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2021/2022  KAN-CCMVV1761U  Customer Experience and Business Model Innovation

English Title
Customer Experience and Business Model Innovation

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course Second Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 80
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Stefan Markovic - Department of Marketing (Marketing)
Main academic disciplines
  • Innovation
  • Marketing
  • Strategy
Teaching methods
  • Blended learning
Last updated on 15-02-2021

Relevant links

Learning objectives
  • Define, characterize and compare customer experiences, as well as their components, drivers, and outcomes.
  • Define, characterize and compare business models, as well as their components, drivers, and implications.
  • Generate, characterize and contrast business model innovations, and discuss their enablers and consequences.
  • Discuss and critically reflect upon the alignment between customer experiences and business model innovations.
  • Apply the theoretical knowledge to real brand cases, and discuss the practical implications and limitations.
  • Interrelate the theories, models and frameworks from the course, and critically reflect upon them.
  • Follow academic conventions in the written assignment.
Examination
Customer Experience and Business Model Innovation:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Project
Duration 2 weeks to prepare
Grading scale 7-point grading scale
Examiner(s) Internal examiner and second internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
If a student fails the ordinary exam, they will have to hand in a new project based on new questions.
Course content, structure and pedagogical approach

Recently, many brands have enhanced their equity and established unique positions in the marketplace by improving customer experience and generating diverse types of business model innovations – from resource-driven to customer-driven. In the current business environment - saturated with similar and largely interchangeable product and service offerings - products and services are becoming increasingly perceived as vehicles for experience provision. This emphasizes the importance of effective experience management throughout the customer journey and of effective integration of experience within the business model. However, not all brands should manage customer experience and integrate it into their business model in the same way. Intangible brand assets, such as identity, personality, culture, mission and vision, play a key role in shaping the experience orchestration process. In addition, despite the fact that brands can influence customer experience, the latter is also largely influenced by organizational outsiders on diverse online and offline platforms. On this background, this course aims to provide students with knowledge on how to manage customer experience throughout the customer journey considering internal and external contingencies, and how to generate relevant business model innovations considering customer experience. Accordingly, this course focuses on, but is not limited to, the following topics:

 

  • Drivers, components and consequences of customer experience
  • Intangible brand assets influencing customer experience
  • External factors affecting customer experience
  • Co-creation of experience between internal and external stakeholders
  • Customer journey design and brand touchpoints
  • Business model generation and innovation, considering customer experience and the internal assets and external factors influencing them, as well as their outcomes 
  • Alignment of customer experience and business model innovation oriented toward boosting brand equity and achieving competitive advantage
Description of the teaching methods
The course uses a mix of offline and online pedagogies to maximize student learning. The offline sessions mix traditional lecturing with workshops, cases, and group presentations and discussions. The offline sessions are complemented with online tools (e.g., online peer grading, online guest lectures, online teaching materials) and discussion fora between in-class activities. The course is highly interactive both online and offline with the corresponding expectation that students engage in these interactions.
Feedback during the teaching period
Continual feedback is central to this course. The mix of offline and online pedagogies that are used in this course will ensure: student-to-student feedback; teacher-to-student feedback; and manager-to-student feedback.

Student workload
Preparation 123 hours
Teaching 33 hours
Examination 50 hours
Further Information

This course is part of the Minor in Marketing and Innovation, but can also be taken independently. 
  

Expected literature

Indicative literature:

 

Brakus, J. J., Schmitt, B. H., & Zarantonello, L. (2009). Brand experience: what is it? How is it measured? Does it affect loyalty?. Journal of Marketing73(3), 52-68.

 

Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long Range Planning, 43, 354-363

 

Iglesias, O., Markovic, S., Bagherzadeh, M., & Singh, J. J. (2020). Co-creation: A key link between corporate social responsibility, customer trust, and customer loyalty. Journal of Business Ethics163(1), 151-166.

 

Iglesias, O., Markovic, S., & Rialp, J. (2019). How does sensory brand experience influence brand equity? Considering the roles of customer satisfaction, customer affective commitment, and employee empathy. Journal of Business Research96, 343-354.

 

Iglesias, O., Singh, J. J., & Batista-Foguet, J. M. (2011). The role of brand experience and affective commitment in determining brand loyalty. Journal of Brand Management18(8), 570-582.

 

Ind, N., Iglesias, O., & Markovic, S. (2017). The co-creation continuum: From tactical market research tool to strategic collaborative innovation method. Journal of Brand Management24(4), 310-321.

 

Lemon, K. N. and Verhoef, P. C. (2016). Understanding customer experience throughout the customer journey. Journal of Marketing, 80, 69-96.

 

Markovic, S., Bagherzadeh, M., Dubiel, A., Cheng, J., & Vanhaverbeke, W. (2020). Do not miss the boat to outside-in open innovation: Enable your employees. Industrial Marketing Management91, 152-161.

 

Markovic, S., Jovanovic, M., Bagherzadeh, M., Sancha, C., Sarafinovska, M., & Qiu, Y. (2020). Priorities when selecting business partners for service innovation: The contingency role of product innovation. Industrial Marketing Management88, 378-388.

 

Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation. Wiley.

 

Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43, 172-19.

 

Verhoef, P. C., Lemon, K. N., Parasuraman, A., Roggeveen, A., Tsiros, M., & Schlesinger, L. A. (2009). Customer experience creation: Determinants, dynamics and management strategies. Journal of Retailing85(1), 31-41.

 

Wirtz, B.W., Pistoia, A., Ullirich, S., and Gøttel, V. (2016). Business models: Origin, development and future research perspectives. Long Range Planning, 49, 36-54.

Last updated on 15-02-2021