Um artigo que muitos deveriam ler, sobretudo os que se queixam do baixo valor acrescentado dos serviços que prestam, "Understanding the Value Process: Value creation in a luxury service context". Colhemos o que semeamos.
O artigo foca-se em três ideias principais:
- A função dos prestadores de serviço vai além da co-criação. As empresas que prestam serviços de luxo fazem mais do que apenas trabalhar com os clientes para criar valor com a interacção. Elas também preparam o terreno para que os clientes tenham uma experiência única e agradável.
- Os clientes também criam o seu próprio valor. O artigo refere que os clientes também ciam valor por conta própria, independentemente do que a empresa faz. Por exemplo, podem gostar da sensação de fazer parte de algo exclusivo ou luxuoso.
- O escapismo como valor para o cliente em serviços de luxo. Os clientes que utilizam o serviço de luxo para escapar momentaneamente da vida quotidiana. É uma parte fundamental do que torna estes serviços valiosos.
Ideias fundamentais para ajudar as empresas a compreender como tornar os seus serviços de luxo mais apelativos e memoráveis para os clientes. Não se trata apenas do produto, mas de toda a experiência e do sentimento que os clientes obtêm dele.
Excelente figura:
"The value process before the interactionCustomer sphere: Value anticipation. Building on previous research showing that anticipation influences satisfaction (Oliver & Burke 1999), we find that many customers eagerly look forward to the experience of the interaction. Their value process already begins as they start planning and thinking about their visit to ...the company's fame drives customer anticipation for those who have never visited ... They develop optimistic fantasies about the future visit, in line with psychological research on future expectations.Customers who have already visited ... also anticipate their interactions, using their familiarity as a heuristics for predictions. Familiarity not only grounds expectations of continuity (i.e., repetition of past positive experienced value) but also escapist discontinuity (i.e., fantasies of unexpected additional value)...Provider sphere: Value facilitation. In keeping with its heritage, ... locates the customer at the center of the service to facilitate value creation by conveying an iconic authentic service. As customers enter ..., they are plunged into a visual servicescape that brings together symbols of the ..., granting fictional access to ... the servicescape guides customers as to how to behave in the boutique...also facilitates value creation through service disembodiment, with service employees almost becoming actors. Employees wear identical uniforms, behave similarly (e.g., same gestures and phrases), and limit improvisation. They follow a strict code of conduct for respectful interactions with customers and each other. Overall, this grants bold service ritualization wherein service employees become almost interchangeable....Disembodiment is beneficial to the value process for three reasons: (1) it helps reduce value fluctuations due to employees' personal touch; (2) through de-humanization, service employees are liberated from human imperfection; and, (3) customers' humanity becomes more salient, making them the sole protagonists (the personnel never befriends customers).This is noteworthy as disembodiment is usually an unplanned and undesired consequence of service commodification or digitization....The value process during the interactionJoint sphere: Value co-creation. All actions in the provider sphere to facilitate customers' value creation come alive in the service encounter. ... We further identify the role of escapism for customers' value in-use in the luxury service context, as escapism is jointly enacted to support value co-creation.When we asked customers about why they visit..., many mentioned how the service interaction makes them feel, both with service personnel and being in the store, and many unprompted customers talked about a brief escape to another time....By allowing an element of escapism, consumers may even see the time they spend waiting as something adding to their value process.Next, we identify another important source of value cocreation in time suspension. In our observations and interviews, we find that both the service provider and customer consider the time spent in the boutique to be of utmost importance....The value process after the interactionCustomer sphere: Value creation. For many customers, the value process does not end when leaving the store; a key part of the process is only beginning. We identify two main types of value that customers attach to the service experience ... First, social value means that consuming the products is not always the main source of value for customers after visiting ...; customers create value from their service in social contexts. Social value is an important aspect of customer value in luxury service settings, ... For example, several customers see value in displaying their trip to a ... boutique and their trophy-like shopping bag.Our observations document customers taking selfies, standing in front of ... and holding up their purchases with ... logo clearly visible. Many customers immediately upload their picture on social media. Our analysis of some 5,000 pictures hashtagged ... confirms that customers display their visit to ... to others....Provider sphere: Value learning. In contrast to Grönroos and Voima's (2013) conceptualization of the provider's role ending after the interaction, we find that the provider's value process continues. Our findings indicate that an important part of the provider's process consists of finding ways to learn about what customers do after their interactions in the store and how they consume the product or talk about the service experience."
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