000129786 001__ 129786
000129786 005__ 20240205160603.0
000129786 0247_ $$2doi$$a10.1007/s11747-017-0554-5
000129786 0248_ $$2sideral$$a100828
000129786 037__ $$aART-2018-100828
000129786 041__ $$aeng
000129786 100__ $$aPetersen, J.Andrew
000129786 245__ $$aUnlocking the power of marketing: understanding the links between customer mindset metrics, behavior, and profitability
000129786 260__ $$c2018
000129786 5060_ $$aAccess copy available to the general public$$fUnrestricted
000129786 5203_ $$aRecent evidence about the central role played by perceptual constructs in driving performance outcomes has produced a renewed interest in studying customer mindset metrics (CMMs; e.g., satisfaction, service quality, and loyalty intentions). However, we still lack a proper understanding of how (i.e., process) and to what extent (i.e., magnitude) these CMMs ultimately translate into profitability at the customer level. In this study, we integrate CMMs into an individual-level framework of customer behavior and profitability and provide a conceptual understanding of the process through which these metrics influence customer profitability. Specifically, we propose three mechanisms through which CMMs affect customer behavior and profitability: behavioral effect, marketing effectiveness effect, and marketing efficiency effect. We empirically test this framework across two distinct contexts, a B2B high-tech firm and a B2C telecommunications firm. The results demonstrate that these unobservable CMMs have a significant and multi-dimensional impact on customer behavior and customer profitability. Furthermore, we compute the increases in customer behavior and customer profitability that each firm can expect due to increases in CMMs to help firms improve resource allocation and make better decisions about how much (and when) to invest in CMMs.
000129786 536__ $$9info:eu-repo/grantAgreement/ES/DGA/S09-PM062$$9info:eu-repo/grantAgreement/ES/MINECO-FEDER/ECO2014-54760
000129786 540__ $$9info:eu-repo/semantics/openAccess$$aAll rights reserved$$uhttp://www.europeana.eu/rights/rr-f/
000129786 590__ $$a9.36$$b2018
000129786 591__ $$aBUSINESS$$b3 / 147 = 0.02$$c2018$$dQ1$$eT1
000129786 592__ $$a4.801$$b2018
000129786 593__ $$aBusiness and International Management$$c2018$$dQ1
000129786 593__ $$aMarketing$$c2018$$dQ1
000129786 593__ $$aEconomics and Econometrics$$c2018$$dQ1
000129786 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/acceptedVersion
000129786 700__ $$aKumar, V.
000129786 700__ $$0(orcid)0000-0002-3119-5838$$aPolo, Yolanda$$uUniversidad de Zaragoza
000129786 700__ $$0(orcid)0000-0001-5321-8052$$aSese, F.Javier$$uUniversidad de Zaragoza
000129786 7102_ $$14011$$2095$$aUniversidad de Zaragoza$$bDpto. Direc.Mark.Inves.Mercad.$$cÁrea Comerci.Investig.Mercados
000129786 773__ $$g46, 5 (2018), 813-836$$pJ. Acad. Mark. Sci.$$tJOURNAL OF THE ACADEMY OF MARKETING SCIENCE$$x0092-0703
000129786 8564_ $$s1424777$$uhttps://zaguan.unizar.es/record/129786/files/texto_completo.pdf$$yPostprint
000129786 8564_ $$s1233267$$uhttps://zaguan.unizar.es/record/129786/files/texto_completo.jpg?subformat=icon$$xicon$$yPostprint
000129786 909CO $$ooai:zaguan.unizar.es:129786$$particulos$$pdriver
000129786 951__ $$a2024-02-05-16:03:02
000129786 980__ $$aARTICLE