Strategic B2B customer experience management: The importance of outcomes- based measures

Journal article (2017)

Authors

Judy Zolkiewski The University of Manchester
Victoria Story Loughborough University
Jamie Burton The University of Manchester
P.W.C. Chan The University of Manchester
Andre Gomes The University of Manchester
Philippa Hunter-Jones University of Liverpool
Lisa O'Malley University of Limerick
Linda Peters University of Nottingham
Chris Raddats University of Liverpool
William Robinson The University of Manchester
Affiliation
External organisation
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Published Date

2017

Language

English

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Affiliation

External organisation

Abstract

Purpose – The purpose of this paper is to critique the adequacy of efforts to capture the complexities of customer experience in a business-to-business (B2B) context using input–output measures. The paper introduces a strategic customer experience management framework to capture the complexity of B2B service interactions and discusses the value of outcomes-based measurement.

Design/methodology/approach – This is a theoretical paper that reviews extant literature related to B2B customer experience and asks fresh questions regarding B2B customer experience at a more strategic network level.

Findings – The paper offers a reconceptualisation of B2B customer experience, proposes a strategic customer experience management framework and outlines a future research agenda.

Research limitations/implications – This paper is conceptual and seeks to raise questions surrounding the under-examined area of B2B customer experience. As a consequence, it has inevitable limitations resulting from the lack of empirical evidence to support the reconceptualisation.

Practical implications – Existing measures of customer experience are problematic when applied in a B2B (services) context. Rather than adopting input- and output-based measures, widely used in a business-to-consumer (B2C) context, a B2B context requires a more strategic approach to capturing and managing customer experience. Focussing on strategically important issues should generate opportunities for value co-creation and are more likely to involve outcomes-based measures.

Social implications – Improving the understanding of customer experience in a B2B context should allow organisations to design better services and consequently enhance the experiences of their employees, their customers and other connected actors.

Originality/value – This paper critiques the current approach to measuring customer experience in a B2B context, drawing on contemporary ideas of value-in-use, outcomes-based measures and “Big Data” to offer potential solutions to the measurement problems identified.