Abstract
The essence of business is value exchange. Customers are the foundation of enterprises; enterprise value comes from customer equity fundamentally. Increasing enterprise value pays attention to excavating customer equity fully and enlarging customer equity continuously. The interaction between consumers and suppliers is promoted by the change of customer role, diversified market needs and development of IT. Customer equity is increasingly influenced by customer participation. This study builds theoretical analyzing framework of customer participation, perceived control and customer equity, and collects samples from financial industry. It verifies the theoretical model and hypotheses based on data analysis through SPSS 19.0 and Amos 21.0. The result shows that customer participation has positive effect on customer equity, and perceived control has partial mediating effect between them.
Highlights
It is an era of change today; the trend of organization development is to weaken its border and enhance the cooperation between the organization and other enterprises, customers and even competitors
Based on the perspective of customer equity management, this paper studies the impact of customer participation on enterprise value, and emphasizes the contribution of customers in the process of interaction with enterprises, and validates the mediating effect of perceived control in this process
Customer participation is essentially a concept of behavior, which refers to the interaction with enterprises in behaviors, information and emotion in production or delivery of products and services [9]
Summary
It is an era of change today; the trend of organization development is to weaken its border and enhance the cooperation between the organization and other enterprises, customers and even competitors. Enterprises obtain customer resources through customer information research and coding. This process will be limited by technology and privacy protection, resulting in leakage of information. Customers begin to participate in the production and delivery of products and services and interact with suppliers, and become part-time employees of the enterprise. If enterprises want to remain invincible in the increasingly complex business environment and fierce market competition, it is necessary to continuously exchange information and resources with customers and adapt themselves to the changing market through interaction [2]. The rapid development of IT has broken the interactive obstacle between enterprises and customers, and improved the ability of customer participation. This study is divided into six chapters, including introduction, literature review and hypotheses, research methods, data analysis, conclusion and management implications as well as limitations and prospects
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