New Frontiers of Customer Strategy : Managing Sustainable, Environmental and Ethical Transitions.

Format:

Book

Author/Creator:

Delecolle, Thierry.

Contributor:

Jacob, Florence.

Prim-Allaz, Isabelle.

Series:

Innovation, entrepreneurship and management series.

Innovation, entrepreneurship and management series

Language:

English

Subjects (All):

Customer relations.

Physical Description:

1 online resource (281 pages)

Edition:

1st ed.

Place of Publication:

Newark : John Wiley & Sons, Incorporated, 2024.

Summary:

This book explores new strategies in customer management, focusing on sustainability, environmental responsibility, and ethical transitions. Edited by Thierry Delécolle, Florence Jacob, and Isabelle Prim-Allaz, it delves into how businesses can reconcile customer relations with sustainable practices, particularly in second-hand markets and retail. The authors discuss the impact of corporate social responsibility (CSR) on consumer loyalty, highlighting the need for prosocial loyalty programs in the CSR age. The book addresses the challenges and paradoxes that arise when enhancing customer experiences while promoting sufficiency and reducing waste. It is intended for academics, business professionals, and policymakers interested in integrating sustainability into customer strategies. Generated by AI.

Contents:

Cover

Title Page

Copyright Page

Contents

Introduction

Chapter 1. How Can Customer Relations and Sufficiency Be Reconciled? A Reflection on the Consumption of Second-hand Goods

1.1. Customer relations and sufficient living: what conflicts?

1.1.1. Relationship marketing: spirit and tools

1.1.2. Sufficient lifestyle: characteristics, dimensions and links with the second-hand market

1.2. Customer relations and the second-hand market

1.2.1. The second-hand market: a brief overview in 2022

1.2.2. Perception of customer relations in the second-hand market

1.3. Conclusion

1.4. References

Chapter 2. Customer Relationships and Sustainable Development in the Retail Sector

2.1. Incompatibility between retail and sustainable development? A few paradoxes to overcome

2.1.1. The hyperchoice model versus the expectation of greater sufficiency

2.1.2. Selling ever-greener, ever-cheaper products

2.1.3. Enhancing the customer experience while reducing energy waste

2.2. Customers and employees: accelerating sustainable development in the retail sector?

2.2.1. The customer's voice: a gateway to new models?

2.2.2. The voice of employees: a driving force in the transition of retailers

2.3. Conclusion

2.4. References

Chapter 3. Corporate Social Responsibility and Loyalty

3.1. Definitions of perceived CSR and loyalty

3.1.1. Perceived CSR

3.1.2. Loyalty

3.2. The influence of perceived CSR on consumers' retailer loyalty

3.2.1. The impact of perceived CSR as a global construct on retailer loyalty

3.2.2. A different impact depending on CSR dimensions and consumer profiles

3.3. Examples of concrete actions (in line with respect for the environment and philanthropic activities)

3.3.1. The influence of a retailer's bulk product offer on consumer loyalty to that retailer.

3.3.2. Sponsorship, cause-related marketing and CSR-linked sponsorship: three CSR actions to build consumer loyalty

3.4. Conclusion

3.5. References

Chapter 4. Reinventing Loyalty Programs in the CSR Age: Moving toward Prosocial Loyalty Programs

4.1. Limits of the traditional loyalty program in the CSR era

4.1.1. A philosophy focused on purchasing behavior

4.1.2. A design that conceals environmental and social impact

4.2. The academic literature: loyalty program responsibility

4.3. Benchmark study: loyalty programs

4.4. Interviews with loyalty experts

4.4.1. Corroboration of the literature and benchmark findings

4.4.2. New findings from interviews

4.5. Toward a prosocial loyalty program

4.6. References

Chapter 5. Toward Greater Sufficiency in Customer Relationships

5.1. The systemic collapse of consumerism

5.1.1. The impact of marketing and customer relationship practices on the ecosystem: the anthropogenic footprint

5.1.2. The impact of new technologies and digital transformation on social ties: accelerating a process of disintegration

5.1.3. Consumption and rebound effect

5.2. For more sufficiency in customer relationships

5.2.1. Sufficiency in customer relationships: doing "less" but "better"

5.2.2. Enhancing the status of customers that practice "sufficiency"

5.2.3. Promoting sufficiency through customer relationships

5.2.4. Facilitating commitment to sufficiency through customer relationships

5.3. Conclusion

5.4. References

Chapter 6. Metaverse Opportunities for Customer Relations

6.1. An immersive, interactive and persistent universe

6.2. A gamified, esthetic universe

6.3. A personalized world of scarcity

6.4. A social and community universe

6.5. An innovative universe

6.6. Conclusion

6.7. References.

Chapter 7. Towards Transparent and Parsimonious Customer Data Collection

7.1. Data as a means of personalizing customer relations and creating a competitive advantage

7.1.1. Risks in terms of breaches of privacy for the consumer

7.1.2. Risks in terms of strategic dependencies for companies

7.2. The new connected consumers and their multiple perceptions of different data collection methods

7.3. Why authorize the collection and use of personal data?

7.4. How can we encourage parsimonious data collection?

7.4.1. Minimizing data collection

7.4.2. Relying on transparency when collecting data

7.4.3. Giving consumers control

7.5. Conclusion: finally, what is the value of data?

7.6. References

Chapter 8. From Persuasion to Customer Manipulation: The Role of Dark Patterns

8.1. Dark pattern definitions and typologies

8.2. Marketing as usual?

8.3. Problematic Internet use due to dark patterns?

8.4. Impossible to observe and yet combatable

8.5. Appendix

8.6. References

Chapter 9. Digital Consumption and Inclusion

9.1. Introduction: when the digitalization of customer journeys raises challenges

9.2. Consequences of the digitization of customer journeys

9.2.1. A transformation of the user's role during the journey

9.2.2. Interaction at the heart of the value creation process

9.2.3. User participation

9.2.4. A complex user experience

9.3. New managerial challenges arising from the digitization of journeys

9.3.1. Improving users' relationships with digital technology

9.3.2. Still insufficient digital inclusion initiatives

9.3.3. Moving beyond a focus on digital uses

9.4. Defining the digital inclusion process

9.4.1. The role of perceptions in the inclusion process

9.4.2. Adopting a two-level approach to the digital inclusion process.

9.4.3. From inclusion to digital inclusion as perceived by the user

9.5. Conclusion: toward digital consumption for all

9.6. References

Chapter 10. Improving Effective Accessibility of Products and Services for Vulnerable Customers

10.1. Effective accessibility of products and services, a challenge for organizations

10.1.1. Definition of effective accessibility

10.1.2. Effective accessibility: a challenge for organizations?

10.2. The challenges of effective accessibility for vulnerable customers

10.2.1. How do you define a vulnerable customer?

10.2.2. Reduced effective accessibility for vulnerable customers?

10.3. Ways to improve the effective accessibility of products and services for vulnerable customers

10.3.1. How should we respond to the challenge of effective accessibility for vulnerable customers?

10.3.2. How can we rethink journeys to improve accessibility for vulnerable customers?

10.4. Conclusion

10.5. References

Chapter 11. The Patient Experience

11.1. From the health service to the patient experience

11.1.1. Patient satisfaction as a starting point

11.1.2. The patient from an experiential perspective

11.1.3. Designing a meaningful experience

11.2. Enhancing the value of the patient experience

11.2.1. The perceived value of the patient experience

11.2.2. A typology of the value of the patient experience

11.2.3. Experience value as a lever for appropriation of the patient experience

11.3. Conclusion

11.4. References

Chapter 12. Adopting Ethical Sales Behavior

12.1. Unethical temptation among salespeople

12.1.1. Salespeople's ethical dilemmas

12.1.2. The six principles of influence according to Cialdini

12.1.3. Influence or manipulation: what are the differences?

12.2. Creating ethical behavior.

12.2.1. Customer orientation at the heart of sales ethics

12.2.2. How can the ethical behavior of salespeople be developed?

12.2.3. Ethics and business performance: how compatible are they?

12.3. Conclusion

12.4. References

Chapter 13. Customer Relationships as a Factor of Resistance: The Case of Smart Feedback Tools

13.1. The rise of smart feedback tools

13.1.1. Definition of smart feedback tools

13.1.2. Deployment dynamics by sector

13.1.3. The collection of multiple types of private data

13.1.4. Toward a classification based on the nature of feedback

13.2. A brand relationship investment

13.2.1. Relational investments supporting customer relationships

13.2.2. Smart feedback tools as a promise of empowerment

13.3. Consumer resistance to smart feedback tools

13.3.1. Multiple sources of disempowerment

13.3.2. Forms of resistance

13.4. Conclusion

13.5. References

Chapter 14. Customer Relations in the Social and Solidarity Economy

14.1. Managing customer relations in social and solidarity economy organizations

14.1.1. Democratic governance of SSE organizations and customer relations

14.2. CRM in consumer cooperatives: the case of La Louve

14.2.1. The cooperative: definition and articles of association

14.2.2. La Louve cooperative supermarket

14.2.3. Taking on the intra-role: from consumer to cooperator through work

14.2.4. Between customers and cooperative status

14.3. Organizing customer relations in a collective interest cooperative company: the case of Enercoop Languedoc-Roussillon

14.3.1. The collective interest cooperative company: definition and articles of association

14.3.2. The SCIC Enercoop Languedoc-Roussillon

14.3.3. A commitment that translates into extra-roles conditioned by the organization's economic times

14.4. Conclusion

14.5. References.

Chapter 15. Purpose Corporations and Customer Strategy: Toward a Strategy of Customer Education and Empowerment?.

Notes:

Description based on publisher supplied metadata and other sources.

Part of the metadata in this record was created by AI, based on the text of the resource.

ISBN:

9781394300747

1394300743

9781394299577

1394299575

OCLC:

1439034096