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  • FINAL_ACCEPTED_JBR_D_19_00317R2

    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, ??, ??, 2019 DOI: 10.1016/j.jbusres.2019.08.003

    Accepted author manuscript, 1 MB, PDF document

    Embargo ends: 20/02/21

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Customer Experience Driven Business Model Innovation

Research output: Contribution to journalJournal article

E-pub ahead of print
  • Timothy L. Keiningham
  • Lerzan Aksoy
  • Helen Bruce
  • Fabienne Cadet
  • Natasha Clennell
  • Ian R Hodgkinson
  • Treasa Kearney
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<mark>Journal publication date</mark>20/08/2019
<mark>Journal</mark>Journal of Business Research
Publication statusE-pub ahead of print
Early online date20/08/19
Original languageEnglish

Abstract

Business model innovation (BMI) is critical to a firm's ability to achieve growth and long-term viability. It helps improve the value of products or services and/or delivery of these offerings to customers. Much of the academic literature to date however lacks customer-driven business model innovation frameworks. As such, the aim of this investigation is to propose a customer experience driven (CX) business model innovation framework that aligns customer values and the firm's strategic needs. This paper contributes to the literature by (a) conceptualizing the way in which business model innovation and customer experience are related (b) providing managers with a concrete framework to guide business model innovation that supports customer experience-driven new services and (c) highlighting opportunities for future research to advance business model innovation research and practice.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, ??, ??, 2019 DOI: 10.1016/j.jbusres.2019.08.003