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DISSERTATION Dissertation submitted in partial fulfillment for the degree of MBA in Tourism & Services Management The Experiential Quality as a Vector of Brand Leadership & Value Creation -The Case of the Théâtre de la Cité Internationale Universitaire of Paris. Acknowledgements
Abstract
This study addresses the issue of performance measurement for Cultural Organizations and especially for Non-Profit Performing Art Organizations. In recent years, the cultural sector has become more and more competitive, seeing a consequent increase in the number of associations created, along with a declining public funding and volunteer support. This phenomenon results in a need for these organizations to apply business principles in order to handle public and/or private funds in a more accountable way, and to improve their performance.
The literature review shows that evaluating the performance of such organizations is a complicated matter, since they have multiple goals, and sometimes conflicting objectives, particularly when their legitimacy depends of an institutional acknowledgement, as in the case of some European countries that apply the Welfare-State model. Traditional measurement tools, such as financial results, are therefore inadequate or at least not enough, since they cannot help measuring qualitative outcomes, such as artistic achievement. A multidimensional approach is therefore necessary to encompass the diverse perspectives inherent to this kind of organization.
After studying several previously used multidimensional performing measurement models, we will show that they all have one criterion in common: the client's satisfaction. The necessity of focusing on the customer leads us to consider assessing the client's experience from his/her own point of view. We will use 5 criteria that allow an in-depth understanding of the customer's experience: Reliability, Accessibility, Entertainment, Physical Comfort, and Personnel Leadership.
With applying the Emotion chart measurement model to the case of the Theatre de la Cité Internationale de Paris, we demonstrate that the measurement of the client's experience is preponderant and a useful tool to appraise and improve the performance of PAOs. With the help of the 200 questionnaires filled in by the theater's audience, we reach a better understanding of the customer's expectations, and are able to give useful and concrete recommendations on how to enhance the quality of the service delivered by the Theater.
Keywords: Experiential marketing, performance measurement, performing art organizations, non-profit organizations
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As consumers experience a greater squeeze on their time, even short waits seem longer than ever before. If firms can improve customers’ perceptions of the time they spend waiting to be served, then customers will experience less frustration and may feel more satisfied with the service encounter. This paper examines customer perceptions of waiting in line and investigates methods for making waiting more tolerable.
With the digital revolution, cultural practices are evolving, particularly amongst the generations of young people known as digital natives, i.e. those who are familiar with information and communications technologies. Nevertheless, new cultural practices amongst those aged 10-24 are not exclusive: amateur artistic practices, visits to cultural facilities and media consumption remain steady amongst those young generations whose internet usage appears to be linked to a more general interest in culture and information. Gender, age and social class remain significant variables. It is amongst the transmitting authorities, such as family, school and cultural institutions that changes are most significant: they force the transmitting authorities (e.g. family, school, cultural facilities, etc.) to rethink the way they function, whether in terms of family transmission, the link between culture and knowledge of even mediation.
Effective positioning helps firms attract new customers in the short run, and helps build customer-brand relationships in the long run. In addition, effective positioning by the set of firms in an industry essentially decreases direct competition and offers potential customers choices in the market. While researchers and practitioners alike acknowledge the importance of strategic positioning to the firm’s success, current business trends and a lack of positioning research make executing an effective positioning strategy difficult for today’s managers. This research revisits the concept of positioning, introducing experiential positioning as a strategic process in which firms differentiate themselves on the basis of different experience propositions. This approach is especially appropriate for mature industries or those industries that inherently lack obvious opportunities for differentiation based on the core product or service alone. To demonstrate our conceptual framework we analyze a large sample of TV advertisements from the online brokerage industry during the growth period of 1999-2000 to demonstrate how firms in this industry effectively created different options for customers when core differences were rather minor. We use archetype analysis and relationship theory to identify the basic forms of relationship experience available within the category of online trading, demonstrating the viability of our approach for positioning in similar market contexts.
Service quality and customer satisfaction are very important concepts that companies must understand if they want to remain competitive and grow. In today's competitive environment delivering high quality service is the key for a sustainable competitive advantage. Customer satisfaction does have a positive effect on an organization's profitability. Satisfied customers form the foundation of any successful business as customer satisfaction leads to repeat purchase, brand loyalty, and positive word of mouth. The aim of this research was to apply the ACSI model in the context of service quality in the Macedonian mobile telecommunication industry in order to describe how customers perceive service quality and whether they are satisfied with services offered by T-Mobile, ONE, and VIP (three mobile telecom players). A structured questionnaire was developed from the ACSI model and was randomly distributed to the users of the three mobile operators to determine their satisfaction with service quality delivery in the Macedonian mobile telecommunication market. From the analysis carried out, it was found out that the overall service quality perceived by the customers was not satisfactory, that expectations were higher than perceptions. Customers were not satisfied with service. The results and findings will provide extra information concerning customers' needs, wants and their satisfaction. It will also contribute to research since this study sets the ground for further research in measuring service quality in the service industries in Macedonia.
Management of consumer waiting experiences is critical for practitioners in that unpleasant waiting experiences may result in negative service evaluations. This paper develops a conceptual framework in which predicted value of service, wait expectation (conceptualized as "consumer zone of wait tolerance" derived from the service literatures), wait disconfirmation (consumers' compari-sons between wait expectations and perceptions), and affective response to waiting are proposed to directly or indirectly affect service experience evaluation. In addition, this paper proposes that actions of the service provider moderate the relationship between affective response to waiting and service experience evaluation. Conclusions and contributions are discussed.
In marketing strategies, the consumer-focus approach reveals customer experience management as a differentiating tool for competitive advantage in an increasingly competitive environment. In recent years, museums compete with other leisure and educational institutions such as other museums, theatres, cinemas and amusement parks. Thus, customer experience management provides a competitive advantage for museums. This study aims to reveal the effects of customer experiences from the museum perspective. For this purpose, an exploratory research and a descriptive research are conducted in Istanbul. Based on the research findings, a structural equation model is developed to reveal the relationships between customer experiences and post experience dimensions (learning in museum, visitor satisfaction, visit intensification, word-of-mouth communication and revisit intention).
This research explores how nonprofit managers conceptualize their organization's strate- gic orientation toward products and services and in what way the governing board is structured to match that orientation. Using the Miles and Snow typology of strategy and a survey of 132 nonprofit organizations, organizations were categorized into four strate- gic types (e.g., defenders, prospectors, analyzers, or reactors), and distinctive structural patterns in board committees and composition were found. Prospectors had broader, more inclusive structures, whereas defenders tended to have tighter, more focused structures. Although some patterns appeared muted, through in-depth interviews with selected exemplars, several characteristics were found that helped define and clarify nonprofit strategy. This included the use of mission statements to help communicate the organization's strategic orientation.
Few topics in nonprofit research and practice have received greater attention in recent years than organizational effectiveness. In spite of this intellectual interest, little consensus has emerged, either theoretically or empirically, as to what constitutes organizational effectiveness and how best to measure it. In this article, we introduce a multidimensional and integrated model of nonprofit organizational effectiveness (MIMNOE). The model captures two prominent dimensions of organizational effectiveness, management effectiveness and program effectiveness. In addition, to illustrate how this framework can be used empirically, the article proposes a method of analysis that exploits the interrelationships between the multiple dimensions in the model. MIMNOE is useful for both scholars and practitioners because it requires attention not only to program outcomes, but also equally to the factors that influence those outcomes.
The growing importance of the service sector in almost every economy in the world has created a significant amount of interest in service operations. In practice, many service sectors have sought and made use of various enhancement programs to improve their operations and performance in an attempt to hold competitive success. As most researchers recognize, service operations link with customers. The customers as participants act in the service operations system driven by the goal of sufficing his/her added values. This is one of the distinctive features of service production and consumption. In the paper, first, we propose the idea of service operations improvement by mapping objectively the service experience of customers from the view of customer journey. Second, a portraying scheme of service experience of customers based on the IDEF3 technique is proposed, and last, some implications on service operations improvement are given.
Service quality researchers to date have paid scant attention to the issue of the dimensions of service quality. Much of the earlier work accepted the content measured by the SERVQUAL instrument. Following the argument that SERVQUAL only reflects the service delivery process, the study empirically examines the European perspective (i.e. Grönroos' model) suggesting that service quality consists of three dimensions, technical, functional and image, and that image functions as a filter in service quality perception. The results from a cell phone service sample revealed that Grönroos' model is a more appropriate representation of service quality than the American perspective with its limited concentration on the dimension of functional quality.
Purpose
To investigate the effect of service personalization on loyalty, and to measure some of the psychological dynamics of the process.
Design/methodology/approach
Structural equation modeling.
Findings
It is shown that the effect of service personalization on loyalty exists, but that the effect is not all direct. Personalization works through improving service satisfaction and trust. Personalization and improved communication act together in such a way that they account for the variance in loyalty that would be otherwise explained by corporate image.
Research limitations/implications
Data, though comprising a very large probability sample, are from one economic sector in one European country.
Practical implications
Service personalization is a powerful way to retain customers in its own right. In addition, the other results show that personalized service can partially replace the effects of communication and corporate image on loyalty. This argues that personalized service can be a powerful addition to mass communications.
Originality/value
Growing conventional wisdom in marketing argues that customer loyalty is responsible for large fractions of the profits of many service businesses. Constructs such as satisfaction, trust, customer collaboration, customer interaction, firm image, personalization, learning relationships, and so forth, have all been proposed as intermediate objectives, or as tools to build loyalty. Yet, to date, only some of these constructs have been measured and shown to be related to loyalty. This paper fills a portion of the empirical gap by showing that service personalization, indeed, affects loyalty, above and beyond the other explanatory variables.
Brand experience is conceptualized as sensations, feelings, cognitions, and behavioral responses evoked by brand-related stimuli that are part of a brand's design and identity, packaging, communications, and environments. The authors distinguish several experience dimensions and construct a brand experience scale that includes four dimensions: sensory, affective, intellectual, and behavioral. In six studies, the authors show that the scale is reliable, valid, and distinct from other brand measures, including brand evaluations, brand involvement, brand attachment, customer delight, and brand personality. Moreover, brand experience affects consumer satisfaction and loyalty directly and indirectly through brand personality associations.
Service quality measurement is an area of growing interest to researchers and managers. It is also an area characterized by debate concerning the need for measuring customer expectations and how they should be measured. Building on a synthesis of the extant literature on customer expectations and service quality measurement, this article identifies unresolved issues and develops three alternative questionnaire formats to address them. It then discusses an empirical study that evaluated the three formats in four different sectors. The article concludes with practical implications and directions for further research stemming from the study's findings.
The American Marketing Association has updated its marketing definition and included value for customers and customer relationships in the new definition. Moreover, marketing is defined as one organizational function. Taking mainly service and relationship marketing research as a starting point, this present article broadens the discussion to a generic marketing level, and analyses the underpinning logic of the updated definition. It concludes that the use of these elements of the definition is not well founded in current research. Also, it shows that marketing cannot be treated as one organizational function only. Drawing on the analysis of the updated definition, a set of propositions regarding the scope and content of a marketing definition are developed. Finally, based on the analysis and this set of propositions, an alternative marketing definition, based on the promise concept, and labelled a promises management definition, is suggested and its implications for marketing research and practice are discussed.
Executives know that a company's measurement systems strongly affect employee behaviors. But the traditional financial performance measures that worked for the industrial era are out of sync with the skills organizations are trying to master. Frustrated by these inadequacies, some managers have abandoned financial measures like return on equity and earnings per share. "Make operational improvements, and the numbers will follow,"the argument goes. But managers want a balanced presentation of measures that will allow them to view the company from several perspectives at once. In this classic article from 1992, authors Robert Kaplan and David Norton propose an innovative solution. During a yearlong research project with 12 companies at the leading edge of performance management, the authors developed a "balanced scorecard;" a new performance measurement system that gives top managers a fast but comprehensive view of their business. The balanced scorecard includes financial measures that tell the results of actions already taken. And it complements those financial measures with three sets of operational measures related to customer satisfaction, internal processes, and the organization's ability to learn and improve-the activities that drive future financial performance. The balanced scorecard helps managers look at their businesses from four essential perspectives and answer Some important questions. First, How do customers see us? Second, What must we excel at? Third, Can we continue to improve and create value? And fourth, How do we appear to shareholders? By looking at all of these parameters, managers can determine whether improvements in one area have come at the expense of another. Armed with that knowledge, the authors say, executives can glean a complete picture of where the company stands-and where it's headed.
This article investigates the performance measurement and evaluation practices of cultural organizations and inquires how "performance" is understood, measured, and communicated to various stakeholders. We analyze the practice of performance measurement in two in-depth case studies of European museums of contemporary art. The performance of museums consists of financial performance and qualitative issues, two sets of performance that are targeted by radically different measurement and evaluation practices. The former is more company-like and includes the measurement of organizational efficiency. The latter comprises professional judgments. As in any other organization, both sets of performance are the basis for operative and strategic decisions concerning strategies and budgets. In addition, they provide the basis for various reports to external constituencies. As the consequences stemming from these decisions are severe, an accurate information-generation process and adequate performance measurement systems are essential.
This paper aims to account for the uses made of the budget in organizations facing multiple and potentially conflicting rationalities, such as French performing arts organizations (PAOs) which are not-for-profit associations under the French law of 1901. Indeed, in these not-for-profit organizations, we can observe the co-existence of three main rationalities: artistic, managerial and political. Considering the budget is a compulsory formal tool imposed by public funders on PAOs actors who are also dealing with antagonistic managerial and artistic values and beliefs, we ask how the multiple PAO rationalities - artistic, managerial and political - are actually accommodated through a key tool of management accounting such as the budget. We rely on institutional logics to observe and explain how budgeting is exercised within PAOs. Thus we focus our study on the uses made of the budget in PAOs and on the associated logics to see how they are accommodated through budgeting.
We study two French theatres which are similar enough for comparisons to be drawn between them. Both organizations selected are not-for-profit associations under the French law of 1901. They are located in cities well-known for their rich cultural life. These theatres are similar as regards their size, activities and the scale of their annual budgets, but with some differences regarding their public funding structure.
Our study contributes to research into management accounting within PAOs in two principal respects: it shows how budgeting is exercised within PAOs and how the various rationalities are accommodated through the budget. Institutional logics allow us to account for the various budget uses in PAOs. They also help us to explain the existence of an instrumental use of the budget through situational factors related to political logic. By highlighting the existence of a hybrid artistico-managerial logic around instrumental PAO budgeting, our research also adds to the literature about institutional logics, as it contributes to the understanding of how competing logics co-exist and are connected in a stable context, whereas most work on competing logics focuses on situations where institutional change occurs.
Le modele de recherche d'experiences de Holbrook et Hirschman a ete presente par ses auteurs comme un cadre conceptuel bien adapte a l'analyse des comportements dans le domaine culturel. Cette recherche analyse la capacite de variables explicatives des differences interindividuelles retenues par ce modele a expliquer des differences dans les evocations affectives du theâtre par le public. La methodologie mise en œuvre s'appuie sur l'analyse statistique de donnees textuelles recueillies aupres des differents segments de spectateurs.
Cet article analyse la nature de l'échange marketing pouvant se réaliser entre consommateurs et producteurs d'œuvres artistiques. Le théâtre, activité de culture et loisir est abordée à travers l'étude des motivations de consommation ainsi que celles de production (écrivains, metteurs en scène, acteurs). La recherche de nature interprétative, s'attache à mettre en lumière le réseau de significations associé à la consommation et à la production de cette expérience. Les différentes motivations de consommation et de production de cette activité induites de la recherche son comparées, et la nature de l'échange marketing entre consommateurs et producteurs est discutée.
Construct definition, Object classification, Attribute classification, Rater identification, Scale formation, and Enumeration and reporting (C-OAR-SE) is proposed as a new procedure for the development of scales to measure marketing constructs. C-OAR-SE is based on content validity, established by expert agreement after pre-interviews with target raters. In C-OAR-SE, constructs are defined in terms of Object, Attribute, and Rater Entity. The Object classification and Attribute classification steps in C-OAR-SE produce a framework (six types of scales) indicating when to use single-item vs. multiple-item scales and, for multiple-item scales, when to use an index of essential items rather than selecting unidimensional items with a high coefficient alpha. The Rater Entity type largely determines reliability, which is a precision-of-score estimate for a particular application of the scale.
Peut-on gerer les organisations du secteur culturel? C’est a cette question qu’est consacre le dossier qui suit. Les activites culturelles se distinguent des activites marchandes a plus d’un titre. Et pourtant, les gestionnaires sont de plus en plus nombreux a mener des recherches dans le domaine culturel et, en particulier, dans celui des arts vivants. Leur conclusion est quasi-unanime. Si le management penetre profondement les institutions culturelles, il en respecte les specificites et y puise des enrichissements qui pourraient bien etre transposes dans le secteur marchand.
In Finland almost 10 million tourists visit cultural attractions every year, which makes cultural tourism a considerable part of the tourism industry. Individual differences between cultural tourists may lead to wide variations in the manner in which they respond to communication appeals. The analysis presented in this paper is based on the tourist typology of McKercher. The dimensions of the typology are involvement and experience. The authors suggest that message perception can also be studied with the help of these dimensions. The perception processes were elaborated on the basis of Vaughn's FCB Grid model. The result of the analyses was an enriched McKercher typology that describes how different tourist types process message perception and what kind of marketing communication strategy is suitable for each type. Finally, it was illustrated with the help of the selected marketing communication material of four cultural attractions, how cultural attractions try to appeal to potential cultural tourists. The communication material mainly followed the informative strategy, but there was also potential for affective, habitual and satisfaction strategies. The authors maintain that differences in message reception should be analysed and utilised when marketing communication is planned for cultural attractions.
Two decades ago, (macro)marketing researchers awoke to the hedonic and experiential aspects of consumption—sometimes known as fantasies, feelings, and fun or the “three Fs.” More recent literature has further extended our view toward a broadened recognition of “four Es”—experience, entertainment, exhibitionism, and evangelizing. This essay reviews each of the four Es and will appear serially as three sequential installments: parts 1 and 2 on experience and entertainment, part 3 on exhibitionism, and part 4 on evangelizing.
Marketing in cultural institutions is a field that has rarely been studied in French-speaking Switzerland so far.
Therefore this paper explores the way in which visitors-clients appreciate qualitatively their contacts with cultural institutions concerned with the visual arts in comparison with the communication strategy of the curators and directors of museums.
A survey has been conducted amongst 20 museums and over 200 visitors of French-speaking Switzerland to evaluate the way visitors perceive the marketing of cultural institutions and behave accordingly or not.
The paper concludes with recommendations to improve the knowledge of the visitors' background and expectations.
Copyright
Looks at the author's research among several companies in Sweden and Finland with regard to market-orientation of service as against physical goods. Found the main difference between them was the difficulty of developing a concrete, tangible service offering. Points out that many experts believe service marketing must differ from goods marketing, but, nevertheless, no radical effort to develop a marketing theory, or ever some marketing concepts, for service firms aiming at solving their problems, seems to have been made — service industry companies deserve a better deal. Discusses this related matter and suggests marketing mix planning to support a hypothetical framework. Investigates, in depth, service industries and their characteristics and weaknesses, accessibility, human resources, auxiliary services and intra-corporate elements. Presents two case studies — one inclusive tours marketing and the other barber's shop marketing. Concludes that concepts and models for marketing mix planning do not seem applicable in service industries — but further research is required — such as a consumer study.
This exploratory study researches and analyzes the empirical effects of financial levels of government support and marketing practices on the financial health of nonprofit performing arts organizations. Declining government subsidies and increasing competition from non-traditional sources have presented these organizations with unique opportunities and challenges that call for a market-centered, as well as an art-centered approach. Financial health is critical for the long-term success of a nonprofit performing arts organization. Few empirical studies have examined the interrelationships between these key variables. This study analyzes a sample of 63 American professional symphony orchestras employing 20 years of data. The correlations among financial levels of government support and marketing activities were positive and significant, the correlations among levels of government support and financial health were negative and significant, and the correlations between levels of marketing activity and financial health were negative and varied in significance. Causal analyses were less conclusive, but significant causal relationships were found for large symphony orchestras, indicating that segmentation research may be warranted. Implications and opportunities for future research are presented which have potential application for government agencies, academic researchers, and arts organization managers, boards of directors, and donors.
Copyright
The authors examined nineteen nonprofit performing arts organizations, investigating the distribution of influence among organizational members, the grouping of volunteers and staff in organizational structures, and the effectiveness of the organizations. The organizations' effectiveness was assessed using multiple performance indicators. The analysis revealed five groupings or configurations of influence, which correlated to the organizations exhibiting the highest and lowest levels of organizational effectiveness. The authors conclude that a variety of structures are associated with good performance but structural dysfunctions are associated with organizational failure, and that members' commitment to an organization's structure is an important element of success.
A recent trend in nonprofit organisations is an emphasis on business management and concepts. This paper examines the application of the marketing concept to nonprofit arts organisations through an analysis of the relationship between market orientation and organisational performance. Data were collected from arts organisations in two large Canadian cities, and a structural equations model was developed to test the impact of marketing activities and culture on three performance variables (customer satisfaction, peer reputation and resource attraction). The analysis shows that the model fits the data well and that six hypotheses pertaining to the relationship between market orientation and organisational performance were supported. The study concludes that those organisations that implemented more market-driven activities into their marketing plans were more likely to develop a market-oriented internal culture. A market-oriented culture not only predicted a growth in resources and higher levels of customer satisfaction, but also a growth in reputation among peers. Copyright © 2002 Henry Stewart Publications
This paper investigates recent changes in British cultural policy and their implications for arts marketing. It first points out the decisive role of the policy in shaping the environment of the nonprofit arts and argues that arts marketing developed as an organisational strategy within the context of marketisation policy since the 1980s. This is followed by an analysis of the current cultural policy, where ‘social impacts’ of the arts are highly emphasised and state intervention intensifies. Through a case study, it is demonstrated that nonprofit arts organisations are adapting to the new environment by rapidly expanding programmes for educational and social purposes while implicitly resisting top-down political pressure. The paper raises the question of whether the arts marketing framework can reflect the new reality of arts management. Copyright © 2005 John Wiley & Sons, Ltd.
This contribution considers the main paradigms of cultural economics, and their consequences in terms of research results and policies recommendations. The ?cost disease? is the first one analyzed. More relevant in the context of globalization and digitalization, the second paradigm deals with the structural uncertainty of the cultural goods resulting directly from their intrinsic creativity and novelty. The third part of this contribution analyzes the current arguments underlining the contribution of cultural activities to sustainable development. Finally, we present the logic of this special Issue and the contents of the corresponding contributions.
Management accountants have developed strategic performance measurement to focus decision-making attention on variables that are critical to the organisation's success and then to use realised performance on those variables to reward individual performance. This accomplishes the important objective of communicating organisation objectives to decision-makers and aligning their activities with those objectives. After discussing the elements of strategic performance measurement, this paper illustrates the application of strategic performance measurement using an example adapted from practice.
A typology of service organizations is presented and a conceptual framework is advanced for exploring the impact of physical surroundings on the behaviors of both customers and employees. The ability of the physical surroundings to facilitate achievement of organizationa l as well as marketing goals is ex- plored. Literature from diverse disciplines provides theoretical grounding for the framework, which serves as a base for focused propositions. By examining the multiple strategic roles that physical surroundings can exert in service organizations, the author highlights key managerial and research implications.
Full-text of this article is not available in this e-prints service. This article was originally published [following peer-review] in International Journal of Contemporary Hospitality Management, published by and copyright Emerald Group Publishing Ltd. Against the changing perceptions of the nature of the customer experience in museums, this article seeks to explore aspects of the total customer experience in museums, initially through two simple case studies, and subsequently by identifying some of the factors that might influence the customer experience. A methodology using walk-through audits is proposed for monitoring the total customer experience. This methodology has the following stages: building a typical customer profile, designing walk through audit frames, executing audit frames, analysing the data from frames, introducing any recommended changes to the strategic plan, and modifying frames to reflect changes. This methodology offers an important approach to the evaluation of the total customer experience, which encompasses consideration of the way in which the variety of individual service exchanges come together to provide an integrated experience.
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