Creating Customer Value

and Satisfaction
The process of creating value for customers and
building strong relationship to capture value from
customers in return.
Core
Core Marketing
Marketing Concepts
Concepts
The marketing concept is a process when a company plans
and implements to maximize profit by increasing sales,
satisfying customer’s needs and beating competitors. 
To fully understand the marketing concept, first, we have to understand needs, wants, and
demands.

Cont.
Core
Core Marketing
Marketing Concepts
Concepts

There are five core

marketing concepts also
known as marketing
management
philosophies.
Marketing
Marketing Management
Management
Philosophies
Philosophies
• Consumers favor products that are
Production
Production Concept
Concept available and highly affordable
•Improve production and distribution

•Consumers favor products that offer

Product
Product Concept
Concept the most quality, performance, and
innovative features

•Consumers will buy products only if

Selling
Selling Concept
Concept the company promotes/ sells these
product

•Focuses on needs/ wants of target

Marketing
Marketing Concept
Concept markets & delivering satisfaction
better than competitors

•Focuses on needs/ wants of target

Societal
Societal Marketing
Marketing Concept
Concept markets & delivering superior value
•Society’s well-being
 Employee Motivation to Co-Create Value (EMCCV):
Construction and Validation of Scale
(Published: Journal of Retailing & Consumer Services)

SDL explains that all the exchange is based on “service” that is

application of knowledge and skills where goods are merely the
tools for delivery and means of exchange. (Vargo & Lusch,
2004).

VCC has many application areas

Service Resource
Interaction like
Integration
•Design and development of new
VALUE
goods and services
CO-CREATION
•Collaboration with users as
innovators and co-production
Service •Learning, and solutions within
Exchange business networks

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To understand the VCC on the micro-level, service interaction between
frontline employees (FLEs) and customers are considering as a locus of
VCC, where FLEs hold a significant role (Karlsson, 2018).

Macro-Level
(Gov’t Agencies)

Meso-Level
(Corp. Service Firms)

Micro-Level

Customer

Frontline Employee

But previous literature at micro-level has more focused on other actors like
customers and service firms' interactions (Chuang 2020) and ignored the
understanding of important role of frontline employees in value co-creation.
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 Problem Statement
Why Frontline Employees (FLEs)
• Essential source of Information.
• Deliver of value proposition.
• Resource Integrator.
Therefore, FLEs carries a significant role in VCC, but previous researchers have
focused on other actors and ignored the understanding of why and when FLEs engage in
VCC processes.
Firstly, this study argues that FLEs will engage or involve in VCC processes if they are
motivated, and there could be certain factors that can motivate them. As, motivation
gives energy to FLEs in the form of
•Direction
•Intensity
•Persistence
However, motivation has been forgotten somehow in the studies of VCC (Findsrud et
al., 2018).

In other words, the scientific inquiry into the motivation of FLEs in the engagement of
VCC with customers still lacks (Liewendahl & Heinonen, 2020) for which the
development of a measurement scale for FLEs motivation will be critical to understand
the various perspective of it (Findsrud et al., 2018). 8
 Scale Development Procedure
(Churchill et al., 1979)
Phase-1
Study 1: Literature review and twelve semi-directed interviews for items
Items
generation n=12
Generation Initial Items – 55

Phase-2 Study 1: Face and content validity-expert survey (n=8)

Items Interim Items – 38
Purification Study 1: EFA with interim (38) items with a sample size of 84

Phase-3
Scale
Study 1: CFA, convergent, and discriminant validity
Dimensionali
Model fit the data well using AMOS 21
ty

Phase-4 Study 1: Collection of further data (n=271)

Scale Model fit measures, Construct Validity
Validation EMCCV as a reflective second-order model with four dimensions

Phase-5 Study 2: Collection of further data (n=311)

Nomological Interaction capabilities positively influence employee’s motivation towards
Validity
their behaviour in VCC.

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 Theoretical and Practical Contribution
Theoretical Contribution
 First, we extend the existing literature
that predominately examine the VCC
from the customers’ perspective, by
focusing on the employees’
perspectives.
 Secondly, development of new scale
for measuring FLEs motivation to co-
create value based on Expectancy
Theory of Motivation.
 Apart from the co-creation motivation
and engagement, we have proved
through our development of new
scale that there is a linear relationship
between motivation-attitude and
behavior (MAB).
Practical Contribution
 Developed instrument enables the
managers to better understand the
underlying motives of employees’
motivation to-create value
(EMCCV) and access which motives
need further development.
 Service managers can measure
different dimensions of EMCCV, as
each FLE is different, and their
motives can differ from context to
context and their preferences.
 Fostering VCC behaviors by
motivating employees. Employees’
VCC behaviors
reflect their motivation, which
stimulates such efforts
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 Publications
Research Papers Published
1. Amin, M. Shamim, A. Ghazali, Z. I, Khan. (2021) Employee Motivation to Co-Create Value
(EMCCV): Construction and Validation of Scale. Journal of retailing and consumer services , 58, . (SSCI
Impact Factor-7.219, Q2, ABDC- A Ranked Journal, Publisher - Elsevier).

2. Amin, M., Ghazali, Z. B., & Hassan, R. A (2020) Conceptual Model: Frontline
Employees Engagement in Value Co-Creation. Humanities and Social Sciences Review (Scopus-Q1).

3. Amin, M., Ghazali, Z., & Gulzar, A. (2020). Role of Corporate Branding, Customer Involvement and Customer
Relationship Proneness in Luxury Fashion Branding. Jurnal Pengurusan (UKM Journal of Management), 57.
(ScopusQ3).

Under-Review Manuscript
1. Engaging Employees in Value Cocreation: Roles of Firm Interaction Capabilities,
Employee Motivation, and Supervisor Proactive Personality (Journal of Business Research).

Working Papers

1. Employee Engagement form Customer Perspective

2. Enriching Customer Experience and Customer Service Well-Being through Value Co-
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Creation: An Analysis of Retail Employee-Customer Interactions

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