Emergent Behaviour, Triggers of Change and Customer Engagement

Denise Jarratt; Ramzi Fayed

Emergent Behaviour, Triggers of Change and Customer Engagement

Denise Jarratt, Ramzi Fayed

Management and Marketing

Research output: Book chapter/Published conference paper › Conference paper › peer-review

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Abstract

To date, there has been little attention given to the fundamental issue of how organisations might approach market segmentation, targeting and positioning in dynamically changing environments. An analysis of interview data and market research and strategy documentation provided by a major participant in the financial services sector revealed previous and current approaches to market segmentation, issues surrounding the strategic application of these traditional approaches, and key risk elements shaping emerging financial services markets. Scenarios capturing these key risk elements were co-produced by researchers and focus group participants, and an approach to customer engagement which captures the dynamic nature of customer behaviour through triggers affecting value-in-use of financial services was tested against those scenarios.

Original language	English
Title of host publication	Sustainable management and marketing
Editors	Dewi Tojib
Place of Publication	Australia
Publisher	ANZMAC
Pages	1-7
Number of pages	7
ISBN (Electronic)	1863081585
Publication status	Published - 2009
Event	Australian and New Zealand Marketing Academy Conference - Monash University, Melbourne, Australia Duration: 30 Nov 2009 → 02 Dec 2009

Conference

Conference	Australian and New Zealand Marketing Academy Conference
Country	Australia
City	Melbourne
Period	30/11/09 → 02/12/09

Access to Document

14065 conference paperAccepted author manuscript, 91.5 KB

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Cite this

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title = "Emergent Behaviour, Triggers of Change and Customer Engagement",

abstract = "To date, there has been little attention given to the fundamental issue of how organisations might approach market segmentation, targeting and positioning in dynamically changing environments. An analysis of interview data and market research and strategy documentation provided by a major participant in the financial services sector revealed previous and current approaches to market segmentation, issues surrounding the strategic application of these traditional approaches, and key risk elements shaping emerging financial services markets. Scenarios capturing these key risk elements were co-produced by researchers and focus group participants, and an approach to customer engagement which captures the dynamic nature of customer behaviour through triggers affecting value-in-use of financial services was tested against those scenarios.",

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AB - To date, there has been little attention given to the fundamental issue of how organisations might approach market segmentation, targeting and positioning in dynamically changing environments. An analysis of interview data and market research and strategy documentation provided by a major participant in the financial services sector revealed previous and current approaches to market segmentation, issues surrounding the strategic application of these traditional approaches, and key risk elements shaping emerging financial services markets. Scenarios capturing these key risk elements were co-produced by researchers and focus group participants, and an approach to customer engagement which captures the dynamic nature of customer behaviour through triggers affecting value-in-use of financial services was tested against those scenarios.

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