Convention Venue Draft 20081124

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ices2009

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Table of Content ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Objectives ,[object Object],[object Object],[object Object],[object Object]

Reasons for choosing the 3 cities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Framework of Study ,[object Object],[object Object],[object Object],[object Object]

Current Issues/ Interface identified ,[object Object],[object Object],[object Object]

Recommendations for F uture P artnership ,[object Object],[object Object],[object Object],[object Object]

Develop Law s & Regulations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Establish a CVB ( E xternal) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Establish a n A ssociations ( I nternal) ,[object Object],[object Object],[object Object],[object Object],[object Object]

Competitive Positioning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Cooperation strategies ,[object Object],[object Object],[object Object],[object Object]

Limitations ,[object Object],[object Object],[object Object]

Conclusion ,[object Object],[object Object]

References ,[object Object],[object Object]

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CONCEPTUAL/THEORETICAL PAPER Customer engagement in service V. Kumar1,2,3,4 & Bharath Rajan1 & Shaphali Gupta1,5 & Ilaria Dalla Pozza6 Received: 1 February 2017 /Accepted: 20 September 2017 /Published online: 7 October 2017 # Academy of Marketing Science 2017 Abstract We develop a framework to facilitate customer engagement in service (CES) based on the service-dominant (S- D) logic. A novel feature of this framework is its applicability and relevance for firms operating both in developed and emerging markets. First, we conduct a qualitative study involving service managers from multinational companies (MNCs) across the developed and emerging markets to understand the practitioner viewpoints. By integrating the insights from the interviews and the relevant academic literature, this framework explores how interaction orientation and omnichannel model can be used to create positive service experience. We also iden- tify the factors that moderate the service experience, and categorize them as follows: offering-related, value-related, en- abler-related, and market-related. Further, we also propose that perceived variation in service experience moderates the influence of service experience on satisfaction and emotional attach- ment, which ultimately impacts customer engagement (CE). From these factors, we advance research propositions that discuss the creation of positive service experience. One of the study’s key contributions is that MNCs can focus their attention on the moderators to ensure consistency in positive service experience, in an effort to enhance CE. Keywords Service experience . Customer engagement . Developed markets . Emerging markets . Service-dominant logic Introduction The emergence of service activities globally can be observed at the firm level through the concept of customer engagement (CE). In such an environment, engaging with customers has been recognized as a viable way for enhancing brand and firm performance (Gartner 2014). For instance, Gallup research found that on a per-trip basis, Bfully engaged^ customers in the consumer electronics industry spent $373, compared to $289 by the Bactively disengaged^ customers (Sorenson and Adkins 2014). With financial performance at stake, service firms would, therefore, be more inclined to engage with their customers. Research studies have identified CE as a key success factor for firms (Kumar and Pansari 2016; Verhoef et al. 2010). In this regard, value contribution from customers to the firms extends beyond just purchases transactions to also include non-purchase related customer behaviors (Kumar and Reinartz 2016). All these ways of customer value contribution Satish Jayachandran served as Area Editor for this article. * V. Kumar [email protected] Bharath Rajan [email protected] Shaphali Gupta [email protected] Ilaria Dalla Pozza [email protected] 1 Center for Excellence in Brand & Customer Management, J. Mack Robinson College of Business, Georgia State Univ ...

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Inter-firm alliances have been regarded as an effective mechanism for acquiring specialized complementary assets and achieving synergies. Although previous literatures have provided important insights on inter-firm technology alliances, few scholars have paid attention to the impact of types of R&D alliances, business similarity and relative size on the value creation for focal firms. Taking the listed firms involved in technological alliances in China’s IT industry as the sample, the article empirically investigated the impact of technological alliance announcements, and characteristics inter-firm technological alliances on the abnormal returns for focal firms is empirically discussed. The results show that technological alliance announcements may increase the abnormal returns for focal firms, and technological alliance announcements by relatively smaller firms can significantly increase their abnormal returns. While the declaration of the technological alliances of firms in similar industries have a significant impact on abnormal returns, while the declaration of dissimilar firms has an insignificant impact on abnormal returns.

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