Now showing 1 - 10 of 27
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Face Forward: How Employees’ Digital Presence on Service Websites Affects Customer Perceptions of Website and Employee Service Quality

2020-07-15 , Herhausen, Dennis , Emrich, Oliver , Grewal, Dhruv , Kipfelsberger, Petra , Schögel, Marcus

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Preventing Firestorms in Social Media. 2018. - Interactive Marketing Research Conference. - Vrije Universiteit Amsterdam.

, Herhausen, Dennis , Ludwig, Stephan , Wulf, Jochen , Grewal, Dhruv , Schögel, Marcus

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Spillover effects of online social cues: Field evidence from the service industry

2016-05-24 , Herhausen, Dennis , Emrich, Oliver , Schögel, Marcus , Bruch, Heike

Previous research studied the impact of online social cues (i.e., references on websites to persons or social situations) on website perceptions. Here, we study whether online social cues may additionally create a spillover to the physical channel. We propose that online social cues on the website attributed to service employees can strengthen perceived service quality of service employees, and that the strength of this effect is determined by media richness. We test our predictions with multisource data from a sample of 113 service firms, including two samples of customers for each of the firms. We find that the effects of online social cues of service employees are strengthened by the use of rich media, and that online social cues increase customer loyalty through service quality perceptions of service employees but not through service quality perceptions of the website. Thus, the effects of online social cues are underestimated if their spillover to physical channels is neglected.

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Creating Customer Value Online and Its Impact on Service Satisfaction and Willingness to Pay Across Distribution Channels

2013-02-15 , Binder, Jochen , Herhausen, Dennis , Schögel, Marcus , Burroughs, J.

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Detecting, Preventing, and Mitigating Online Firestorms in Brand Communities

2019 , Herhausen, Dennis , Ludwig, Stephan , Grewal, Dhruv , Wulf, Jochen , Schögel, Marcus

Online firestorms pose severe threats to online brand communities. Any negative electronic word of mouth (eWOM) has the potential to become an online firestorm, yet not every post does, so finding ways to detect and respond to negative eWOM constitutes a critical managerial priority. The authors develop a comprehensive framework that integrates different drivers of negative eWOM and the response approaches that firms use to engage in and disengage from online conversations with complaining customers. A text-mining study of negative eWOM demonstrates distinct impacts of high and low arousal emotions, structural tie strength, and linguistic style match (between sender and brand community) on firestorm potential. The firm’s response must be tailored to the intensity of arousal in the negative eWOM to limit the virality of potential online firestorms. The impact of initiated firestorms can be mitigated by distinct firm responses over time, and the effectiveness of different disengagement approaches also varies with their timing. For managers, these insights provide guidance on how to detect and reduce the virality of online firestorms.

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Preventing Firestorms in Social Media

2018-03-23 , Herhausen, Dennis , Ludwig, Stephan , Wulf, Jochen , Grewal, Dhruv , Schögel, Marcus

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Middle Management's Role Clarity in Marketing Strategy Change: The Moderating Effect of Management Trainings

2015-03-27 , Oral, Cansu , Thaper, Carla , Herhausen, Dennis , Schögel, Marcus

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Integrating Bricks with Clicks : Retailer-Level and Channel-Level Outcomes of Online-Offline Channel Integration

2015-10-20 , Herhausen, Dennis , Binder, Jochen , Schögel, Marcus , Herrmann, Andreas

This research examines the impact of online-offline channel integration (OI), defined as integrating access to and knowledge about the offline channel into an online channel. Although channel integration has been acknowledged as a promising strategy for retailers, its effects on customer reactions towards retailers and across different channels remain unclear. Drawing on technology adoption research and diffusion theory, the authors conceptualize a theoretical model where perceived service quality and perceived risk of the Internet store mediate the impact of OI while the Internet shopping experience of customers moderates the impact of OI. The authors then test for the indirect, conditional effects of OI on search intentions, purchase intentions and willingness to pay. Importantly, they differentiate between retailer-level and channel-level effects, thereby controlling for interdependencies between different channels. The results of three studies provide converging evidence and show that OI leads to a competitive advantage and channel synergies rather than channel cannibalization. These findings have direct implications for marketers and retailers interested in understanding whether and how integrating different channels affects customer outcomes.

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Innovating the customer journey: Customer experience strategies in the financial services industry

2018 , Knaak, Maleen , Herhausen, Dennis , Schögel, Marcus

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Organizational Antecedents of Responsive and Proactive Customer Orientation

2014-06-03 , Oral, Cansu , Thaper, Carla , Herhausen, Dennis , Schögel, Marcus

Firms gain a competitive advantage by innovating and creating superior value for their customers. Prior studies revealed that customer orientation affects innovativeness and customer value positively. Customer orientation can either be responsive (RCO) or proactive (PCO). Until now, studies have neglected differences between the antecedents of RCO and PCO. Thus, this paper investigates potential antecedents and their relative impact on PCO and RCO. Results of a survey among 365 managers illustrate that firms should focus on strategy communication, decentralization, customer-oriented leadership, and a customer interaction culture to improve their RCO, while data intelligence and new customer knowledge levers PCO. Firms might either invest in the levers of PCO to foster their innovativeness or in those of RCO to strengthen customer value. Both innovativeness and customer value affect financial performance positively.