Building an organizational culture when delivering commercial experiences – the leaders’ perspective

Abstract

Purpose The purpose of this paper is to identify, present and analyze the strengths and weaknesses mentioned by leaders when describing how their organization works with creating customer value in commercial experiences. Furthermore, the overall research purpose is to explore the creation of customer value in commercial experiences. Design/methodology/approach An interview study with eight managers focused on how their organization creates customer value when offering commercial experiences. Results were analyzed with regard to creating customer value, customer involvement and development of new experiences. Findings A literature study confirms an increasing interest in commercial experiences both financially and because of customer demand. The conducted interview study found several areas of improvement where the greatest potential was in the building of a strong organizational culture based on values to ensure co-creation of customer value between the organization and the customer. Also found to be important were working with customer involvement when co-producing the experience, discovering customer expectations and measuring the results of the delivered customer value. Originality/value When it comes to commercial experiences, one of the keys to creating customer value is the element of surprise and delivering the unexpected. This advocates studying the theory of attractive quality, discovering the unspoken needs of the customer.