Customer Use Research Articles

ДОГОВІР ПРО СТВОРЕННЯ ЗА ЗАМОВЛЕННЯМ І ВИКОРИСТАННЯ ОБ’ЄКТА АВТОРСЬКОГО ПРАВА АБО ОБ’ЄКТА СУМІЖНИХ ПРАВ

Based on the analysis of the current legislation of Ukraine, the concepts, features, essential conditions of the contract on the creation to order and use of the object of copyright or the object of related rights are studied. The expediency of changing the name of the contract in the Civil Code of Ukraine is substantiated. Instead of «agreement on the creation to order and use of an object of intellectual property rights», the name «agreement on the creation to order and use of an object of copyright or an object of related rights» is more accurate, since the contract is the legal basis for the creation and acquisition of intellectual property rights ownership exclusively of objects of copyright/related rights. The creation of objects of patent law, means of individualization of business entities, goods, works, services, etc. on the basis of a contract is excluded due to the need to obtain title-establishing and right-confirming documents for them (patents, certificates). It is proposed to supplement the legislative definition of the contract: under the contract for the creation and use of an object of copyright or an object of related rights, one party (creator – writer, artist, etc.) undertakes to create such an object in accordance with the requirements of the other party (the customer) and within the specified period, and the customer undertakes to accept and pay for the created object. A comparative characterization of the contract under study with the contract of subcontracting was carried out. An essential condition of the contract is the condition about its subject – the object of copyright/related rights, which will be created in accordance with the customer's requirements. The customer's requirements must be clearly spelled out in the contract, otherwise at the stage of implementation when the object is handed over to the customer, it is impossible to establish whether it meets his requirements. If the requirements were not specified, the customer must accept the created object or refuse to accept it with the corresponding legal consequences. The terms of the term, payment, the procedure for its implementation, if such is established, the method of transfer of the object, other conditions are established by the parties by mutual agreement. The contract, according to the imperatives, must define the methods and conditions of the customer's use of the facility. However, the legal consequences of non-compliance with such a requirement have not been established. Therefore, if the parties in the contract did not agree on the methods and conditions of the use of the object by the customer, then such an agreement cannot be considered a contract on the creation and use of an object of copyright or an object of related rights by order, and according to the relationship of the parties, the relevant prescriptions of Art. 1112 of the Civil Code of Ukraine and the Law «On Copyright and Related Rights». In the case of creating a work of art according to the contract, it should be taken into account that the original work of fine art, created by order, becomes the property of the customer. At the same time, intellectual property rights to such a work remain with its author, unless otherwise established by contract or law. The contract is consensual, mutual, retaliatory/non-reciprocal, concluded in written (electronic) form under penalty of nullity.

Effect of Barber Shop Servicescape on Customer Satisfaction and Revisit Intention

The purpose of this study was to investigate the effect of Barber Shop servicescape on customer satisfaction and revisit intention. After setting the barbershop servicescape factors as aesthetics, convenience, cleanliness, and air-conditioning environment, the relationship between the barbershop's servicescape evaluation and customer satisfaction and revisit intention was verified. The research results are as follows. First, the age of users is in their 30s and 40s, accounting for 69% of the total, with college graduates accounting for half of them, and office workers were the most common. Married people earning less than 3 to 4 million won also accounted for the majority. Second, the customer's use of Barber Shop Servicescape showed the highest number of visits from 8 to 12 weeks, and the frequency of visits by those in their 30s and younger was high once every 4 weeks. In the case of single people, the number of visits more than once every 4 weeks was relatively higher than that of married people, and the reason for using the barber shop was to maintain style. Third, as a result of examining the tangible, responsive, and reliable dimensions of Barber Shop users, the level evaluation of Barber Shop servicescape by age was more meaningful than other areas in all areas (esthetics, convenience, cleanliness, air-conditioning environment) in their 30s and 40s. level was highly rated. Fourth, as a result of examining the effect of Servicescape on customer satisfaction and re-visit intention, the correlation between Barber Shop Servicescape evaluation and customer satisfaction was (.781) and that with re-visit intention (.618) showed a significant correlation. As a result of the evaluation of Barber Shop Servicescape by age, it was found that those in their 30s and 40s evaluated more significantly than other age groups in all areas. By educational background, the most significant results were found among those who graduated from a junior college and those who earned 5 million won or more. By marital status, it was found that the unmarried group evaluated significantly, and by the type of barber shop, it was found that the franchise was more significant than the individual shop. When looking at the effect of Barber Shop servicescape on customer satisfaction and revisit intention, the effect on customer satisfaction was R=.781 and the effect on revisit intention was R=.618, indicating that the effect on customer satisfaction was slightly larger. As a result of these results, it was possible to establish that the service landscape of Barber Shop affects customer satisfaction and re-visit intention.

Testing the predictive power of PLS through cross-validation in banking

This paper aims to predict the relationship quality (satisfaction, trust, and commitment) of a customer with a Spanish saving bank by using both the quality of service operations and the usage of e-banking, on the relationship quality (satisfaction, trust, and commitment) of a customer with a Spanish saving bank. A competitive strategy follows testing three alternative models employing PLS path modeling with a primary dataset obtained through both an online survey and internal bank databases of almost one thousand customers. This study includes the predictive validation of models using hold out samples and testing for casual asymmetry. The results indicate that both the quality of service operations and the customer's use of e-banking successfully and independently contribute to predict the customer's relationship quality. The face-to-face service encounter is still the major contributor of relationship quality, but the use of e-banking tools also improves the relationship quality of customers in the banking industry. This model is consistent across a multi-group of customers.

The Effect of Selected Properties Bakery Act in Accordance with the Customer's Use of Propensity to Consume: Focused on Busan

The Effect of Selected Properties Bakery Act in Accordance with the Customer's Use of Propensity to Consume: Focused on Busan

The Effect of Selected Properties Bakery Act in Accordance with the Customer's Use of Propensity to Consume: Focused on Busan

The Effect of Selected Properties Bakery Act in Accordance with the Customer's Use of Propensity to Consume: Focused on Busan

Shouldn't Customers Control Customized Product Development?

Nowadays, customized product development (CPD) is increasingly prevalent in business‐to‐business settings, which has motivated manufacturers into development approaches wherein the customer plays an active role. When the customer is merely viewed as a passive receiver of the customized product, the manufacturer won't be able to truly empathize with the customer and might lack important suggestions to create and improve the customized product. It is, after all, the customer that holds pertinent development information and/or expertise. Yet, customers are not always motivated to participate and often need to be convinced about the manufacturer's ability to develop customized products in a timely and cost‐effective manner. Prior literature on interorganizational relationships suggests the use of formal control, i.e., process and/or output control, to fashion activities in line with expectations so that development goals can be attained. Thereupon, this study posits that the customer's use of such formal controls may stimulate customer participation in CPD. In addition, this study investigates whether manufacturers can indeed benefit from customer participation in CPD through improved new product performance. To accomplish the research objectives, survey‐based and accounting data are collected on 63 collaborative CPD projects between a plastics manufacturer and its industrial customers. In conjunction with an add‐on experimental study regarding the effect of formal control on customer participation, this study reveals that the customer's use of formal control significantly increases the level of customer participation in CPD. Additionally, this study confirms that customer participation positively impacts new product performance. Together, these results imply that letting the customer use process and/or output control helps the customer to believe more in the pursuit of CPD goals and successful product customization, thereby encouraging the customer to participate more actively in CPD. Besides, the findings imply that increased access to market and customer need‐related information obtained through customer participation is indeed critical for successful CPD.

Customer integration within service development—A review of methods and an analysis of insitu and exsitu contributions

This article aims to contribute to a better understanding of how to integrate customers within service development by assessing different methods of obtaining use information. The article reviews and classifies methods for customer integration and it also presents a new framework that suggests four modes of customer integration in which data is classified either as insitu (data captured in a customer's use situation) or exsitu (data captured outside the use situation) and as either incontext or excontext. Context is defined as a resource constellation that is available for customers to enable value co-creation. Accordingly, incontext refers to methods in which the customer is in the actual use context and has access to various resources, while excontext refers to a situation in which the customer is outside the use context and, therefore, has no direct access to the resources.

Service as business logic: implications for value creation and marketing

PurposeThe purpose of this article is to analyze the scope, content and nature of value co‐creation in a service logic‐based view of value creation, addressing the customer's perspective in a supplier‐customer relationship. The nature of the activities and the roles of the supplier and the customer in value creation and co‐creation are analyzed. Furthermore, the purpose is to discuss what implications for marketing can be derived from this analysis.Design/methodology/approachThe article analyzes the marketing implications that follow from the pivotal role of interactions in service provision. The article, thus, builds on a long history in service marketing research pointing at the impact on the content and scope of marketing of customer‐supplier interactions.FindingsIn this article, it is concluded that creating customer value is a multilaned process consisting of two conceptually distinct subprocesses. These are the supplier's process of providing resources for customer's use and the customer's process of turning service into value. The article results in five service logic theses which provide an understanding of the process of value creation and its implications for marketing. The theses offer a terminology that helps researchers and practitioners to understand the various roles of suppliers and customers in value creation and to analyze opportunities for co‐creation of value.Originality/valueThe findings of this article challenge some of the salient propositions of the emerging service‐dominant logic, i.e. customers as co‐creators of value, and firms can only make value propositions. The role of marketing is reframed beyond its conventional borders.

Organising Customers: Learning from Big Brother

Many firms see a potential value in the communities of interested customers that have grown around products in various industries. These ‘customer communities’ or ‘communities of interest’ give enthusiasts the opportunity to socialise around a common focus. They seem to create more loyal customers and a potential flow of creative ideas that the firms can make use of. However, although the benefits of customer communities are clear, the process of organising them is not. In this paper, we are interested in how firms can organise customers in communities that are productively used for customer interaction. The analysis is built on an in-depth study of how the producers of the reality TV series Big Brother used a combination of online and offline channels to organise customers. Theories of attention are used to explain the organising process. The core argument is that the customer's use of different channels (e.g. TV, web, newspapers, chat) directs and redirects his/her attention and thereby influences behaviour in a way that can be beneficial for the broadcasting firm. The paper contributes to theory by advancing knowledge on how communities become organised through combinations of online and offline sources that guide attention and behaviour. For managers, the paper aims to develop actionable knowledge on how channels can be structured to organise customer communities so as to increase and prolong customer attention and interaction, and hence enable extraction of value.

Reprisal, retribution and requital: Investigating customer retaliation

Customers, regardless of context or culture, will go to any extreme to retaliate against an offending service provider. Retaliation is an action taken in return for an injury or offense [Huefner, J.C. and H.K. Hunt, “Consumer retaliation as a response to dissatisfaction,” J Consum Satisf Dissatisfaction Complaining Behav, (2000); 13, 61–82.]. To date, research has had only a limited discussion of customer's use of anti-consumption behaviors as an expression of retaliation. This study uses qualitative methods to demonstrate that the motivations for retaliation extend beyond simply “getting even,” customers retaliate to teach the service provider a lesson or to save others from the same fate. The research identifies specific roles taken by customers as they retaliate, the emotions of customers and store issues that are at the root of these behaviors. In addition, the authors categorize a range of retaliatory behaviors as follows: cost/loss; consumption prevention; voice, exit and betrayal; and boycotting.

Metro Network Design Methodologies That Build a Next-Generation Network Infrastructure Based on This Generation's Services and Demands

This paper describes two key network architecture design concepts that relate to evolving existing transport networks into economically viable next-generation optical networks. Today's metropolitan transport networks largely consist of synchronous optical network/synchronous digital hierarchy rings or switch-to-switch fiber connections for some form of optical Ethernet. The result is an optical-electrical-optical infrastructure that has limited use in providing wavelength services. Wavelength-division multiplexing (WDM) is the enabling technology for wavelength services, but it has limited penetration in the metropolitan area due to its cost justification being dependent primarily on fiber relief. The first part of this paper shows how existing services, primarily using time-division-multiplexing (TDM) transport, can be used to economically justify a WDM infrastructure while achieving significantly lower costs than legacy design techniques would produce. Dynamic bandwidth-on-demand (BoD) service is another elusive goal envisioned for next-generation metropolitan networks. This paper addresses how an economically viable BoD infrastructure can be built based on revenues from existing enterprise services rather than relying on revenues from new and unproven services. Quantitative analyses, presented in the paper, show the key parameters that determine when BoD services will be used, how bandwidth granularity affects BoD decisions, and how the customer's use of BoD drives service provider network design considerations.