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Trust Relational quality Perceived value The value of something can be understood as simply the economic costs to benefits ratio, or it can be seen through a more holistic view integrating affective elements into the process of evaluation. Nevertheless, quality is considered an antecedent for value. (Passebois & Aurier, 2004). Passebois and Aurier (2004) conclude that customer satisfaction all together, in a museum context, is formed out of the perceived value and quality. In addition, customer satisfaction plays an active role in customer loyalty and positive WOM (Passebois & Aurier, 2004), which both are crucial for a service organization like a museum. We present this in Picture 4. Building of a relationship with customers Customer satisfaction Customer loyalty Positive WOM Motivated clientele co-creation of value Identity building Picture 5: Building a relationship with the customers (based on Passebois & Aurier, 2004) In Picture 4 the arrows reflect a possible following from the previous issue. For example, a customer might also be dissatisfied in the quality and/or value of the museum experience, and thus the loyalty and WOM prerequisite, consumer satisfaction, is not fulfilled and the end result is not a motivated client or co-creation of value. Satisfied customers, however, become loyal customers and advocates of the organization creating positive WOM (see Passebois & Aurier, 2004; Bendapudi & Berry, 1997). In the end the organization obtains a motivated clientele that cooperates with the organization and builds the organizations identity by lending a piece of their own identities, and vice versa (see e.g. Goulding, 1999; Fournier, 1998). The modeling is simplified, and many other things can also affect the building of the relationship. The four characteristics of services are intangibility, inseparability, perishability, and heterogeneity (Zeithaml et al., 1985). All of these apply in both online communication, as well as offline encounters. Intangilibility refers to the experience dimension of services, unlike tangible products, services cannot be for example touched. Inseparability refers to the 25
fact that a service is created at the same moment when it is consumed, the production and the consumption processes cannot be separated. Heterogeneity, on its turn, alludes to the variation in services. A service encounter, and thus also the quality of the service, is always different. Finally, perishability means that services cannot be saved or stored in any way, causing some problems for service providers; they need to estimate the demand of services carefully, as an empty seat at a museum auditorium, for example, cannot be reused. (see Grönroos, 1988; Zeithaml et al., 1985). Communicating with the customers before an event, for example in social media, can help estimate the amount of partisipants, and thus ease the planning. There are some counter arguments, to the validity of these four dimensions. For example, many services have been standardized over the years and even digitalized (example: ATM’s for withrdawing money) which makes the ”service” homogeneous to everyone, everytime (Lovelock, 2004). Yet visiting an art museum cannot be the same for everyone and it cannot be ”standardized” because the experience has so much to do with the personal attitudes, prior knowledge, and charasteristics of the customer, and the encounters with the museum staff. There are attemps to digitalize the entire museum visit, a great example of this is provided by Google Art project where a customer can see inside many large museums thorughout the world, by using digitalized images and video of those museums (Google Art Project, 2011). Nevertheless, the present research claims that also the digital experience is different for every customer depending on, for example, their internet connection speed and other tehcnical issues related to their computers, and again due to their different background information and expectations. Also, the experience is not the same for those people browsing the museum space online than it is for the people actually entering the physical museum building. Inseparability has been critisized because it is possible to outsource some services in today’s society (example: insurance, repair services) (see Lovelock, 2004). Again, for a museum visit outsourcing is simply not possible, but the customer needs to experience it personally. Perishability has been criticized for a lack of precision in the definition, as according to Lovelock (2004), there is perishability of productive capacity, of customer experience, and of output, and that for example many info-based services can be recorded, stored in electronic media, and reproduced on demand. These might be accurate for a line of services, but for a service such as the museum visit they don’t apply, as it does not make a difference if a visit is recorded or not. The aesthetic experience of seeing, for example, an impressive painting for the first time cannot be reproduced in the similar way again. 26
Page 1 and 2: Is there more to it than posting a
Page 3 and 4: Tiivistelmä Tämä tutkimus osalli
Page 5 and 6: 5 FINDINGS OF THE RESEARCH ........
Page 7 and 8: 1 INTRODUCTION “Winning and keepi
Page 9 and 10: museums, are expected to outperform
Page 11 and 12: 1.1 Research questions and structur
Page 13 and 14: & Levy (1969) defined it, it is jus
Page 15 and 16: profit, and governmental. Each of t
Page 17 and 18: and the consumer of a service are t
Page 19 and 20: 3 THEORY: RELATIONSHIP WITH THE CUS
Page 21 and 22: 3.2.1 A mindset for customer relati
Page 23 and 24: depends on the customer and industr
Page 25: to understand in service organizati
Page 29 and 30: RM, however, is not a new phenomeno
Page 31 and 32: step to creating a relationship. Wi
Page 33 and 34: 25). When the clientele of an organ
Page 35 and 36: all problems, for example, also in
Page 37 and 38: Traditionally customers have seen t
Page 39 and 40: entire process of co-creation of va
Page 41 and 42: messages received by the customers
Page 43 and 44: confused with the technology behind
Page 45 and 46: engage with the organization in soc
Page 47 and 48: media in an organization, and thus
Page 49 and 50: 3.5.1 Social media applications Soc
Page 51 and 52: & Leighton 2011). Kozinets et al. (
Page 53 and 54: approximately 30 percent of the use
Page 55 and 56: developed for the function of filte
Page 57 and 58: important, what will it give to the
Page 59 and 60: 4 METHODOLOGY In order to find out
Page 61 and 62: interviews, instead of unstructured
Page 63 and 64: The methods used for data collectio
Page 65 and 66: with regard to the number of organi
Page 67 and 68: collections, the museums spent 2,8
Page 69 and 70: using the internet, but also they a
Page 71 and 72: Registered as a user in a social ne
Page 73 and 74: does what, at least almost on case
Page 75 and 76: wise to consider the style of writi
Page 77 and 78:
there is or how to behave, or what
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Even though a few museums seemed to
Page 81 and 82:
…There, in the online world a mus
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sized museum had, not only customer
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We don’t know whether people from
Page 87 and 88:
Yes, you could day the experience i
Page 89 and 90:
inquired on whether different conte
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6 DISCUSSION In this chapter the fi
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Another concern the museums pointed
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utilization, would be clear to them
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7 CONCLUSIONS In this chapter a dis
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that even when people do arrive int
Page 101 and 102:
large-scale interactions with exter
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8 REFERENCES Alasuutari, P. Laadull
Page 105 and 106:
Conway Tony & Debra Leighton. ”Co
Page 107 and 108:
Grönroos Christian. ”Service Qua
Page 109 and 110:
McDaniel Clay. ”3 Key Metrics To
Page 111 and 112:
Passebois Juliette & Philippe Aurie
Page 113 and 114:
Sorav Jain. ”40 Most Popular Soci
Page 115 and 116:
APPENDIX 1: List of Finnish art mus
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