From customer journeys to consumption journeys: a consumer culture approach to investigating value creation in practice-
- PDF / 537,762 Bytes
- 14 Pages / 595.276 x 790.866 pts Page_size
- 32 Downloads / 375 Views
THEORY/CONCEPTUAL
From customer journeys to consumption journeys: a consumer culture approach to investigating value creation in practice-embedded consumption Hope Jensen Schau 1 & Melissa Archpru Akaka 2 Received: 9 March 2020 / Accepted: 6 September 2020 # Academy of Marketing Science 2020
Abstract Prior research on customer journeys chiefly focuses on identifying, from the firm perspective, firm-customer touchpoints. Importantly, the extant literature begins to maps aggregate firm-customer interactions over time to reveal how sequenced firmcontrolled touchpoints contribute to customer experience. These customer journey maps tend to emphasize market actions, specifically purchases, over other, customer-centric touchpoints like use occasions, use experiences, storage and disposal. We extend the firm-centric customer journey framework to consider customer-centric touchpoints within a broader social and cultural context for value creation. We propose a consumer-centric consumption journey which considers consumption within progressive engagement with a practice or set of practices. We offer a culturally grounded consumption journey framework that highlights the importance of practices, communities, and institutions in value creation, and reveals various experiences and value outcomes. Future research regarding consumption journeys can advance understanding of customer experiences and journeys by investigating a variety of sociocultural influences and outcomes of value creation. Keywords Customer journey . Consumption journey . Practices . Communities . Institutions . Consumer culture
The bedrock of business is value creation. Firms exist to create value with customers and in turn shareholders. To understand how value is created with customers, it is important to examine the sequenced set of firm-customer interactions, known as a customer journey (Lemon and Verhoef 2016). Mapping customer journeys helps managers and marketers understand how value is created (or not) as customers engage with firms across a multitude of firm-customer touchpoints (Richardson 2010; Rosenbaum et al. 2017). Customer journey maps include online and offline engagements, as well as pre- and post-purchase encounters, and are especially useful for gleaning insights into how a collection of experiences unfold over
* Melissa Archpru Akaka [email protected] Hope Jensen Schau [email protected] 1
University of Arizona, 210 L McClelland Hall, Tucson, AZ 85721, USA
2
University of Denver, 2101 S. University Blvd., Denver, CO 80208, USA
time through sequential, service-based processes (Berry et al. 2002). Growing attention to customer journeys reflects managerial interest in enhancing value through improving customer experiences (e.g., Richardson 2010; Kolko 2015). Further, recent research suggests that customer journeys are not only useful for managers charged with improving customer value, and thus firm performance, they are also important for marketing scholars who seek to understand nuances of value creation within and across firm
Data Loading...
