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Customer Equity Marketing:: Touching the Intangible

Author

Listed:
  • Bayón, Tomás
  • Gutsche, Jens
  • Bauer, Hans

Abstract

Research has shown that the market value of stock listed companies is to a large extent attributable to investors' value estimations of intangible assets. Among these, Customer Equity, the monetary value potential of a company's current and future customers, is of central importance. It is the key driver of shareholder value from operational business activity. For companies competing for investment resources, this means to consequently achieve and increase this value potential by following an appropriate marketing approach. The article gives guidance on how such an approach and its core methods could look. It aims at redefining the marketing discipline from a shareholder's perspective by putting Customer Equity at its center.

Suggested Citation

  • Bayón, Tomás & Gutsche, Jens & Bauer, Hans, 2002. "Customer Equity Marketing:: Touching the Intangible," European Management Journal, Elsevier, vol. 20(3), pages 213-222, June.
    • Handle: RePEc:eee:eurman:v:20:y:2002:i:3:p:213-222
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    Citations

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    Cited by:

    1. Terpstra, Maarten & Verbeeten, Frank H.M., 2014. "Customer satisfaction: Cost driver or value driver? Empirical evidence from the financial services industry," European Management Journal, Elsevier, vol. 32(3), pages 499-508.
    2. Darina Pavlova, 2018. "Customer Equity Management through Customer Engagement: A Critical Review," Global Economic Observer, "Nicolae Titulescu" University of Bucharest, Faculty of Economic Sciences;Institute for World Economy of the Romanian Academy, vol. 6(1), June.
    3. Hans H.Bauer & Maik Hammerschmidt & Matthias Braehler, 2004. "The Customer Lifetime Value Concept And Its Contribution To Corporate Valuation," Microeconomics 0402006, University Library of Munich, Germany.
    4. Zhang, Hao & Liang, Xiaoning & Wang, Shiquan, 2016. "Customer value anticipation, product innovativeness, and customer lifetime value: The moderating role of advertising strategy," Journal of Business Research, Elsevier, vol. 69(9), pages 3725-3730.
    5. Hans Buhl & Martin Gneiser & Julia Heidemann, 2009. "Ein modelltheoretischer Ansatz zur Planung von Investitionen in Kundenbeziehungen," Metrika: International Journal for Theoretical and Applied Statistics, Springer, vol. 20(2), pages 175-195, October.
    6. Wang, Huanzhang & Liu, Honglei & Kim, Sang Jin & Kim, Kyung Hoon, 2019. "Sustainable fashion index model and its implication," Journal of Business Research, Elsevier, vol. 99(C), pages 430-437.
    7. Pfeifer, Phillip E. & Ovchinnikov, Anton, 2011. "A Note on Willingness to Spend and Customer Lifetime Value for Firms with Limited Capacity," Journal of Interactive Marketing, Elsevier, vol. 25(3), pages 178-189.
    8. Julia Heidemann & Marcus Kaiser & Mathias Klier & Florian Probst, 2012. "Customer lifetime value-based sales force control in the financial services industry— an incentive-compatible remuneration model," Metrika: International Journal for Theoretical and Applied Statistics, Springer, vol. 23(1), pages 27-51, September.
    9. Álvaro Julio Cuadros & Victoria Eugenia Domínguez, 2014. "Customer segmentation model based on value generation for marketing strategies formulation," Estudios Gerenciales, Universidad Icesi, March.
    10. Walsh, Gianfranco & Elsner, Ralf, 2012. "Improving referral management by quantifying market mavens’ word of mouth value," European Management Journal, Elsevier, vol. 30(1), pages 74-81.
    11. Xavier Drèze & André Bonfrer, 2009. "Moving from customer lifetime value to customer equity," Quantitative Marketing and Economics (QME), Springer, vol. 7(3), pages 289-320, September.

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