Without this broader perspective, firms can become so consumed with improving a specific touchpoint or maximizing choice of an option that they lose sight of the consumer’s overall goal. Such a perspective recognizes that “markets, customers, resources and contexts are constantly changing,” (Bettencourt et al. Understanding what consumers are trying to accomplish both before and after interacting with a provider can help providers increase the value they provide to their consumers (Seybold 2001). These common examples highlight the importance of understanding the context of the consumer’s overall journey (Rawson et al. As Fournier famously wrote, consumers don’t choose brands, they choose lives (Fournier 1998).Ĭonsumers act as resource integrators in their role as customers of multiple entities, trying to accomplish, for example, the goal of moving to a new home or going on a family vacation. “Consumers” is a more general term than “customers” that emphasizes that people draw on and integrate a wide variety of market and non-market resources to pursue their life paths (Epp and Price 2011). More holistic than a traditional strategic focus on customers, consumer-based strategy recognizes the need to understand consumers as they select, create, integrate, use, adapt, and discard products and services in order to meet needs and accomplish goals. “Consumer-based strategy is organizational strategy that is developed based on insights about consumers” (Hamilton 2016, p. An essential impetus for this issue is to highlight the value of consumer-based strategy for generating customer insights. The focus on consumers rather than customers is deliberate and important (Hamilton 2016). During some parts of these journeys, the consumer role may not be as prominent as other roles such as patient or producer or person. An Uber driver may use his Toyota not only to take his own journeys but also to earn money by taking other people where they need to go. For example, a cancer patient and family members undertake a traumatic emotional journey that involves a complex network of heath care brands, technologies, and services as patients and their families move from diagnosis, through treatment, to recovery, remission, or end-of-life care (Berry et al. However, consumers take other journeys that don’t have consumption as their goal but nonetheless implicate brands, technologies, products, and services. Consumer journeys may anticipate consumption experiences, such as when consumers take steps to choose products, brands, or technologies, engage in online or offline retail experiences, and use products and services. Consumers undertake many journeys in pursuit of large and small life goals and in response to various opportunities, obstacles, and challenges.
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