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Journal articles on the topic 'Customer journey mapping'

Author: Grafiati
Published: 4 June 2021
Last updated: 4 February 2022

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1

Arias, Michael, Eric Rojas, Santiago Aguirre, Felipe Cornejo, Jorge Munoz-Gama, Marcos Sepúlveda, and Daniel Capurro. "Mapping the Patient’s Journey in Healthcare through Process Mining." International Journal of Environmental Research and Public Health 17, no. 18 (September 10, 2020): 6586. http://dx.doi.org/10.3390/ijerph17186586.

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Nowadays, assessing and improving customer experience has become a priority, and has emerged as a key differentiator for business and organizations worldwide. A customer journey (CJ) is a strategic tool, a map of the steps customers follow when engaging with a company or organization to obtain a product or service. The increase of the need to obtain knowledge about customers’ perceptions and feelings when interacting with participants, touchpoints, and channels through different stages of the customer life cycle. This study aims to describe the application of process mining techniques in healthcare as a tool to asses customer journeys. The appropriateness of the approach presented is illustrated through a case study of a key healthcare process. Results depict how a healthcare process can be mapped through the CJ components, and its analysis can serve to understand and improve the patient’s experience.
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Koussaifi, Hiba, David John Hart, and Simon Lillystone. "Customer complaint journey mapping: a qualitative approach." British Food Journal 122, no. 12 (June 19, 2020): 3711–26. http://dx.doi.org/10.1108/bfj-11-2019-0849.

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PurposeThis paper aims to extend the customer complaint behaviour (CCB) knowledge by introducing a visual technique called customer complaint journey mapping as a means of capturing and understanding multi-faceted service failures involving multiple actors.Design/methodology/approachResearch participants were trained to record contemporaneous accounts of future dissatisfactory dining experiences. Minimising issues of memory recall whilst faithfully capturing complainants' raw emotions. These recordings formed the basis for follow up interviews, based on the critical incident technique.FindingsThe central finding of this paper was how other actors outside of the traditional service dyad played a dynamic role in co-creating a complainants' emotions and subsequent behaviours.Practical implicationsThe resulting customer complaint maps give deep insights into the complex social dynamics involved in CCB, providing a powerful tool for both researchers and staff responsible for recovery strategies.Originality/valueThe mapping framework provides an innovative means of capturing the actual complaint experiences of customers and the role of other actors, utilising a multi-method approach designed to address various limitations of existing CCB research.
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Mele, Cristina, Tiziana Russo-Spena, Marco Tregua, and Cristina Caterina Amitrano. "The millennial customer journey: a Phygital mapping of emotional, behavioural, and social experiences." Journal of Consumer Marketing 38, no. 4 (June 7, 2021): 420–33. http://dx.doi.org/10.1108/jcm-03-2020-3701.

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Purpose The wider possibility of connectivity offers additional opportunities for customers to experience value propositions. The online world is only one side of the customer experience. The integration of digital technologies, social presence and physical elements increases the complexity of customer journey. This paper aims to map the phygital customer journey by focusing on millennials. Design/methodology/approach The study adopted a qualitative methodology to investigate 50 millennials from Italy. Millennials had to describe, in two phases, a journey they had recently made. First, they used sticky notes with no restrictions on expressing their feelings and structuring their CJ. Second, customers transferred the sticky notes’ contents, consider the information provided and map the journey with additional details using the Uxpressia software. Findings This paper frames the Millennials customer journey as a cycle of four moments: connect, explore, buy and use. Each moment enacts the customer experience as a mixture of emotional, behavioural and social responses. Online and offline interactions blur the boundaries between the physical and digital world (i.e. phygital): millennials move back-and-forth or jump from one action to another according to the evolving path of emotions and interactions. Originality/value The phygital customer journey provides an alternative understanding of customer journey occurring as a fuzzy process or loop. A phygital map develops as a circular path of moments seen as phenomenological microworlds of events, interactions, relationships and emotions.
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Følstad, Asbjørn, and Knut Kvale. "Customer journeys: a systematic literature review." Journal of Service Theory and Practice 28, no. 2 (March 12, 2018): 196–227. http://dx.doi.org/10.1108/jstp-11-2014-0261.

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Purpose Customer journeys have become an increasingly important topic in service management and design. The purpose of this paper is to review customer journey terminology and approaches within the research literature prior to 2013, mainly from the fields of design, management, and marketing. Design/methodology/approach The study was conducted as a systematic literature review. Searches in Google Scholar, Scopus, Web of Knowledge, ACM Digital Library, and ScienceDirect identified 45 papers for the analysis. The papers were analyzed with respect to customer journey terminology and approaches, the relation to customer experience, the referenced background, and the use of visualizations. Findings Across the reviewed literature, customer journeys are described not only as a means to take the viewpoint of the customer, but also to reach insight into their experiences. A rich and at times incoherent customer journey terminology is analyzed and discussed, as are two emerging customer journey approaches: customer journey mapping (analysis of a service process “as is”) and customer journey proposition (generative activities leading toward a possible service “to be”). Research limitations/implications The review is limited to analyzing and making claims on research papers that explicitly apply the term customer journey. In most of the reviewed papers, customer journeys are not the main object of interest but are discussed as one of several topics. Practical implications A nuanced discussion of customer journey terminology and approaches is provided, supporting the practical application of a customer journey perspective. Originality/value The review contributes a needed common basis for future customer journey research and practice.
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Patti, Charles H., Maria M. van Dessel, and Steven W. Hartley. "Reimagining customer service through journey mapping and measurement." European Journal of Marketing 54, no. 10 (April 10, 2020): 2387–417. http://dx.doi.org/10.1108/ejm-07-2019-0556.

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Purpose How can customer service be so bad in an era when companies collect endless data on customer interactions? The purpose of this paper is to contribute to the important challenge of elevating customer service delivery by providing guidelines for when and how to select optimal measures of customer service measurement using a new decision framework. Design/methodology/approach The paper uses a comprehensive, multi-dimensional review of extant literature related to customer service, journey mapping and performance measurement and applied a qualitative, taxonomic approach for model development. Findings A process model and customer journey mapping framework can facilitate the selection and application of appropriate and relevant customer service experience metrics to enhance customer service experience strategies, creation and delivery. Research limitations/implications The taxonomy of customer service metrics is limited to current publicly and commercially available metrics. The dynamic nature of the customer service environment necessitates continuous updates of the model and framework. Practical implications Selection of customer service performance measures should match relevant stages of the customer journey; use perception-based, operational and outcome-based metrics that track employee and customer behaviours; improve omni-channel measurement; and integrate data-sharing and benchmark measurement initiatives through collaboration with customer service communities. Originality/value A reimagined perspective is offered to the complex challenge of measuring and improving customer service, providing a new decision-making framework for customer service experience measurement and guidance for future research.
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Kreienbrink, Janine. "Customer Journey Mapping trifft auf interne Kunden." Wissensmanagement 2, no. 1 (February 2020): 34–35. http://dx.doi.org/10.1007/s43443-020-0115-5.

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Addis, Michela. "Understanding the Customer Journey to Create Excellent Customer Experiences in Bookshops." International Journal of Marketing Studies 8, no. 4 (July 27, 2016): 20. http://dx.doi.org/10.5539/ijms.v8n4p20.

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<p>This study investigates the customer journey and identifies the drivers of excellent customer experience in bookshops. Five research methods—in-depth interview, focus group, participant observation, Zaltman metaphors elicitation technique, and collective stereographic photo essay—were run on eleven Italian bookshops involving more than 1 100 individuals overall. The contribution of this study is twofold. First, it illustrates the process to adopt when mapping the customer journey and analyzing the customer experience. Specifically, it proposes that customer experience can be deeply understood only via a broad research design involving several different profiles of participants, that are managers and booksellers, customers of different familiarity with bookshops (infrequent, frequent and loyal customers), people that were not familiar with the investigated bookshops but that have been invited on purpose, and people that have special interactions (café and events) with the bookshops. Second, results show three key aspects of the topic: (1) The customer experience world, based on rituals not on transactions; (2) The drivers of excellent customer experience in bookshops, which are customization, integration, and participation; (3) The complex role and broad competences of the ideal bookseller.</p>
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Crosier, Adam, and Alison Handford. "Customer Journey Mapping as an Advocacy Tool for Disabled People." Social Marketing Quarterly 18, no. 1 (March 2012): 67–76. http://dx.doi.org/10.1177/1524500411435483.

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Customer journey mapping originated as a market research tool to help commercial businesses understand consumers’ motivations and behaviors. More recently, customer journey mapping has been used by the public sector to identify ways of understanding citizens’ experiences of public services, with the aim of both improving the quality of public services and of enabling ordinary people to engage with the political process. This article reports on the first known use of customer journey mapping by a national charity as an advocacy tool, used as part of a program to campaign for improved access to goods and services for disabled people.
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Razum, Jochen. "Customer Journey Mapping: Mehr Wissen über den Kunden." Wissensmanagement 1, no. 5 (October 2019): 16–19. http://dx.doi.org/10.1007/s43443-019-0072-z.

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D'Arco, Mario, Letizia Lo Presti, Vittoria Marino, and Riccardo Resciniti. "Embracing AI and Big Data in customer journey mapping: from literature review to a theoretical framework." Innovative Marketing 15, no. 4 (December 19, 2019): 102–15. http://dx.doi.org/10.21511/im.15(4).2019.09.

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Nowadays, Big Data and Artificial Intelligence (AI) play an important role in different functional areas of marketing. Starting from this assumption, the main objective of this theoretical paper is to better understand the relationship between Big Data, AI, and customer journey mapping. For this purpose, the authors revised the extant literature on the impact of Big Data and AI on marketing practices to illustrate how such data analytics tools can increase the marketing performance and reduce the complexity of the pattern of consumer activity. The results of this research offer some interesting ideas for marketing managers. The proposed Big Data and AI framework to explore and manage the customer journey illustrates how the combined use of Big Data and AI analytics tools can offer effective support to decision-making systems and reduce the risk of bad marketing decision. Specifically, the authors suggest ten main areas of application of Big Data and AI technologies concerning the customer journey mapping. Each one supports a specific task, such as (1) customer profiling; (2) promotion strategy; (3) client acquisition; (4) ad targeting; (5) demand forecasting; (6) pricing strategy; (7) purchase history; (8) predictive analytics; (9) monitor consumer sentiments; and (10) customer relationship management (CRM) activities.
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Fallast, Mario, and Stefan Vorbach. "The Entrepreneurial Student's Experience Journey Through Engineering Education." International Journal of Engineering Pedagogy (iJEP) 9, no. 4 (August 29, 2019): 121. http://dx.doi.org/10.3991/ijep.v9i4.10216.

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The goal of this paper is to present a new perspective on how to design entrepre-neurial education in a wider sense. By applying the method of “customer journey mapping”, which is widely used in the field of marketing, the perspective of the student (“customer”) is put into the centre of attention. It intends to raise aware-ness for a more holistic and customer-centric view of the entrepreneurship-related “customer experience”. The paper shows the limitations of existing tools and procedures and gives an outlook on possible tools to describe customer experience journey in entrepre-neurship education.
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Panda, Bijaya Kumar. "Application of business model innovation for new enterprises." Journal of Management Development 39, no. 4 (November 7, 2019): 517–24. http://dx.doi.org/10.1108/jmd-11-2018-0314.

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Purpose The purpose of this paper is to study the details of new age digital business using a freemium business model. Design/methodology/approach Study of the various prospects of various digital business firms like revenues, customer base, share price, ranks. Uses of freemium business model to hold on to existing customers and attract new customers. Findings Innovative service or product offerings and growth strategy is the base of this business model. So businesses must assess innovation strategy before deciding whether to opt the freemium business model or not. Retaining the existing user and constant addition of new users are the founding stone of the freemium business model. So, the value offerings have to be well perceived by the customer so that switching costs will be increased for them and the customer will remain loyal. Originality/value Analyzing consumer behavior with recent analytical tools and techniques such as web analytics, bigdata analytics are required in order to get deeper market knowledge. It is crucial to get the knowledge of recent trends of markets, the perception of customer and customer’s journey mapping in order to run a business with freemium model.
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van der Veen, Gerrita, and Robert van Ossenbruggen. "Mapping Out the Customer's Journey: Customer Search Strategy as a Basis for Channel Management." Journal of Marketing Channels 22, no. 3 (July 3, 2015): 202–13. http://dx.doi.org/10.1080/1046669x.2015.1071589.

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Micheaux, Andrea, and Birgit Bosio. "Customer Journey Mapping as a New Way to Teach Data-Driven Marketing as a Service." Journal of Marketing Education 41, no. 2 (November 25, 2018): 127–40. http://dx.doi.org/10.1177/0273475318812551.

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As firms gather increasing amounts of data, the question of how future marketers can use these data to make their marketing more relevant and to make a strategic difference remains. However, students may feel uncomfortable about information systems and database technology, which they may perceive as complex and dry. This case describes how the development of a course on data-driven marketing makes use of service design methods. The experiential learning innovation is based on the optimization of customer journey mapping, which encompasses theoretical marketing concepts, modern database architecture and practical digital marketing knowledge. As a visualization of individual interactions with a product, service, or brand, customer journey mapping helps explain the way an interaction occurs in one moment and how it influences all other moments. By taking the “data as a service” perspective on the customer journey, students benefit from a more innovative and creative approach to data-driven marketing, which helps improve their attention and motivation.
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Lynch, Samantha, and Liz Barnes. "Omnichannel fashion retailing: examining the customer decision-making journey." Journal of Fashion Marketing and Management: An International Journal 24, no. 3 (April 22, 2020): 471–93. http://dx.doi.org/10.1108/jfmm-09-2019-0192.

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PurposeThe purpose of this paper is to examine the customer decision-making journey of high involvement female fashion consumers in the context of omnichannel fashion retailing.Design/methodology/approachThe research is qualitative in nature, using a multi-method approach consisting of focus groups, semi-structured interviews, online diaries and follow-up interviews, with grounded theory applied to analyse the data.FindingsThe results of the study include a framework to outline the stages of the omnichannel customer decision-making journey for young high involvement female fashion consumers. The findings also reveal that an omnichannel decision-making journey is the one that predicated on risk and that consumers employ specific strategies to avoid such risks.Research limitations/implicationsDue to the nature of this research, the sample size is limited and may not be generalised. Data collection was confined to Manchester, UK.Practical implicationsCustomer journey mapping enables practitioners to view the entire shopping experience through the eyes of the customer and enables retailers' fault-find issues within the customer and brand experience.Originality/valueThe paper advances knowledge about fashion and consumer behaviour. The customer decision journey framework maps the emotional experiences, devices and channels encountered by high-involvement fashion consumers across each stage of the omnichannel journey.
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Müller Csernetzky, Petra, Felix Keiderling, Christian Kowalkowski, Marika Østerlund, Shaun West, and Oliver Stoll. "Adjusting customer journey mapping for application in industrial product-service systems." International Journal of Business Environment 11, no. 3 (2020): 275. http://dx.doi.org/10.1504/ijbe.2020.10032987.

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West, Shaun, Oliver Stoll, Marika Østerlund, Petra Müller Csernetzky, Felix Keiderling, and Christian Kowalkowski. "Adjusting customer journey mapping for application in industrial product-service systems." International Journal of Business Environment 11, no. 3 (2020): 275. http://dx.doi.org/10.1504/ijbe.2020.110911.

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Anderl, Eva, Ingo Becker, Florian von Wangenheim, and Jan Hendrik Schumann. "Mapping the customer journey: Lessons learned from graph-based online attribution modeling." International Journal of Research in Marketing 33, no. 3 (September 2016): 457–74. http://dx.doi.org/10.1016/j.ijresmar.2016.03.001.

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van Lierop, Dea, Jasmine Eftekhari, Aislin O’Hara, and Yuval Grinspun. "Humanizing Transit Data: Connecting Customer Experience Statistics to Individuals’ Unique Transit Stories." Transportation Research Record: Journal of the Transportation Research Board 2673, no. 1 (January 2019): 388–402. http://dx.doi.org/10.1177/0361198118823196.

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Transit agencies often collect valuable information about their customers, through opinion and behavior surveys that assess travel experience and customer needs. The results of these questionnaires can be used to gain a representative snapshot of the behavior and opinions of a transit agency’s customer base. These assessments are often based on large sample sizes and are therefore useful for understanding broad trends related to users’ overall travel experience. However, these large-scale analyses generally do not capture the important and rich nuances that individuals experience while in a transit station, or on-board a train, conventional bus, streetcar, light rail, subway, or a paratransit vehicle. The purpose of this paper is to demonstrate how transit agencies can gain a better understanding of paratransit customers’ experiences during their interactions with paratransit and conventional transit services. Using data from the Toronto Transit Commissions’ paratransit division and the results of in-person customer interviews, a five-step mixed-method approach for mapping paratransit customers’ travel experiences is developed. Specifically, the aggregate analyses of customers’ experiences and opinions which are derived from agency-wide customer satisfaction surveys are combined with the information obtained through in-person discussions. Four example customer journey maps (CJMs) are presented, and findings demonstrate that by using CJMs, transit agencies can gain a broad understanding of their customer base while also understanding the emotions, needs, desires, and stories of individual transit users.
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Vakulenko, Yulia, Poja Shams, Daniel Hellström, and Klas Hjort. "Service innovation in e-commerce last mile delivery: Mapping the e-customer journey." Journal of Business Research 101 (August 2019): 461–68. http://dx.doi.org/10.1016/j.jbusres.2019.01.016.

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Andrews, Judith, and Eleanor Eade. "Listening to Students: Customer Journey Mapping at Birmingham City University Library and Learning Resources." New Review of Academic Librarianship 19, no. 2 (May 2013): 161–77. http://dx.doi.org/10.1080/13614533.2013.800761.

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Muhammadun, Haris. "Optimalisasi Kinerja Terminal Dengan Menggunakan Metode Penilaian Tingkat Kepentingan Dan Kepuasan Pengguna Terminal (Studi Kasus Terminal Poris Pelawad Kota Tangerang)." Warta Penelitian Perhubungan 24, no. 2 (May 14, 2019): 150. http://dx.doi.org/10.25104/warlit.v24i2.1004.

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Terminal is the place for drop off and pick up of the people and transfer mode to next journey according trip end destination. The facility of terminal divided of vehicle facility, people facility, and operation facility. This facilities must be good performance, so can service the customer. But tf1e terminals officer, must be evaluation the facility conditions periodically. Importancei1erformance analysis method can be use, with interview the customer of terminal. Base on data from interview, percentage of importance level and satisfaction level can be measure. From this prercentage, problematic mapping shown for decided problem solving performance of terminal
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Muthuraman, B., Anand Sen, Peeyush Gupta, D. V. R. Seshadri, and James A. Narus. "Understanding the Process of Transitioning to Customer Value Management." Vikalpa: The Journal for Decision Makers 31, no. 2 (April 2006): 1–28. http://dx.doi.org/10.1177/0256090920060201.

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Customer Value Management (CVM) has emerged as an important vehicle for customer retention in business markets. Supplier firms under increasing pressure from relentless competitive forces are seeking to retain and grow the share of business from profitable existing customers as a means of finding a way out of downward spiralling price pressures. While a lot has been written in academics about the importance of CVM, several gaps remain on understanding how a large company actually undertakes this journey. Crafting competitive value chains and focusing on streams of competition are also emerging as important agenda for supplier firms since, increasingly, the end customer is no longer willing to pay for inefficiencies in the value chains. In this context, the challenge for a supplier firm in business markets is no longer restricted to getting its own operations in order, but, additionally, it must ensure that multiple interfaces that exist across the entire value chain all the way until the end customer are streamlined so that the value chain is free of value drains and every meaningful opportunity to create value is exploited. In this paper, the authors present the experiences of the India-based Tata Steel in implementing CVM across 25 select customers. This has enabled it to successfully come out of the commodity trap that it found itself some four years ago. The paper begins with an overview of existing research in the area of CVM covering the important aspects of customer loyalty, customer relationships, trust as an antecedent for relationships, value as a cornerstone of business markets, and importance of the supplier firm focusing on the efficacy of the value chain of which it is a part. While one part of the challenge for a supplier firm is to find avenues to create and deliver unique value to its customer firms, an equally formidable challenge is to obtain equitable return for value delivered. This is where value sharing through integrative negotiations between the supplier and customer firms becomes central. The authors conclude that current understanding on value creation and value sharing is at a preliminary stage. This is the gap that the paper seeks to address based on the actual experience of the company in implementing CVM. This paper presents a framework for mapping the various ideas generated in the CVM implementation process and attempts to build a value sharing methodology based on the CVM journey of the company. It concludes with several challenges that the company has to grapple with for continued progress on its CVM journey. One of the important challenges is addressing value drains and discovering new value creation avenues along all the interfaces between the various firms constituting the value chain all the way until the end customer. The key learnings can be summarized as follows: Success of CVM has to start from the top management of both supplier and customer firms. The focal responsibility cannot be delegated. Firms planning to embark on the CVM journey must adapt the CVM process to their own specific situations while general lessons can be drawn from Tata Steel�s CVM implementation experience. Meaningful roles must be found for all key managers in both supplier and customer firms for success of CVM implementation. It is necessary to take stretch targets for the process to be attractive and worth the while for both the firms. At the same time, it is essential to manage the expectations of both firms: CVM is not a panacea or a magic bullet to solve all the problems of both the firms. The overall philosophy of both firms must be to seek to expand the ‘value pie,’ thus coming up with integrative decisions based on aligned data where both the firms ‘read off the same page’ of data.
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Villanueva, M., B. Yannou, Y. Leroy, F. Cluzel, M. Vautier, and S. Vaija. "DESIGN-FOR-COST-AND-ENVIRONMENT: ONTOLOGICAL ANALYSIS AND COMPARISON OF SERVICE REPRESENTATION APPROACHES." Proceedings of the Design Society: DESIGN Conference 1 (May 2020): 2197–206. http://dx.doi.org/10.1017/dsd.2020.130.

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AbstractBrought by the need for competent approaches to assess the financial cost and environmental impact towards service design-for-cost-and-environment, this paper investigates on the following service representation approaches: Service Blueprinting, Process Chain Network, Business Process Model & Notation, and Customer Journey Mapping. An ontological analysis further compares their similarities and differences. Lastly, a table summarizes the findings, were further insights could be drawn to help service companies be more aware of both their spending and ecological responsibility.
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Carvalho Proença, Joaquim Jose, and Fernando Jiménez Sáez. "Processes and organizational innovation for small businesses." Cuadernos de Administración 34, no. 62 (January 11, 2019): 82–93. http://dx.doi.org/10.25100/10.25100/cdea.2018v34n62.6283.

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Dynamic capabilities to innovate can be acquired regardless of the size of a company, but this requires that users participating in innovation processes be identified (value proposition segments) and the way organizations interact with these users be understood (processes). Small businesses can innovate with fewer financial and human resources using Customer Discovery, environment scanning, immersion, customer journey mapping, Customer Validation with validation of ideas and solutions in dynamic group sessions, Gamification, Design Thinking and prototyping workshops. The methodology used herein is that of literature review in the areas of process, products and dynamic capabilities innovation of companies. The objective of this research is to explore innovative processes that take into account and involve greater user collaboration that small businesses can exploit, which are targeted at the end user. Innovation does not have to be uncertain or expensive and can be developed through organizational innovation and innovation of collaborative processes with users.
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Marquez, Joe J., Annie Downey, and Ryan Clement. "Walking a Mile in the User's Shoes: Customer Journey Mapping as a Method to Understanding the User Experience." Internet Reference Services Quarterly 20, no. 3-4 (October 2, 2015): 135–50. http://dx.doi.org/10.1080/10875301.2015.1107000.

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Jin, Mao Zhu, Pei Yu Ren, and Bin Wu. "Study on Casual Networks with Value Stream Mapping to Waste Disposal." Advanced Materials Research 573-574 (October 2012): 239–44. http://dx.doi.org/10.4028/www.scientific.net/amr.573-574.239.

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A major activity in the journey towards lean is the effective management of the flow of products and services through the series of the activities involved in providing value to the customer, known as the value stream. Value Stream Mapping is one of the best tools to map complex production processes to identify activities and eliminated the waste. Researches show however non-linear complex systems cannot be dealt with effectively by simply using VSM. As a decision analysis technique, Bayesian Casual networkping solving cases under uncertainty. This paper aims to combine two methods in order to improve efficiency of non-linear production and service systems. Hence, the process complexity will be handled by the casual networks and the results are fed into the VSM, in order to identify the critical paths. By simplifying the complex processes will this study contribute to analysis of the lean Production and service systems.
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da Costa Fernandes, Sânia, Luiza Diegues Martins, Carina Campese, and Henrique Rozenfeld. "Representing the Value Proposition of Product-Service Systems (PSS) in a Value-Based Perspective." Proceedings of the Design Society: International Conference on Engineering Design 1, no. 1 (July 2019): 3091–100. http://dx.doi.org/10.1017/dsi.2019.316.

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AbstractProduct-service systems (PSS) are being increasingly employed as opportunities to keep innovating. The design of PSS value propositions should focus on the value visualization for stakeholders. However, the PSS representations are still oriented to the customer’ perspective and focus on a process or technological role. This study aims to represent the PSS value proposition in a structured-diagram adapted from the journey map method in combination with the use of the elements of value. A case research was conducted with a high-tech agricultural start-up for representing its value proposition by following a process founded in the practices of journey mapping. Qualitative data analysis was employed to associate the elements of value with the solution, and to verify the consistency of the results. The representation enables the visualization of the stakeholders’ perception regarding the content of the solution as well as the potential value that may be related to it. The experience-centric perspective derived from the journey map associated with the value-related information provides a richer view of the PSS value proposition, which can lead to reflections regarding the solution.
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Carvalho Proenca, Joaquin. "Service design for innovation in small and medium businesses." Global Business Administration Journal 3, no. 2 (October 4, 2019): 29–38. http://dx.doi.org/10.31381/gbaj.v3i2.2205.

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An innovation program designed and implemented with two Peruvian small, medium business in health and hotel industries focused on value creation goal while developing products and services innovation. For insights, ideas generation, solutions validation and prototyping proposals at the front-end open innovation strategy were used both indirect and direct methods; trends research, customer journey mapping, ethnography, interaction with users with depth interviews and dynamic group sessions. The research sought both to test the program and deploy the methods developed in business to advance capabilities for knowledge management and iterative processes. As a result small and medium businesses can develop Services Design according to their human and financial limitations using processes based on four axes; scanning the environment immersion learning, gamification, Lean and Design Thinking. The research concluded there are alternative paths that take into account and involve greater collaboration of users that businesses can explore and exploit. Innovation processes do not have to be long, uncertain or expensive for small and medium businesses.
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Liedtka, Jeanne. "Innovative ways companies are using design thinking." Strategy & Leadership 42, no. 2 (March 11, 2014): 40–45. http://dx.doi.org/10.1108/sl-01-2014-0004.

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Purpose – Researchers at the University of Virginia's Darden Business School and the Design Management Institute report on field research into how widely design thinking is being adopted in leading companies and how effectively is it being adapted in a variety of industries. Design/methodology/approach – They interviewed boundary spanners – leaders who operated at the intersection of design and business – in a number of Fortune 100 organizations and focused on ten organizations where design thinking was having an impact on practice. Findings – They found that design thinking was, in fact, also a problem solving process, not just an innovation process. Research limitations/implications – Examples are anecdotal. Practical implications – Learning from design tools – such as, ethnographic interviewing, customer journey mapping and job-to-be-done analysis – encouraged team members to stay involved with the problem long enough to reframe the opportunity. Originality/value – The highest payoff from adopting a design-thinking approach was not necessarily in identifying a solution, but rather in innovating how people worked together to envision and implement the new possibilities they discovered.
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Park, Ha Eun, Sheau Fen Crystal Yap, and Marian Makkar. "A laddering study of motivational complexities in mobile shopping." Marketing Intelligence & Planning 37, no. 2 (April 1, 2019): 182–96. http://dx.doi.org/10.1108/mip-03-2018-0104.

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Purpose The purpose of this paper is to uncover the motivational tensions underlying mobile shopping (m-shopping) behaviours. The authors focus on consumer motivations and the pursuit of life end goals with respect to m-shopping. Design/methodology/approach Based on the means-end chain theory, hard-laddering approach was used to elicit associations between attributes, consequences and values from 251 online participants. Content analysis was used to develop a hierarchical value map “mapping” these associations to uncover underlying values for m-shopping. Findings Mobile shoppers are motivated by their self-actualisation needs (self-focused) and/or social needs (other-focused). Participants’ response contradictions reflected internal complexities and ambivalences during their purchasing decisions. Decisions are based on their concerns around security, time, technological or financial. Practical implications This study provides managerial insights into retail marketing and strategies. Marketers should consider creating user-friendly applications by researching the customer journey experience, heightening security measures and ensuring that added-value offers are clearly communicated to meet consumers’ personal values and motivations. Originality/value The paper presents an original conceptual contribution of personal values related to m-shopping as desires for self-empowerment, altruism and relationships with others, self-fulfilment and hedonism and possible consumer internal conflicts.
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Absar, Mir Mohammed Nurul, Ritu Srivastava, and Sadia Akhter. "Leadership through differentiation: Hero’s journey with Niloy Motors in the motorcycle industry of Bangladesh." Emerald Emerging Markets Case Studies 11, no. 1 (March 16, 2021): 1–20. http://dx.doi.org/10.1108/eemcs-08-2020-0318.

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Learning outcomes This case study can be taught in the core courses on marketing management and strategic management at the postgraduate level management programmes. This case would facilitate students’ to appreciate the context of a business-level strategy in congruence with the firm’s corporate goals in an emerging market. This case study discussion will enable students to: understand and appreciate the opportunities and the nature of the emerging market, explain the strategic decisions that can impact the survival of the global brands in new markets, explain different types of business-level strategy and their appropriate application, synthesise various industry and market-related information into the selection and justification of any particular business-level strategy and learn the technique of perceptual mapping. Case overview/synopsis Hero MotoCorp Limited of India; the world’s number one motorcycle company by volume, established its second global manufacturing facility in Bangladesh in 2018 with the Nitol-Niloy Group. A sister concern, Niloy Motors Limited (NML), had been in charge of the marketing, distribution and sales of the brand “Hero”. Abu Aslam, as the Chief Marketing Officer of NML soon had to confront this fast-paced and highly competitive motorcycle market of Bangladesh. He needed to meet the corporate goal of becoming the market leader by the year 2025. On the one hand, Hero was comparatively a late entrant; on the other hand, the market accommodated almost all popular global brands such as Bajaj, TVS and Honda. The high growth economy with a rising middle class and a favourable government policy had made the Bangladeshi motorcycle industry quite lucrative for the global manufacturers. Upon its entrance, Hero found a price-sensitive market where it soon became number two by adopting the cost-leadership strategy. However, the incessant price-cutting by the players led to the price war, and every company was losing profit. The resulting situation had created a strong challenge for Aslam as achieving the market leadership through cost-leadership seemed to be an impractical strategy. Towards the end of the 2019–2020 sales-year, Aslam introduced a new variant of Splendor Plus to the entry cc segment with some new features and a slightly higher price. Receiving a significant positive customer response, Aslam was seriously considering sailing away from cost-leadership. Now, Aslam was in a dilemma as he needed to choose from the three alternatives of adopting the differentiation strategy, namely, differentiation, focussed differentiation and broad differentiation. Complexity academic level Not applicable. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Palmer, Adrian, and David Bejou. "Retrospective: service failure and loyalty: an exploratory empirical study of airline customers." Journal of Services Marketing 30, no. 5 (August 8, 2016): 480–84. http://dx.doi.org/10.1108/jsm-04-2016-0137.

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Purpose This paper aims to reflect on the paper “Service failure and loyalty: an exploratory empirical study of airline customers” published 18 years ago. It positions it in the evolving literature on relationship marketing and suggests directions for further research and developments in the area. Design/methodology/approach A review of key contributions of the paper to the study of relationship marketing and the effects of service failures on relationships identifies emerging strands of research. Findings The concept of a “relationship lifecycle” is now widely used in marketing for identifying customer segments. Different points in the lifecycle are associated with differing sets of relationship expectations and levels of tolerance to service failure. Customer relationship management has tended to morph into customer experience management where principles of relationship lifecycles have been applied to mapping customer “journeys” through a service process. Practical implications The original study informed practices of managing relationship expectations and handling failed expectations, depending on a customer’s length of relationship with a company. Although relationship marketing was originally conceived as an integrator of marketing cues, its emphasis on cognitive evaluations may have been too limiting and customer experience management has since introduced additional affective dimensions. Originality/value The original paper had been widely cited and generated discussion and important further research. It has value as part of the emerging landscape of services marketing research. This retrospective analysis locates this historical development with reference to currently popular issues of customer experience management.
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Wolny, Julia, and Nipawan Charoensuksai. "Mapping customer journeys in multichannel decision-making." Journal of Direct, Data and Digital Marketing Practice 15, no. 4 (April 2014): 317–26. http://dx.doi.org/10.1057/dddmp.2014.24.

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Sherring, Phill. "Using Co-Design to Create Community Advocacy for Biosecurity Behavior Change." Social Marketing Quarterly 27, no. 2 (March 26, 2021): 67–81. http://dx.doi.org/10.1177/15245004211003111.

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Background: New Zealand’s Ministry for Primary Industries (MPI) manages the “declare or dispose” biosecurity border compliance social marketing program. Its aim is to protect the country’s important horticulture and agriculture industries from imported pests and diseases, and its environment. The program encourages visitors to New Zealand to leave potential biosecurity risk items at home or dispose in specially marked bins on arrival. An important part of this is having New Zealand ethnic communities advocate on MPI’s behalf to friends and family overseas to follow the biosecurity rules. To fully engage the community to be advocates, it was felt that the community should be involved in the creation of this aspect of the program. Focus of the article: The article is a case study explaining how MPI used co-design methodology to create an advocacy program with a local community to assist behavior change in overseas visitors. The article focusses on the process and planning (including following a six-step co-design model) from a practitioners’ perspective to develop a program co-created with the target audience, rather than the final interventions developed. Program design/approach: The “declare or dispose” program had been solely “expert led” and designed by social marketers and researchers. The program is heavily influenced by a mix of quantitative and ethnographic research. These feed into customer journey mapping where interventions are inserted to influence audiences’ behavior. To assist in advocacy from the New Zealand Indian community to friends and family overseas, a customer led co-design process was developed to create community engagement and advocacy. Methods: MPI ran three co-design sessions involving members of local Indian community groups. The sessions used a mixture of card sorting and open discussion within small groups. The card sorting was used to review, and rate current interventions used in the behavior change program (including interventions both overseas direct to visitors and locally to community members). The open discussion asked participants to generate new ideas for potential new interventions to reach visitors. Results: Through the ranking of existing tools and participant suggestions of new ideas—MPI has developed an advocacy program that spans expert-led and user-led interventions. As hoped, the user-led suggestions were at a community-based level, resulting in a stronger buy-in from the community to deliver advocacy messages to overseas friends and family. Recommendations for practice: The article is useful for practitioners by detailing how to not only use co-design for creating new ideas, but also to evaluate existing ones to create a program blending both expert- and user-led interventions. MPI followed a six-step co-design process to organize its co-design program. This ensured that the right preparation was followed, sessions were effective, and the desired results of the program were achieved.
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Dey, Banasree. "Understanding Customers Journey Mapping in the Context of Travel and Tourism." Jaipuria International Journal of Management Research 5, no. 1 (June 1, 2019): 85. http://dx.doi.org/10.22552/jijmr/2019/v5/i1/182301.

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37

Denning, Stephen. "Lessons learned from mapping successful and unsuccessful Agile transformation journeys." Strategy & Leadership 47, no. 4 (July 16, 2019): 3–11. http://dx.doi.org/10.1108/sl-04-2019-0052.

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Purpose The purpose of this article is to show how companies that embraced the Agile management mindset succeeded at continuous innovation. Design/methodology/approach The article describes the processes and mindsets of companies that successfully and unsuccessfully adopted post-bureaucratic management models. Findings Pioneering companies that have adopted a post-bureaucratic mindset are obsessed with adding more value for customers and end-users. Practical implications A case example of the model in practice is included. Originality/value The article recounts the problems and advantages of both top-down and bottom-up adoption of Agile management concepts and practices.
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Haviana, Evan, and Hernadewita Hernadewita. "Productivity improvement in the rubber production process using value stream mapping method to eliminate waste." Operations Excellence: Journal of Applied Industrial Engineering 11, no. 2 (July 23, 2019): 119. http://dx.doi.org/10.22441/oe.v11.2.2019.023.

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This Journal is the research of object that engaged in Industry of rubber Company, the product are formed in the Gasket product for final assembly into Hard Disk Drive, the function is to protect the connector inside Hard Disc. The Company continue to develop products and improve productivity performance by trying to improve quality of service, production process, and delivery product to customer with minimal cost and on time. To reach that purpose, a good method to eliminate waste and identify activities that can affect the products value-added was found, its value stream mapping (VSM), who can help to identify the waste from information flow, material flow and or processes flow. For this researchVSM with the support by root cause analysis tool has able to identify the highest stoppages processes contributed at rubber production that can increase the productivity. Rubber material, curing and deflashing processes had been selected for the improvement project. The improvement result showed total change over time (Non value added) from those processes were seen to be reduced from 70% until 88,89%.
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Derwik, Pernilla, and Daniel Hellström. "Competence in supply chain management: a systematic review." Supply Chain Management: An International Journal 22, no. 2 (March 13, 2017): 200–218. http://dx.doi.org/10.1108/scm-09-2016-0324.

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Purpose This paper aims to present an integrated view of the literature published on all aspects and facets of competence in supply chain management (SCM) and furthermore provides a framework for classifying and analyzing literature to facilitate further study, practice and research. Design/methodology/approach A systematic literature review identified 98 peer-reviewed scientific journal publications on the subject of competence in SCM. Findings This review identifies and classifies the key content of the subject based on whose competence (level of analysis) and the type of competence (competence element), resulting in a framework that brings together aspects at the individual and organizational level, and of the functional, relational, managerial and behavioral elements of competence from the SCM literature. It furthermore displays the timeliness and wide-ranging character of the subject, as presented by the evolutionary timeline and the main research streams. Research limitations/implications Although competence in SCM is a key to business success, the subject is ambiguous and an explicit need exists for more research. This paper provides a foundation for future examination of and theory building in this subject. It also alerts researchers to complementary studies outside of their own “customary” domains. Practical implications This paper can support managers in their pursuit to secure competence in SCM and thereby improve outcomes on both individual and organizational level. It can furthermore assist in the development of relevant programs and training sessions. Originality/value To the best of authors’ knowledge, this work represents the first systematic literature review on the subject of competence in SCM. In addition, it proposes a taxonomy for mapping and evaluating research on this subject.
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Mucz, David, and Céline Gareau-Brennan. "Evaluating Customer Experience through Customer Journey Mapping and Service Blueprinting at Edmonton Public Library: An Exploratory Study." Partnership: The Canadian Journal of Library and Information Practice and Research 14, no. 1 (May 15, 2019). http://dx.doi.org/10.21083/partnership.v14i1.4743.

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This paper presents an overview of the design, implementation, and findings of an exploratory project to evaluate customer experience at Edmonton Public Library (EPL). The EPL Intern Librarian Project had three objectives: to establish the current state of customer experience at EPL, identify pain points, and develop recommendations for improvement. The study used the ethnographic methods of Customer Journey Mapping and Service Blueprinting to directly engage with customers and staff to produce visual documents reflecting respondents’ customer experience at EPL. In order to gather data for Customer Journey Maps, participants were simultaneously observed and interviewed as they completed different activities in the library. During the creation of the Journey Maps, pain points were identified. Interactive focus groups and interviews with EPL staff members unpacked pain points and informed the creation of corresponding Service Blueprints. Based on the findings, a number of recommendations were proposed to improve the customer experience including enhanced digital wayfinding,clearly identifiable catalogue stations, and revised website FAQs. Suggestions for applying these methods include the use of multiple techniques for participant recruitment, focusing on specific library activities, and actively promoting the project internally.
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"Editorial: Visualizing user experience and stories: From customer journeys to patient experience mapping." Knowledge Management & E-Learning: An International Journal, December 26, 2020, 380–86. http://dx.doi.org/10.34105/j.kmel.2020.12.020.

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Patient journey mapping represents a visual approach to documenting and analysing the experiences and stories of patients as they move through healthcare systems. Journey maps can also diagrammatically illustrate how patients interact with other stakeholders, systems and organizations throughout their journey. In this special issue a variety of innovative and scientific approaches to mapping the patient journey are described. The methods range from development of journey maps based on observation and interviews, to developing maps based on results of evidence-based literature reviews as well as from case studies. The outputs of the mapping may include an improved understanding of patient experiences, issues and problems encountered as well as the identification of opportunities for improving the healthcare process, patient experience and health outcomes. In this issue a range of health-related applications are described in order to illustrate the potential of the approach for improving complex domains such as healthcare.
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Marastani, Dr Royida Al. "It is not a visit; it is a journey. The Customer Journey Mapping (CJM)." Journal of Pharmaceutical Care & Health Systems 05 (2018). http://dx.doi.org/10.4172/2376-0419-c4-035.

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43

Anderl, Eva, Ingo Becker, Florian V. Wangenheim, and Jan Hendrik Schumann. "Mapping the Customer Journey: Lessons Learned from Graph-Based Online Attribution Modeling." SSRN Electronic Journal, 2015. http://dx.doi.org/10.2139/ssrn.2685167.

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44

Endmann, Anja, and Daniela Keßner. "User Journey Mapping – A Method in User Experience Design." i-com 15, no. 1 (January 1, 2016). http://dx.doi.org/10.1515/icom-2016-0010.

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AbstractCompanies are more and more interested in providing a positive user experience (UX). The aim is to offer a smooth and pleasant experience with the application at hand. As UX consultants, we often face the following basic questions at the start of user experience projects: How can we learn about the user processes in the scope of the project, that is, the activities a user needs to perform to achieve a certain goal? How can we gather the essential steps and stages of the user process and the experiences accompanying them? How do we identify where in the process user research is needed? In order to help answer these questions, we suggest the method of User Journey Mapping, which we developed and refined in the course of seven customer projects.
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45

Rudkowski, Janice, Chelsea Heney, Hong Yu, Sean Sedlezky, and Frances Gunn. "Here Today, Gone Tomorrow? Mapping and modeling the pop-up retail customer journey." Journal of Retailing and Consumer Services 54 (May 2020). http://dx.doi.org/10.1016/j.jretconser.2018.11.003.

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46

Parker, John C. "Grupo Familia: Monetizing a Digital Marketing Campaign in Colombia." Kellogg School of Management Cases, October 11, 2017, 1–10. http://dx.doi.org/10.1108/case.kellogg.2021.000058.

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This case features Lucas Lopez Lince, a rising leader in Colombian consumer goods company Grupo Familia. Lopez Lince had inherited a digital marketing program built around a newly identified customer persona–a young low-income mother. The program represented a significant shift in Familia's target customer as well as a shift in the way marketing funds were spent. The program appeared to be working, so he increased the digital spend even as he had to reduce his overall marketing budget in the face of challenging economic headwinds. Activity metrics such as page views, social media “likes,” and video views rose dramatically, and at the same time sales began to rise again. By the beginning of 2017, Lopez Lince faced a deeper set of questions. How could he be certain that the rising sales were due to the digital efforts? Would the existing digital programs and tactics continue to deliver against chosen metrics? And what could he do next in order to continue driving growth of revenue and margin through digital efforts? Students assume the role of Lopez Lince and are asked to apply concepts such as customer personas, micro-moments, and customer journey mapping to develop their own point of view on what they would do next.
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47

Donthu, Naveen, Dwayne D. Gremler, Satish Kumar, and Debidutta Pattnaik. "Mapping of Journal of Service Research Themes: A 22-Year Review." Journal of Service Research, December 11, 2020, 109467052097767. http://dx.doi.org/10.1177/1094670520977672.

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The Journal of Service Research ( JSR) is one of the leading outlets in service research. It is international in scope and widely recognized among scholars, academicians, and practitioners for its original and well-executed research. In its 22 years of publishing, the journal has produced literary content considered classics in the service domain. With the application of bibliometric techniques, we examine articles published in JSR between 1998 and 2019. Our study explicates JSR’s prominent topics and tracks the evolution of research themes in the journal. “Customer satisfaction,” “service recovery,” and “service quality” are some of the prolific themes trending in JSR, while “big data,” “value cocreation,” “customer resource integration,” “service design,” and “customer participation” are its hottest topics. This study contributes primarily by providing a rich retrospective of JSR’s 22 years of publishing and proposes future research topics for the journal.
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48

Robayo-Pinzón, Oscar Javier. "Investigación del consumidor de aplicaciones móviles: hallazgos y perspectivas de estudio." Working Papers. Maestría en Gerencia Estratégica de Mercadeo 1, no. 4 (July 22, 2020). http://dx.doi.org/10.15765/wpmgem.v1i4.1472.

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<p class="p1">El incremento en el uso del smartphone y las apps móviles ha generado para las</p><p class="p1">marcas múltiples oportunidades de interacción con sus consumidores. En cuanto</p><p class="p1">al tiempo de uso, se destacan las apps de redes sociales y mensajería</p><p class="p1">instantánea, representando más del 50% del tiempo total de uso diario de los</p><p class="p1">smartphones. Para abordar este fenómeno, la investigación del consumidor se ha</p><p class="p1">enfocado principalmente en el proceso de adopción de estas soluciones móviles,</p><p class="p1">destacándose la aplicación del modelo de aceptación de la tecnología. Por otra</p><p class="p1">parte, se ha investigado la experiencia del usuario a través de la combinación de</p><p class="p1">técnicas como el customer journey mapping y el eye tracking. Esto ha permitido</p><p class="p1">explorar el proceso de compra de los usuarios en apps de comercio,</p><p class="p1">principalmente en categorías de vestuario y calzado. Otro hallazgo relevante para</p><p class="p1">las marcas consiste en las importantes diferencias que se han encontrado a nivel</p><p class="p1">de usabilidad y valor percibido entre la página web y la app móvil de un mismo</p><p class="p1">servicio. Se requiere entonces un minucioso estudio durante la fase de desarrollo</p><p class="p1">de la app, para adaptar el contenido, las herramientas y la usabilidad de acuerdo</p><p class="p1">al perfil y las expectativas del segmento de consumidores que se busca atraer.</p><p class="p1">Finalmente, el estudio de la adopción, uso y valor percibido por parte de los</p><p class="p1">consumidores con respecto a las apps móviles es un campo en pleno crecimiento,</p><p class="p1">con desarrollos constantes en múltiples categorías de servicios.</p>
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Donthu, Naveen, Satish Kumar, Chatura Ranaweera, Debidutta Pattnaik, and Anders Gustafsson. "Mapping of journal of services marketing themes: a retrospective overview using bibliometric analysis." Journal of Services Marketing ahead-of-print, ahead-of-print (May 28, 2021). http://dx.doi.org/10.1108/jsm-04-2020-0122.

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Purpose Journal of services marketing (JSM) is a leading journal that has published cutting-edge research in services marketing over the past 34 years. The main objective of this paper is to provide a retrospective of the thematic structure of papers published in JSM over its publication history. Design/methodology/approach This study uses bibliometric methods to present a retrospective overview of JSM themes between 1987 and 2019. Using keywords co-occurrence analysis, this paper unveils the thematic structure of JSM’s most prolific themes. Bibliographic coupling analysis uncovers the research trends of the journal. Findings Leading authors, leading institutions, authors’ affiliated countries and critically, the dominant themes of JSM are identified. As its founding, JSM has published approximately 40 papers each year, with 2019 being its most productive year. On average, lead JSM authors to collaborate with 1.30 others. Keywords co-occurrence analysis identifies nine prominent thematic clusters, namely, “marketing to service”, “quality, satisfaction and delivery systems”, “service industries”, “relationship marketing”, “service failure, complaining and recovery”, “service dominant logic”, “technology, innovation and design”, “wellbeing” and “service encounters”. Bibliographic coupling analysis groups JSM papers into four clusters, namely, “brand & customer engagement behaviour”, “service co-creation”, “service encounters & service recovery” and “social networking”. Research limitations/implications This study is the first to analyse the thematic structure of JSM themes over its history. The themes are analysed across time periods and then compared to dominant themes identified in contemporary service research agendas. Recommendations are made based on the gaps found. This retrospective review will be useful to numerous key stakeholders including the editorial board and both existing and aspiring JSM contributors. The selection of literature is confined to Scopus. Originality/value JSM’s retrospection is likely to attract readership to the journal. The study’s recommendations regarding which areas have matured and which are still ripe for future contributions will offer useful guidelines for all stakeholders.
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Donthu, Naveen, Satish Kumar, and Nitesh Pandey. "A retrospective evaluation of Marketing Intelligence and Planning: 1983–2019." Marketing Intelligence & Planning ahead-of-print, ahead-of-print (June 9, 2020). http://dx.doi.org/10.1108/mip-02-2020-0066.

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PurposeThe purpose of this study is to map the development of articles published, citations, and themes of Marketing Intelligence and Planning (MIP) over the 37-year period of 1983–2019.Design/methodology/approachThis study uses the Scopus database to identify the most-cited MIP articles and most-included authors, institutions and countries in MIP. The study uses bibliometric indicators, as well as tools such as bibliographic coupling, performance analysis and science mapping, to analyze the publication and citation structure of MIP. The study provides a temporal analysis of MIP publishing across different time periods.FindingsMIP has an average publication of 43 articles each year, and the number of citations has grown substantially since it started publication. Although contributors to the journal come from around the globe, they most often are affiliated with the United Kingdom, United States, and Australia. Bibliographic coupling of documents reveals that the journal's primary focus has been on issues such as marketing planning, marketing theory, consumer behavior, global marketing, customer relationship management, customer service and branding. Co-authorship analysis reveals that the journal's collaborative network has grown.Research limitations/implicationsThis study uses data from the Scopus database, and any limitations of the database have implications for the findings.Originality/valueFirst analysis of this kind of papers published in MIP
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