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Peter Maas
Title
Prof. em. Dr.
Last Name
Maas
First name
Peter
Email
peter.maas@unisg.ch
ORCID
Now showing
1 - 10 of 37
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PublicationData analysis for digital transformation: the example of willingness to share personal information( 2024-09)
;Felix Eggers ;Peter Verhoef ;John DongPeter VerhoefDigital transformation refers to firms integrating digital technologies into their business operations to fundamentally change the way they do business. As such, digital transformation can be regarded as a change catalyst. In an increasingly global and digital world, in which consumer data are relatively accessible and information-technology capabilities are continually expanding, firms have unparalleled opportunities to collect, analyze, and exploit consumer data to create value (Beke et al., 2018). The amount of data that consumers provide—willingly or unwillingly—is skyrocketing (Wedel & Kannan, 2016). However, as data become more readily available, customer databases become considerably larger and noisier; firms must handle, select, analyze, and interpret customer data to create valuable insights and provide consumer-specific solutions. Addressing consumers’ heterogeneous needs and preferences within and across countries constitutes a considerable challenge for firms (Steenkamp & Ter Hofstede, 2002). Therefore, international market segmentation poses a significant challenge (Douglas & Craig, 2006).Type: book section -
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PublicationKunden transformieren die Versicherungsmärkte(Hanser, 2019-03-11)Sutter, PhilippType: book sectionVolume: 2.
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PublicationBeyond Competition - How Cooperation Fosters Customer Experience in Service IndustriesSociety is changing. Former value structures such as religion or family are becoming less important, and consumers have more space to search for their own identity. In addition, megatrends such as digitization and interconnectivity provide consumers with tools for real-time peer-to-peer communication and for expressing their opinions and quality standards online. Thus, power is increasingly shifting from businesses to consumers, with the actual needs of consumers at the center of value creation, to ultimately boost competitive advantage. In this paradigm, services that are able to build identity are more valuable to consumers than simple services that only deliver a particular service promise. One way to address identity is to create holistic experiences, as experiences become part of a consumer’s individual identity, can be shared with others several times, are more durable, and can increase in value over time. As consumer needs do not arise within industry boundaries, many service companies are left with services that only partially meet customer needs. Cooperation between one or more service organizations is an efficient possibility for companies to address this deficiency and complement an existing service promise by integrating value-added services or products. We argue that cooperation, if done right, has the potential to increase customer experience with a service provider. We show the potential for this by presenting examples from the insurance industry, an industry that has traditionally performed poorly, both in cooperating with other firms and in delivering an outstanding customer experience. Now, insurance companies are increasingly cooperating with companies from various industries and customers with the aim to tailor unified offerings and enhance customer experience.Type: book section
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PublicationType: book sectionVolume: 1. AuflageIssue: 12
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PublicationManagement der Marktleistung und der Kundenbeziehung(Berufsbildungsverband der Versicherungswirtschaft - VBV, 2012)Type: book section
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PublicationType: book section