هشت رکن از مدیریت WOM : درسهایی از یک مطالعه موردی چندگانه

Although word-of-mouth (WOM) has long been seen as an important influence on customer attitude, intention and behavior, very little is known about how, if at all, organisations manage this phenomenon. This paper reports how a sample of service organisations manages WOM. Using a case study approach, we find that there is a widespread appreciation that WOM influences organisational performance indirectly through its impact on customer acquisition, customer loyalty, and organisational reputation. However, our sampled organisations devote considerably more attention, energy and resources to the mitigation of the effects of negative WOM than to the promotion of positive WOM. Two particular processes dominate in this regard – complaints management and crisis management. We find that positive WOM emanates from many organisational influences including, inter alia, the product or service itself, innovation, service-beyond-expectation, networking, external suppliers and communication practices, including advertising and public relations. We present a new model, dubbed The Eight Pillars of WOM, that can be used to identify, interrogate and manage organisational processes that influence both negative and positive WOM.

There is growing contemporary interest, both in the business community and in academia, in the influence of word-of-mouth (WOM) on organisational performance. However, little is known about how, if at all, organisations manage WOM. We therefore undertook research in a sample of service organisations to shed light on this question. Previous research, which we explore in more detail below, indicates that WOM can influence customer-related and broader business outcomes, suggesting that in principle, there may be merit in taking a more systematic view of the management of WOM. We also show that research evidence of contemporary WOM management practices is scarce. For example, while it is generally agreed that WOM is a leading source of new customers for many organisations (Kelly, 2007, Rosen, 2000, Stokes and Lomax, 2002 and Wilson, 1994) little is known about whether or how service companies have incorporated WOM into their customer management activities (Buttle, 1998). Using a multiple case study of three Australasian organisations, our research sets out to find out how, if at all, organisations manage WOM.

There is growing contemporary interest, both in the business community and in academia, in the influence of word-of-mouth (WOM) on organisational performance. However, little is known about how, if at all, organisations manage WOM. We therefore undertook research in a sample of service organisations to shed light on this question. Previous research, which we explore in more detail below, indicates that WOM can influence customer-related and broader business outcomes, suggesting that in principle, there may be merit in taking a more systematic view of the management of WOM. We also show that research evidence of contemporary WOM management practices is scarce. For example, while it is generally agreed that WOM is a leading source of new customers for many organisations (Kelly, 2007, Rosen, 2000, Stokes and Lomax, 2002 and Wilson, 1994) little is known about whether or how service companies have incorporated WOM into their customer management activities (Buttle, 1998). Using a multiple case study of three Australasian organisations, our research sets out to find out how, if at all, organisations manage WOM.