@book{45719, author = {{Steinhoff, Lena}}, publisher = {{Springer Gabler}}, title = {{{Loyalitätswirkung des geschenkten bevorzugten Kundenstatus – Eine theoretische und empirisch-experimentelle Analyse}}}, doi = {{10.1007/978-3-658-06357-3}}, year = {{2014}}, } @inbook{45735, author = {{Eggert, A. and Garnefeld, I. and Steinhoff, Lena}}, booktitle = {{Customer & Service Systems, Special Issue: Customer Empowerment, 1 (1)}}, editor = {{Geyer-Schulz, A. and Meyer-Waarden, L.}}, pages = {{31--36}}, publisher = {{KIT Scientific Publishing}}, title = {{{How Profound Is the Allure of Endowed Status in Hierarchical Loyalty Programs?}}}, doi = {{10.5445/KSP/1000038784/04}}, year = {{2014}}, } @inbook{45736, author = {{Steinhoff, Lena and Palmatier, R. W.}}, booktitle = {{Customer & Service Systems, Special Issue: Customer Empowerment, 1 (1)}}, editor = {{Geyer-Schulz, A. and Meyer-Waarden, L.}}, pages = {{147--152}}, publisher = {{KIT Scientific Publishing}}, title = {{{Three Perspectives for Making Loyalty Programs More Effective}}}, doi = {{10.5445/KSP/1000038784/16}}, year = {{2014}}, } @techreport{45755, author = {{Henderson, C. M. and Steinhoff, Lena and Palmatier, R. W.}}, pages = {{14--121}}, title = {{{Consequences of Customer Engagement: How Customer Engagement Alters the Effects of Habit-, Dependence-, and Relationship-Based Intrinsic Loyalty, Marketing Science Institute (MSI) Working Paper Series.}}}, year = {{2014}}, } @inproceedings{46695, author = {{Eggert, A. and Münkhoff, Eva and Thiesbrummel, C.}}, booktitle = {{43rd EMAC Annual Conference, Valencia}}, location = {{Valencia}}, title = {{{Service transition: A viable option for manufacturing companies with declining financial performance?}}}, year = {{2014}}, } @inproceedings{46692, author = {{Kanuri, V. and Münkhoff, Eva and Scheer, L. K.}}, booktitle = {{ISBM 2014 Academic Conference, San Francisco, CA}}, location = {{San Francisco, CA}}, title = {{{Service transition versus service infusion: Different pathways to success for service-oriented manufacturers?}}}, year = {{2014}}, } @inproceedings{46693, author = {{Münkhoff, Eva and Eggert, A. and Terho, H. and Haas, A. and Ulaga, W.}}, booktitle = {{ISBM 2014 Academic Conference, San Francisco, CA}}, location = {{San Francisco, CA}}, title = {{{Salespersons’ solution crafting capability: A knowledge-based perspective}}}, year = {{2014}}, } @inproceedings{46694, author = {{Eggert, A. and Haas, A. and Terho, H. and Ulaga, W. and Münkhoff, Eva}}, booktitle = {{ISBM 2014 Academic Conference, San Francisco, CA}}, location = {{San Francisco, CA}}, title = {{{Selling value in business markets: Why a powerful idea often fails}}}, year = {{2014}}, } @article{41341, abstract = {{ In many business markets, manufacturers seek service-led growth to secure their existing positions and continue to grow in increasingly competitive environments. Using longitudinal data from 513 German mechanical engineering companies and latent growth curve modeling, this study offers a fine-grained view of the financial performance implications of industrial service strategies. By disentangling the revenue and profit implications of industrial service strategies, findings reveal that such strategies increase both the level and the growth of manufacturing firms’ revenue streams. In contrast, they reduce the level but improve the growth of manufacturers’ profits. Results further suggest that services supporting the clients’ actions (SSC) and services supporting the supplier’s product (SSP) affect performance outcomes in different ways. SSCs directly affect revenue and profit streams. In turn, SSPs display only indirect effects on financial performance mediated through SSCs. A moderator analysis identifies two organizational contingencies that facilitate service business success: Only companies with decentralized decision-making processes and a high share of loyal customers can expect favorable financial results from industrial service strategies. In summary, this research provides significant insights and managerial guidance for turning service strategies into financial successes. }}, author = {{Eggert, Andreas and Hogreve, Jens and Ulaga, Wolfgang and Münkhoff, Eva}}, issn = {{1094-6705}}, journal = {{Journal of Service Research}}, keywords = {{Organizational Behavior and Human Resource Management, Sociology and Political Science, Information Systems}}, number = {{1}}, pages = {{23--39}}, publisher = {{SAGE Publications}}, title = {{{Revenue and Profit Implications of Industrial Service Strategies}}}, doi = {{10.1177/1094670513485823}}, volume = {{17}}, year = {{2014}}, } @techreport{5036, author = {{Fahr, Rene and Janssen, Elmar A. and Sureth-Sloane, Caren}}, title = {{{Can Tax Rate Changes Accelerate Investment Under Entry and Exit Flexibility? - Insights from an Economic Experiment}}}, volume = {{166}}, year = {{2014}}, } @inproceedings{21133, author = {{Oertel, Simon and Thommes, Kirsten and Walgenbach, Peter}}, booktitle = {{Academy of Management Annual Meeting Proceedings}}, editor = {{Atinc, Guclu}}, issn = {{0065-0668}}, title = {{{Born in the GDR: Imprinting, Structural Inertia and the Survival Chances of Organizations}}}, doi = {{10.5465/ambpp.2013.11642abstract}}, year = {{2013}}, } @inproceedings{7732, author = {{Eggert, A and Thiesbrummel, C and Deutscher, C}}, booktitle = {{Proceedings of the 20th International Product Development Management Conference}}, title = {{{Can service innovations substitute or complement product innovations? The case of German industrial firms}}}, year = {{2013}}, } @inproceedings{7733, author = {{Eggert, A and Ulaga, W and Steiner, M and Backhaus, K}}, booktitle = {{Proceedings of the 42nd European Marketing Academy (EMAC) Conference}}, title = {{{Increasing Customers' Willingness to Pay for Hybrid Offerings: The Impact of Price Presentation Formats}}}, year = {{2013}}, } @inproceedings{7734, author = {{Garnefeld, I and Münkhoff, E and Raum, K}}, booktitle = {{Proceedings of the 42nd European Marketing Academy (EMAC) Conference}}, title = {{{Threat and normative appeals to reduce product returns in online retailing – An effective marketing practice?}}}, year = {{2013}}, } @inproceedings{7735, author = {{Münkhoff, E and Garnefeld, I and Bruns, A}}, booktitle = {{roceedings of the 42nd European Marketing Academy (EMAC) Conference}}, title = {{{How to prolong a sales promotion – Ex-post time extension versus reframing}}}, year = {{2013}}, } @inproceedings{7736, author = {{Posner , T and Garnefeld, I and Eggert, A}}, booktitle = {{Proceedings of the 42nd European Marketing Academy (EMAC) Conference}}, title = {{{Creating Emotional Brand Attachment through the Salesperson's Brand-Consistent Behavior}}}, year = {{2013}}, } @inproceedings{7737, author = {{Steinhoff, L and Palmatier, R. W}}, booktitle = {{Proceedings of the 42nd European Marketing Academy (EMAC) Conference}}, title = {{{The Effect of Loyalty Programs on Target and Bystander Customers: A Customer Portfolio Perspective on Loyalty Program Performance}}}, year = {{2013}}, } @inproceedings{7738, author = {{Eggert, A and Thiesbrummel, C and Deutscher, C}}, booktitle = {{2013 AMA Winter Marketing Educators' Proceedings}}, title = {{{Exploring differential effects of product and service innovations on industrial firms’ financial performance}}}, year = {{2013}}, } @article{5715, abstract = {{Smart interactive services, in contrast with other technology-based services, require significant human-to-human interaction and collaboration in addition to the service provided by the embedded technology itself. The authors’ foundational Delphi study confirms smart interactive services (e.g., remote diagnosis, remote repair of equipment, and telemedicine) are a rapidly growing innovation category across industries. Yet, gaining user acceptance of these types of services presents a significant challenge for managers. To address this challenge, the authors employ a grounded theory approach, drawing on depth interviews, to develop a framework of barriers and facilitators to users’ attitudinal and behavioral responses to smart interactive services. The findings reveal a new set of beliefs that are critical in this context. These beliefs are tied to the human element and specifically pertain to beliefs about the “service counterpart (SC),” who is the provider’s employee controlling the technology. Control, trustworthiness, and collaboration beliefs emerge jointly as important and interrelated influencers tied to the SC. Contrary to conventional wisdom that focuses on features of the technology itself to gain user acceptance, this research encourages providers to emphasize the interpersonal elements of the service by providing control cues, raising social presence, and enhancing human trust mechanisms.}}, author = {{Wünderlich, Nancy and Wangenheim, Florian V and Bitner, Mary Jo}}, journal = {{Journal of Service Research}}, keywords = {{service technology, technology-mediated service, service counterpart, smart service, remote service, technology adoption}}, number = {{1}}, pages = {{3--20}}, publisher = {{SAGE Publications Sage CA: Los Angeles, CA}}, title = {{{High Tech and High Touch: A Framework for Understanding User Attitudes and Behaviors Related to Smart Interactive Services.}}}, volume = {{16}}, year = {{2013}}, } @article{6101, author = {{Kabst, Rüdiger and Wehner, M C}}, journal = {{PERSONALquartely}}, number = {{4}}, pages = {{34--39}}, title = {{{Editorial: Internationales Personalmanagement: Den kulturellen Kontext gestalten}}}, volume = {{65}}, year = {{2013}}, }