Tugas Perilaku Konsumen
Nama :
Rina Haryati
Npm :
19210678
Kelas :
3EA14
Defining Customer Innovation
Customer
innovation incorporates a number of emerging concepts and practices that help
organisations address the challenge of growth in the age of the empowered and
active customer (both business and consumer). It demands new approaches to
innovation and strategy-making that emphasise rapid capability development,
fast learning, ongoing experimentation and greater levels of collaboration in
value-creation. Customer innovation impacts upon all the following activities,
functions and disciplines:
· Marketing
strategy and management
· Brand
strategy and management
· Communications
strategy
· Customer
experience design and delivery
· Customer
relationship management
· Customer
service design and quality management
· Market-sensing
and customer learning
· Market
and customer segmentation
· Creativity
and knowledge management including market research
· Partner
and customer collaboration
· Organisational
alignment and purpose (values, behaviour and beliefs)
· Innovation
strategy and management
· Innovation
valuation, measurement and prioritisation
· Strategy-making
For
me customer innovation is not only an important perspective on value-creation
but a whole new strategy discipline that organisations must embrace if they are
to pursue growth successfully in the future. Put another way, customer
innovation impacts the fundamental means by which value is created and growth
sustained.
One
of the difficulties I encounter when explaining the concept is that the
"Innovation" word is traditionally associated with products and
technology. There is a section in The Only Sustainable Edge by Hagel and Seely
Brown that eloquently defines Innovation from a much broader organisational and
strategic perspective:
We underscore the importance of innovation but
we use the term more broadly than do most executives. Executives usually think
in terms of product innovation as in generating the next wave of products that
will strengthen market position. But product-related change is only one part of
the innovation challenge. Innovation must involve capabilities; while it can occur
at the product and service level, it can also involve process innovation and
even business model innovation, such as uniquely recombining resources,
practices and processes to generate new revenue streams. For example, Wal-Mart
reinvented the retail business model by deploying a big-box retail format using
a sophisticated logistics network so that it could deliver goods to rural areas
at lower prices.
Innovation can also vary in scope, ranging from
reactive improvements to more fundamental breakthroughs... One of the biggest
challenges executives face is to know when and how to leap in capability
innovation and when to move rapidly along a more incremental path. Innovation,
as we broadly construe it, will reshape the very nature of the firm and relationships
across firms, leading to a very different business landscape.
Although
Hagel and Seely Brown's book provides a great analysis of capability-building
and new innovation mechanisms at the edge of organisations (through new dynamic
forms of firm-firm collaboration) and specialisation, their discussion largely
omits the customer-firm colloboration, open innovation perspective. But, from
Hagel's most recent post and article in the Mckinsey Quarterly, this seems like
it could be the subject of their next book! Here is a quote from the article:
Cocreation is a powerful engine for innovation:
instead of limiting it to what companies can devise within their own borders,
pull systems throw the process open to many diverse participants, whose input
can take product and service offerings in unexpected directions that serve a much
broader range of needs. Instant-messaging networks, for instance, were
initially marketed to teens as a way to communicate more rapidly, but financial
traders, among many other people, now use them to gain an edge in rapidly
moving financial markets.
Compulsive Consumption
For
most people a large part of consumer behavior is simply a part of their
everyday routine. Only unusual special or major purchases stand out as being
particularly significant to the typical consumer. Many consumption activities
receive little thought and require little involvement. Even fanatical
consumption by enthusiasts, collectors and cognoscenti is typically limited to
a small number of consumption objects or areas. To some individuals, however,
consumption itself can become particularly central and deeply involving. It can
have major, often severe, implications for many aspects of their lives. In
these cases, consumption becomes dysfunctional, and is often typified by a
compulsive quality.
This
paper attempts to call attention to this dysfunctional form of buyer behavior,
discuss some of the major concepts and issues involved, and report some very
preliminary research findings on the topic. Unfortunately, there is virtually
no published research on the problem of compulsive consumption. Therefore, to
accomplish the goals of this paper we have to rely in large measure on
anecdotal accounts, as well as observation and participation in self-help group
discussions with credit abusers, and the results of a small pilot survey.
Example Compulsive Consumption Consumer
The
subjects for the pilot study were 23 people attending meetings of a San
Francisco based self-help support group. The respondents had been members of
the group for differing lengths of time ranging from three weeks to over a
year. The majority were women (19 women and 4 men), and most were in their
thirties and forties (78.2%). Approximately half of the respondents were
married (47.8%), 30.4% were single and the remaining 21.7% were divorced or
separated. Annual household income varied greatly among the respondents ranging
from one person who earned under $10,000 a year to three respondents who
reported household incomes of over $100,000 a year. The majority of the
respondents had yearly household incomes of between $20.000 and $50,000.
Consumer ethnocentrism
Consumer
ethnocentrism is a psychological concept that refers to individuals who believe
that their country's products are superior to those of other countries. This
concept also describes consumers in one country thinking that purchasing
products in other countries is immoral or inappropriate because doing so is
unpatriotic. It is a common belief amongst groups showing signs of consumer
ethnocentrism that purchasing foreign-made products means not supporting the
economy and the job market of the home country.
Businesses
often study consumer ethnocentrism to develop strategic marketing plans for
entering new foreign markets. By understanding the attitudes and beliefs of the
foreign consumers, a business can better position itself to come across in a
more positive light. For example, a business entering a market showing consumer
ethnocentrism may want to include in its advertisements that purchasing from them
means supporting their country because the business has local offices employing
their neighbors.
Characteristics
of countries with consumer ethnocentrism include skepticism of foreign goods,
strong patriotism and high availability of domestic brands. If consumers
believe that foreign goods are generally inferior to their own home goods, then
they will be less likely to support foreign brands. These consumers also are
aware of economic conditions and want to support local jobs and businesses by not
buying items that will take their money outside of the country. If there are no
local brands to satisfy a need, then consumers will purchase foreign goods
until their needs are fulfilled locally.
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