E-Service Marketing

2014 ◽  
pp. 1-8 ◽  
Author(s):  
Ali Ghorbani ◽  
Emel Kursunluoglu Yarimoglu
Keyword(s):  
Service Quality ◽  
Paradigm Shift ◽  
Business Models ◽  
Service Marketing ◽  
Services Marketing ◽  
Internet Marketing ◽  
Information Economy ◽  
Electronic Networks ◽  
Customer Interface

In the cyber era, the extension of the information economy and electronic networks has caused the shifting of the economy from goods to services and emerging e-service marketing. The synthesis of Internet marketing and services marketing has formed this new area of marketing. This chapter starts with introducing e-service marketing and comparing components of traditional and electronic services marketing. The click-only and click-and-mortar business models are described as types of e-tailing. Afterward, the paradigm shift from traditional e-commerce to e-service is investigated. In order to measure of e-service quality, some scales are discussed. Finally, the chapter suggests 7Cs of the customer interface in e-service marketing.

From service quality to experience – and back again?

2015 ◽  
Vol 7 (1) ◽  
pp. 107-119 ◽  
Author(s):  
Jon Sundbo
Keyword(s):  
Service Quality ◽  
Design Methodology ◽  
Service Management ◽  
Service Marketing ◽  
Service Research ◽  
Experience Economy ◽  
Content Type ◽  
The Past ◽  
Functional Quality ◽  
Original Contribution

Purpose – This paper aims to analyse the movement in the focus on customers within service management and marketing theories and service research that has taken place during the past three decades. The paper addresses the question: How did we, in service research, change from emphasizing quality to emphasizing experience? Design/methodology/approach – The paper analyses developments in service and experience theories. Experience has come onto the theoretical agenda, both in its own right and as a concept within service marketing and management theory. Findings – Experience has increasingly been a concept that has replaced quality in service marketing theories. However, an independent experience economy paradigm has also emerged. Recently, the societal emphasis on productivity may lead back to functional quality re-emerges in theories; however, it will most likely be in a new version. Originality/value – This analysis is a profound theory-critical analysis of the actually very widely used concept experience in service theories. The analysis present an understanding of what experience means in these theories and how it relates to the quality concept. This is an original contribution to a deeper understanding of service marketing and service quality theories.

Channel structure and differential pricing strategies in dual-channel e-retail considering e-platform business models

2020 ◽  
Vol 32 (1) ◽  
pp. 91-114
Author(s):  
Yufang Fu ◽  
Bojun Gu ◽  
Yuying Xie ◽  
Jun Ye ◽  
Bin Cao
Keyword(s):  
Service Quality ◽  
Business Models ◽  
Dynamic Game ◽  
The Self ◽  
Channel Structure ◽  
Third Party ◽  
Pricing Strategies ◽  
Dual Channel ◽  
Channel Preference ◽  
Retail Prices

Abstract Although online business has been growing for some time, third-party e-platforms and their impact on e-channels are an under-explored area in the literature on dual-channel supply chains. Considering different combinations of open and self-support e-platform, this paper develops dynamic game models in four dual-channel e-retail structures to study pricing strategies and channel preference for manufacturers. The results provide interesting insights. First, a manufacturer’s optimal prices vary in different e-channels. Second, e-retail prices on the self-support e-platform and open e-platform are both affected by the e-platform’s service quality and commission fee. Regardless of the channel structure, a better service quality by one e-platform leads to an increase in its own e-retail prices and forces the competing e-platform to either improve its service quality or take a lower price. Lastly and more importantly, we compare the manufacturer’s pricing strategies and performances in different dual-channel e-retail structures and identify its preferences. Specifically, if the commission fee is dynamic, we find that the manufacturer always prefers to use two e-channels provided by different e-platforms, and at least one of the e-channels is the self-support model, although it is a sub-optimal strategy.

Implementation of Additive Manufacturing Business Models

2015 ◽  
Vol 794 ◽  
pp. 547-554 ◽  
Author(s):  
Max Lutter-Günther ◽  
Christian Seidel ◽  
Tobias Kamps ◽  
Gunther Reinhart
Keyword(s):  
Additive Manufacturing ◽  
Paradigm Shift ◽  
Process Model ◽  
Business Models ◽  
Implementation Process ◽  
Use Cases ◽  
Industrial Practice ◽  
Wide Range ◽  
Interdisciplinary Character ◽  
Specific Technology

For the application of Additive Manufacturing (AM), a wide range of use cases are applied in industrial practice. The technological potentials of AM enable specific business models, which characterise how AM utilisation adds value to a company’s business. For the implementation of AM, a paradigm shift is required on an operational and strategic level, making it necessary to adjust processes and structures. Herein, the interdisciplinary character of the technology needs to be taken into account. In this paper, a typology of AM business models is derived from specific technology potentials, providing orientation in the field of AM use cases. Furthermore, a top down approach is pursued in order to develop an implementation process model, which assists companies when considering AM adoption. It enables companies to identify suitable AM business models and points out fields of actions necessary for implementation. Since the implementation depends on the AM business model at scope, also guidelines that provide measures on a more detailed level are presented.

scholarly journals The Circular Economy at Enel X

2020 ◽  
pp. 101
Author(s):  
Nicola Tagliafierro
Keyword(s):  
Renewable Energy ◽  
Value Chain ◽  
Circular Economy ◽  
Paradigm Shift ◽  
Business Models ◽  
Renewable Energy Sources ◽  
Life Cycles ◽  
Energy Sources ◽  
Product Portfolio ◽  
Sustainable Business

Enel X is leading the transition toward a sustainable business model, with the circular economy as an important pillar. Using renewable energy sources and materials, extending product life cycles, creating sharing platforms, reuse and regeneration, rethinking products as services. The principles of the circular economy have become essential, considering the paradigm shift overturning the traditional linear economic model. Enel X was one of the first businesses to offer products on the market that concretely apply the five business models of the circular economy and reconsider the entire value chain from a sustainability perspective. This approach is characterized by two core principles: 1.  the first, addressed internally, focuses on the business’s product portfolio, which ranges from “measuring” circularity to identifying solutions for improvement; 2.  the second is directed toward the outside, and especially toward industrial customers and public administrations or end customers, with the goal of evaluating their level of “circularity” and helping them outline a roadmap to circularity.

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