
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274 | (8) |
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16.3.1 The key role of employees |
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274 | (4) |
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16.3.2 Other stakeholders involved |
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278 | (4) |
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16.4 In-house contracting or outsourcing: who should implement customer relationship management? |
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282 | (3) |
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16.4.1 Managing customer relations internally |
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282 | (1) |
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16.4.2 Outsourcing customer relationship management |
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283 | (2) |
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16.5 Aligning the organization around the customer strategy |
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285 | (1) |
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285 | (4) |
| List of Authors |
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289 | (4) |
| Index |
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293 | |
