Augmented Customer Strategy

Gilles N'Goala is Professor of Marketing at the Montpellier Management Institute of the University of Montpellier in France, member of the MRM research laboratory and President of the French Marketing Association.Virginie Pez-Pérard is Associate Professor at the University Paris II Panthéon-Assas, France, and affiliated with the LARGEPA research center. She is also a lecturer at the Ecole Polytechnique (i3-CRG laboratory, UMR CNRS 9217).Isabelle Prim-Allaz is Professor of Marketing at Lumière University Lyon 2, France and Director of the COACTIS Research Center.

• Preface xiiiChapter 1. Customer Strategies in the Face of New Technological, Social and Environmental Challenges 1Gilles N’GOALA1.1. AI, robotization and algorithms: what are the effects on customers? 21.2. Business model renewal: what are the impacts on customers? 61.3. Accountability to customers and citizens: why and how? 81.4. Practicing open innovation with customers 121.5. Customer relationship management in the face of societal and environmental challenges 131.6. Conclusion 171.7. Acknowledgements 181.8. References 19Chapter 2. Brand Practices Faced with Augmented Consumers 23Nathalie FLECK and Laure AMBROISE2.1. A more complex approach to the customer to follow them wherever they go 242.1.1. Following the customer wherever they buy: from multichannel to omnichannel 242.1.2. Communicating with the customer wherever they come into contact with the company: the touchpoints 252.2. An evolution of message content 272.2.1. A constant search for a demonstration of transparency 272.2.2. Indirect speaking: the growing role of influencers 302.3. A stronger involvement of consumers in brands 312.3.1. Increasing consumer participation 312.3.2. An increasingly personalized relationship 342.3.3. A relationship based on utility and meaning through commitment 352.4. Conclusion 392.5. References 39Chapter 3. The Augmented Customer Relationship: the Increasing Importance of the Customer’s Role 41Sylvie LLOSA and Lionel NICOD3.1. The customer, a long-standing player in the relationship 413.1.1. The customer, from the role of beneficiary to the role of relationship producer 423.1.2. A role as a producer, a source of value for the company and the customer 443.2. The digitization, development and diversification of the customers’ roles 453.2.1. An enrichment of intra-role roles through the development of technologies in the relationship 463.2.2. An intensification and diversification of the customer’s extra roles 473.3. The consequences for the company 503.3.1. Motivating customers to play a greater role 503.3.2. Managing customer expertise 523.3.3. Rethinking the role of staff in the customer journey to create greater value 543.4. References 55Chapter 4. Innovation Augmented by the Customer: from Ideation to Diffusion 59Thomas RUSPIL, Cyrielle VELLERA and Andreas MUNZEL4.1. Introduction: the new roles and contributions of the customer 594.2. The role of the customer in the upstream phase of the launch of an innovation: the customer as a source of new ideas at the service of companies’ innovation processes 604.2.1. Toward customer participation in innovation 604.2.2. Innovation by customers and users (user innovation): a major phenomenon? 624.2.3. Co-innovating with customers and users: three possible strategies 624.2.4. Co-innovating with companies: what do the main stakeholders think? 654.3. The role of the customer downstream of an innovation launch: the customer influences to facilitate the adoption of the innovation on the market 664.3.1. From the innovative customer to the influential customer 664.3.2. Influence marketing: a new role for the customer? 674.3.3. From OLs to e-OLs – who are they? 684.3.4. Identifying and selecting leaders and e-OLs 694.3.5. Relationship management with leaders and e-OLs 704.4. Conclusion 714.5. Acknowledgements 724.6. References 72Chapter 5. The Customer’s Voice: Toward New Listening Tools 77Andreas MUNZEL, Jessie PALLUD and Daria PLOTKINA5.1. Introduction: “markets are conversations” 775.2. The different forms of WOM 785.3. Steps to managing the customer’s voice over the Internet 795.3.1. Step 1: set up listening measures 795.3.2. Step 2: respond to online customers 845.4. Current and future challenges 885.4.1. Challenge 1: when the customer’s voice is manipulated (the case of deceptive reviews) 885.4.2. Challenge 2: when the internal customer – the employee – expresses himself online 885.5. Conclusion 895.6. References 90Chapter 6. Redesigning the Customer’s Role in a Connected World 95Pauline FOLCHER, Sarah MUSSOL and Gilles N’GOALA6.1. A connected customer with multiple faces 976.1.1. The connected customer’s fragmented identity 976.1.2. Representations and performance of the connected customer 996.2. Managing the customer in their connected environment 1036.2.1. Customer marketing, between secrecy and stealth 1036.2.2. The dark side of the IoT 1056.2.3. Toward the disappearance of the “customer” in a connected world? 1066.3. Connected customers, masters of their own consumption and relationship with brands 1076.3.1. Connection as a source of value creation for the individual 1086.3.2. Orchestration of connected objects and organization of services around the individual 1096.3.3. The individual in a connected environment: control or trust? 1116.4. Conclusion 1136.5. References 113Chapter 7. The Augmented Customer Experience: Between Humanity and Robotization? 117Régine VANHEEMS7.1. From experience to omnichannel experience 1187.1.1. Rethinking the experience when it becomes omnichannel 1187.1.2. From the integration of the Internet into the purchasing process to omnichannel: toward a sublimation of the customer experience? 1197.1.3. Creating an unforgettable memory souvenir because of the fluidity between “touchpoints” 1217.2. Management of the omnichannel system: between fluidity, continuity or disruption and jumping between “touchpoints”? 1227.2.1. When the experience with a touchpoint is the continuity of an experience started elsewhere 1227.2.2. The TEAV model as a theoretical basis for the analysis of omnichannel trajectories 1257.2.3. The contents of the omnichannel experience approached in a holistic way 1267.2.4. An experience that is exacerbated when it is experienced over several channels? 1287.3. Conclusion: the place of the human being and technology to create a quality experience 1297.4. References 131Chapter 8. Designing Your Customer Experience 133Florence JACOB8.1. Designing a new customer experience 1358.1.1. Step 1: analyzing past customer experiences 1358.1.2. Step 2: taking strategic prerequisites into account 1368.1.3. Step 3: prioritizing and determining the place for the desired experience 1368.1.4. Step 4: operationalizing the journeys that constitute the experience 1388.1.5. Step 5: checking the created journeys 1398.2. Designing customer journeys 1408.2.1. The classic graphic tools: blueprint and contact matrix 1408.2.2. Practicing design thinking by creating personas 1418.2.3. Interests and limitations of graphic tools 1438.3. Big data and design: the two necessary areas of expertise 1448.4. References 145Chapter 9. Customer Relationships and Digital Technologies: What Place and Role for Sales Representatives? 149Eric JULIENNE, Maud DAMPERAT and Romain FRANCK9.1. A new way of selling: social selling 1509.1.1. What is social selling? 1509.1.2. Meeting customers on their buying journey 1519.1.3. Adopting a sales approach focused on meeting needs 1519.1.4. Using social media at every stage of the sale 1539.1.5. Improving business performance 1549.1.6. Overcoming social media challenges 1559.2. The prospects of AI for the commercial sector 1579.2.1. The new strategic toolbox or the augmented salesperson 1589.2.2. Toward sales automation or sales without a salesperson 1629.2.3. New forms of sale or the humanoid robot-seller 1639.3. References 164Chapter 10. Engaging Reciprocity from the Complainant Customer in the Digital Age 167Françoise SIMON10.1. Obtaining the complainant customer’s voice: a multifaceted challenge 16710.1.1. Back to the Exit, Voice, Loyalty model 16810.1.2. When the customer’s desire for discussion depends on the state of the relationship with the brand 16910.2. Understanding the complainant customer’s levers of reciprocity 17110.2.1. The central role of perceived justice in shaping customer satisfaction 17110.2.2. The triggering of the customer’s desire for reciprocity 17210.3. Differentiating the care of complainant customers 17510.3.1. Globalization and taking the intercultural factor into account 17510.3.2. Identifying the complainant customer’s motivations on social networks 17610.3.3. The “love becomes hate” effect of the loyal customer 17610.3.4. The matrix of restorative actions 17710.4. Conclusion 17810.5. References 179Chapter 11. The Firm’s Empathic Capacity: a Social Neuroscience Perspective for Managing Customer Engagement in the Digital Era 183Mathieu LAJANTE11.1. Introduction: the dilemma of digital transformation in customer relationship management 18311.2. What social neuroscience tells us about empathy 18511.2.1. Social neuroscience: what is it? 18511.2.2. The emotional connection is essential to any social and commercial relationship 18611.2.3. Empathy: the epicenter of the emotional connection 18711.3. Developing firms’ empathic capacity: a two-level strategy 19111.3.1. Sharing the customer’s emotional states 19111.3.2. Understanding the customer’s mental states 19411.3.3. How does the customer appraise their engagement with the firm? 197Chapter 12. Data Marketing for Customer Intimacy 203Grégoire BOTHOREL and Virginie PEZ-PÉRARD12.1. Multiple customer data sources 20612.2. The different customer data hubs 20712.3. The difficult consolidation of customer data 20912.4. The intersection of media and data to serve customer strategy 21012.5. Leveraging data: market research in the era of customer data 21512.6. Data marketing... tomorrow 21712.7. References 218Chapter 13. The Dark Side of Customer Relationship Management Practices in the Data Age: Managing Resistance and Perceived Intrusion for Responsible Practices 219Caroline LANCELOT-MILTGEN, Aïda MIMOUNI CHAABANE and Virginie PEZ-PÉRARD13.1. The dark side of customer relationship management practices 22013.2. Possible consumer feelings 22113.2.1. A sense of pressure 22113.2.2. A sense of injustice 22213.2.3. A sense of loss of control 22313.3. The consequences: consumers are showing signs of resistance 22413.3.1. Resistance: what are we talking about? 22413.3.2. Consumer resistance to the collection and use of personal data 22713.4. Solutions for effective and responsible practices 23013.4.1. Optimizing the execution of loyalty practices 23113.4.2. Monitoring effectiveness using customer-centric metrics 23113.4.3. Overseeing the implementation of “virtuous” practices 23213.4.4. Restoring confidence in the collection and use of data 23313.5. Acknowledgements 23713.6. References 237Chapter 14. The Legal Basis for a Data Economy Based on Trust 241Isabelle LANDREAU14.1. Personal data at the heart of the DGMP 24214.1.1. Personal data: the black gold of the 21st Century 24214.1.2. Personal data and brands: the cyber-consumer chooses brands that respect confidentiality 24314.2. GDPR tools to restore trust 24314.2.1. Clear and explicit consent 24314.2.2. Ensuring the rights of the cyber-consumer over their personal data 24414.2.3. Creation of a Data Protection Officer role 24514.3. The future of our personal data 24514.3.1. A right of ownership over our personal data? 24514.3.2. The future: toward a right to an income on our data? 24914.4. Conclusion 25314.5. References 254Chapter 15. Information Systems Security: Challenges, Vulnerabilities and Tools 257Philippe COHARD15.1. Current uses reinforcing the need for security: cryptocurrency and blockchains 25815.1.1. Blockchain principles 25815.1.2. Blockchain applications 25915.2. Protecting yourself from potential threats: safety and security 26115.3. Security in companies and organizations 26215.3.1. Vulnerabilities, risks and ISP 26215.3.2. Deterrence, neutralization and awareness – training 26315.4. The standards that govern safety: ISO/IEC 27000 26515.5. Conclusion 26815.6. References 269Chapter 16. Organizing the Augmented Customer Relationship 271Isabelle PRIM-ALLAZ and Pierre VOLLE16.1. Introduction 27116.2. Governance of customer strategy within the organization 27216.2.1. The value of having a Chief Customer Officer 27216.2.2. The CCO, the one man orchestra 27316.3. The role of the different stakeholders in customer relationship management 27416.3.1. The key role of employees 27416.3.2. Other stakeholders involved 27816.4. In-house contracting or outsourcing: who should implement customer relationship management? 28216.4.1. Managing customer relations internally 28216.4.2. Outsourcing customer relationship management 28316.5. Aligning the organization around the customer strategy 28516.6. References 285List of Authors 289Index 293