茶企价值共创活动对品牌忠诚度影响的研究及建议
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摘要
茶企价值共创活动是茶企与客户在对话、获取、风险评估和透明度(DART)四大模块上的交互来共同创造价值的过程。本文基于DART模型,对茶企价值共创活动对茶叶区域品牌和企业品牌忠诚度的影响进行实证研究。结果表明:茶企共创活动中,DART四个模块对于企业品牌忠诚度均有显著影响,但只有AR两个模块对于公共品牌忠诚度有显著影响。企业要继续加强价值共创活动以提升品牌绩效,但其他利益相关方(政府、行业协会等)的参与也是必不可少的。
The tea enterprise value creation activity is a process in which tea companies interact with customers on the four modules of dialogue, acquisition, risk assessment and transparency(DART) to create value together. What are the four dimensions of tea enterprise value creation activities affecting brand loyalty? Is the utility of regional brands and corporate brands the same? There is currently no literature to answer this question. Based on the DART model, this paper conducts an empirical study on the impact of tea enterprise value creation activities on tea regional brand and corporate brand loyalty. The research results show that the four modules of DART have significant influence on corporate brand loyalty in the tea enterprise co-creation activities, but only the two modules of AR have a significant impact on public brand loyalty. Therefore, companies must continue to strengthen value creation activities to enhance brand performance, but the participation of other stakeholders(governments, industry associations, etc.) is also essential.
The tea enterprise value creation activity is a process in which tea companies interact with customers on the four modules of dialogue, acquisition, risk assessment and transparency(DART) to create value together. What are the four dimensions of tea enterprise value creation activities affecting brand loyalty? Is the utility of regional brands and corporate brands the same? There is currently no literature to answer this question. Based on the DART model, this paper conducts an empirical study on the impact of tea enterprise value creation activities on tea regional brand and corporate brand loyalty. The research results show that the four modules of DART have significant influence on corporate brand loyalty in the tea enterprise co-creation activities, but only the two modules of AR have a significant impact on public brand loyalty. Therefore, companies must continue to strengthen value creation activities to enhance brand performance, but the participation of other stakeholders(governments, industry associations, etc.) is also essential.
引文
[1]Prahalad C K.The Co-creation of Value[J].Journal of Marketing,2004a,68,(1):11-23.
[2]Prahalad,C.K.,V.Ramaswamy.Co-creation Experiences:The Next Practice in Value Creation[J].Journal of Interactive Marketing,2004b,18,(3):5-14.
[3]李朝辉,金永生.价值共创研究综述与展望[J].北京邮电大学学报(社会科学版),2013,15(01):91-96.
[4]卢俊义.供应商与顾客共同创造顾客价值的机理研究[D].南京:南京大学,2011.
[5]陈庆.SDL下顾企互动与共创价值的关系研究[D].武汉:华中科技大学,2012.
[6]王新新,万文海.消费领域共创价值的机理及对品牌忠诚的作用研究[J].管理科学,2012,25(05):52-65.
[7]简兆权,肖霄.网络环境下的服务创新与价值共创:携程案例研究[J].管理工程学报,2015,29(01):20-29.
[8]L.G.Pee.Customer Co-creation in B2C E-Commerce:Does It Lead to Better New Products?[J]Electronic Commerce Research,2016(2):217-243
[9]张国政,徐增,唐文源.茶叶地理标志溢价支付意愿研究——以安化黑茶为例[J].农业技术经济,2017(8):110-117.
[10]张国政,徐增,唐文源.古丈毛尖区域品牌忠诚度之影响因素研究及建议[J].茶叶通讯,2017(3):45-48.
[11]张国政,刘呈辉.基于消费者视角的农产品品牌资产研究——以宁乡花猪为例[J].广东农业科学2015(1):183-187.
[12]简兆权,令狐克睿,李雷.价值共创研究的演进与展望——从“顾客体验”到“服务生态系统”视角[J].外国经济与管理,2016,38(09):3-20.
[2]Prahalad,C.K.,V.Ramaswamy.Co-creation Experiences:The Next Practice in Value Creation[J].Journal of Interactive Marketing,2004b,18,(3):5-14.
[3]李朝辉,金永生.价值共创研究综述与展望[J].北京邮电大学学报(社会科学版),2013,15(01):91-96.
[4]卢俊义.供应商与顾客共同创造顾客价值的机理研究[D].南京:南京大学,2011.
[5]陈庆.SDL下顾企互动与共创价值的关系研究[D].武汉:华中科技大学,2012.
[6]王新新,万文海.消费领域共创价值的机理及对品牌忠诚的作用研究[J].管理科学,2012,25(05):52-65.
[7]简兆权,肖霄.网络环境下的服务创新与价值共创:携程案例研究[J].管理工程学报,2015,29(01):20-29.
[8]L.G.Pee.Customer Co-creation in B2C E-Commerce:Does It Lead to Better New Products?[J]Electronic Commerce Research,2016(2):217-243
[9]张国政,徐增,唐文源.茶叶地理标志溢价支付意愿研究——以安化黑茶为例[J].农业技术经济,2017(8):110-117.
[10]张国政,徐增,唐文源.古丈毛尖区域品牌忠诚度之影响因素研究及建议[J].茶叶通讯,2017(3):45-48.
[11]张国政,刘呈辉.基于消费者视角的农产品品牌资产研究——以宁乡花猪为例[J].广东农业科学2015(1):183-187.
[12]简兆权,令狐克睿,李雷.价值共创研究的演进与展望——从“顾客体验”到“服务生态系统”视角[J].外国经济与管理,2016,38(09):3-20.