scan ot topic transform customer experience with ar · 05 business scan june 2017 sources: maechler...

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Business SCAN June 2017

HOT TOPICTRANSFORM

CUSTOMER EXPERIENCE

WITH ARHIGH PERFORMANCE IDEASThe latest ideas and fresh thinking from around the worldP. 06

HOT TOPICA key topic for management executives right nowP. 03

CORE CAPABILITY IDEASResearch, intelligence and new findings on innovation capabilitiesP. 09

J U N E 2 0 1 7

SCAN

© Copyright KnowledgeBrief 2017

Transform Your Customer Experience with Augmented Reality

Augmented reality, or AR, has the ability to overlay the physical world with digital information, and have the two interact in real time. Pokémon Go is a famous recent example, but AR is more than a game. If used well, AR may have the capacity to deliver far-reaching strategic, service improvement and cost saving benefits. Whether in the private or public sector, AR is providing new opportunities for businesses and organisations to engage with customers, present and promote products and services, and transform processes.

We hope you enjoy it,

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140 finest global management and leadership journals scanned

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14 cutting edge ideas, innovations and research findings identified

15 new insights on five core innovation capabilities selected

Innovation diagnostic created

Current innovation Hot Topic presented

Performance improvement tool developed

HOT TOPIC:

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AR is an exciting emerging technology with promise to offer a novel interface to contextual information. However, AR is fairly new in business and marketing, and the user experience of AR services is still very challenging to predict or envision. The companies that get this right will most likely have a significant lead in engaging with their customers.

In a recent formative study, the customer experiences/expectations of AR in mobile technology were investigated. The prospect that customers are ready for AR is promising.

"Understanding consumer

behaviour has significant bearing

on marketing and public relations

decisions."

RESEARCH: BETTER UNDERSTAND THE POTENTIAL OF AUGMENTED REALITY

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HOT TOPIC:


DEEP DIVE: LEARN TECHNIQUES BEHIND AUGMENTED REALITYFurther your understanding of the Hot Topic at the KnowledgeBrief Advanced Management Platform. www.knowledgebrief.com/login

Technique content provides management executives with a brief but comprehensive overview, focusing on business application, highlighting implementation steps and success factors.

Do the users really think implementing mobile AR in marketing and advertisement industry is useful?

Consumer Behaviour Sales and Marketing Alignment Marketing Research

Blue: Strongly agree, Orange: Agree, Grey: Somewhat agree, Yellow: Disagree

Whilst 60% in this study knew the term ‘AR’, only 6.7% has used AR technology before. Customers have smart devices, but not the experience – organisations can find great potential in this gap.

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Sources: Maechler N., Neher K., and Park R. (2016) From touchpoints to journeys: Seeing the world as customers do, McKinsey&Company, March 2016; NTT Data (2015) Customer Journey Mapping Is at the Heart of Digital Transformation, KaW, Nov 04; Irshad, S. and Awang, DRB. (2016) User Perception on Mobile Augmented Reality as a marketing tool, Computer and Information Sciences (ICCOINS), 2016 3rd International Conference on, IEEE, Aug 15

A customer touchpoint is the point of interaction between a brand, business, product and customer.

When looking to design and to evaluate the use of AR in marketing, it is relevant to zoom in on the customer journey from an AR perspective. AR is providing many new opportunities, and the customer journey can be useful to gain insights into what kind of experimental design targets, limitations or needs should be considered. In addition, without that understanding, it would be impossible to measure any improvements or indeed to see if changes made to those interactions were having a positive rather than detrimental effect.

CHECKLIST: CUSTOMER JOURNEY TOUCHPOINT ANALYSIS

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KnowledgeBrief Hot Topic

Action point: Go through your customers’ journey for each of your products using the six steps above. Identify potential touchpoints where AR could improve the customer experience.

Research suggests that touchpoints should provide a customer with the following interaction types:

Appropriate (e.g. that both the context of the interaction and the cultural tone of the interaction meet the needs of the customer or user)Relevant (e.g. that the function performed by the interaction meets the utility requirements of the customer or user)Meaningful (e.g. that the interaction was perceived as important or purposeful by the customer or user)Endearing (e.g. that the interaction created some form of bond with the user or customer, for example, through desirability, creating delight or a playful tone)

Step back and identify the nature of the journey customers take—from the customer’s point of view

Understand how customers navigate across the touchpoints, as they move through the journey

Anticipate the customer’s needs, expectations, and desires during each part of the journey

Build an understanding of what is working and what is not

Set priorities for the most important gaps and opportunities to improve the journey

Get to grips with fixing root-cause issues and redesigning the journey for a better end-to-end experience6


1 Many consumers and companies fall victim to linear

bias. Three main factors affect profits: costs, volume, and price. A change in one often requires action on the others to maintain profits. For example, rising costs must be offset by an increase in either price or volume. But according to experts, changes in price affect profits more than changes in volume or costs. Hence profit is not a linear relationship, but the human mind struggles to understand nonlinear relationships. It is key that management professionals limit the pitfalls by: (1) increasing awareness of linear bias, (2) focusing on outcomes, not indicators, (3) working to understand the cause and effect in the specific situations, and (4) mapping nonlinearity whenever you can and develop “what if” scenarios to make managers more aware. (HBR)

2 Make better decisions about which ideas to pursue. Who

in the organisation might be best placed to decide what is most likely to be a creative success: creators, managers or customers? The question is important because it reflects an ongoing tension in many companies.

A survey shows that it would be useful for managers to ignore themselves occasionally. Overall, creators are much better at assessing creative success than managers are. In fact, managers could be the worst as even laypeople outperform their predictions slightly. But managers have an edge: creators are bad at assessing the success of their own work. Even more interesting, a creator with a strong track record of past successes is especially bad at assessing the facts, probably due to overconfidence. (ASQ, IK)

3 Companies often have incentives to make deceptive

or selective claims. This is especially true when such claims can lead to an increase in demand or can prevent substitution away from their products. Examples appear in our day-to-day world: products claiming to be “all-natural” even when they contain synthetic compounds. A new paper explores what consequences, in terms of consumer demand, companies that make false claims face when caught. Not too surprisingly, the revelation of company deception led to a significant decline in demand. What is interesting is that it primarily

affects newcomers, and not existing consumers. The results also suggest that the companies experience fairly high market shares in the window between the claim and the disclosure; moreover, some claims are likely to go unnoticed for prolonged durations. However, as more companies get caught and as class-action lawyers sue for ever larger compensations, whether this revenue gain will hold true for future brands is unclear. (JMR)

4 Location matters again in marketing. Accurate location

data is enabling businesses to understand exactly where people are publicly posting on social media. Thanks to technology, businesses can use this to discover all public posts at their location and easily create executable engagement protocols, ushering in a new wave of human-to-human marketing at scale: (1) Location data enables businesses to delight their guests in unexpected ways, creating powerful moments through timely responses. (2) When guests are delighted by these enhanced experiences, chances are they will post about them on social media. (3) Another benefit is being able

The latest thinking and fresh research from around the world

FOR HIGH PERFORMANCE:

THE INNOVATION EDGE

NEW IDEAS

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to surface public social activity at competitors’ locations and then using that as a benchmark for own social performance. Companies that fail to think about a location-first marketing strategy are likely to miss out on great opportunities. (KaW)

5 Investors have more confidence in observable

activities when they are consistent. When a company directs its achievements to customers, but not employees, this is inconsistent and therefore difficult to interpret. In contrast, when a company has achievements directed at both customers and employees, investors take this as a signal that the company takes these relationships seriously. Companies must consider what signals they are sending to the market, for example, about the value they place on both customers and employees. Moreover, the market is expected to react to actions a company takes that are costly or difficult to achieve. The reason is that these are more likely to signal true priorities. To increase market valuation, coordinate achievements to have maximum impact, and avoid lapses with both customers and employees in a given time period. (AMA)

6 “Sorry” comes in many forms. New research holds the

nonverbal expression of “sorry” to financial account. Results show that language is just one component of an apology. How someone delivers that apology is also as important as what the apologiser says. Moreover, getting an apology wrong, for example, in response to a crisis can damage a company’s reputation and prompt scrutiny by investors. How to say sorry like you mean it: (1) Choose senior spokespeople with the ability to apologise sincerely. (2) Choose to acknowledge the wrongdoing and to accept responsibility for it. Saying “I’m sorry” and accepting responsibility may lead to smaller losses than the absence of this expression.

(3) Communicate your sympathy for those who have been harmed or who have suffered, and do what you can to make it right. (LBSR)

7 In negotiations, where you start has a profound effect

upon where you end. When opening a negotiation, conventional wisdom has held that starting with a range is a terrible idea. The reason is your counterpart simply focuses on the end of the range most attractive to them. In contrast, a recent survey shows that when opening with an aggressive point offer, negotiators are more likely to walk away without a deal. The advice is to use range offers, but be more strategic about how to use them. To capture the benefits of a range offer, think of the single number you would like, and then ask for a little bit more. For example, if you're selling a car, and you want £5,000 for it, ask for £5,000 to £6,000 rather than £4,000 to £5,000. (CBS)

8 Take advantage of disruptive innovation through your

value networks. A recent “insights from industry” paper offers several new perspectives from supply chain practice. A very interesting finding is that disrupt-or-be-disrupted does not fully describe the dynamics observed. Instead, it seems cooperative competition and complementarity provide a better framework for ideas on how to cope with disruptive opportunities. Under conditions of disruptive change, the ability to

make the final customer the focal point and to build a comprehensive understanding of the overall supply network are key in shaping and taking advantage of future opportunities. Companies must put an effort into identifying the roles they want to play in the value network, the collaborations they need to establish to thrive, and the possible internal changes required to succeed. (SCM)

9 Think in terms of supply and demand balance in job design

processes. In many companies, people are being held accountable for measures that are much wider than the resources and the amount of control they are given. The missing piece is the support they are given to accomplish their goals. Evaluate job balance by considering: (1) What resources does the person in that job control to accomplish a task? Include people, budgets, and balance sheets. (2) What measures are used to evaluate that individual’s performance? How will the person be held accountable and what factors will be evaluated to determine success? (3) Who does the individual need to influence to achieve goals? Consider the time spent on nudging people, including collecting data, probing for new information, or attempting to influence the work of others. (4) How much support can the individual expect when reaching out to others for help? A job is bound to fail if the people who control resources refuse to help. (HBSWK)

"Who in the organisation might be best placed to decide what is most likely to be a creative success: creators, managers or

customers?"

View full source references in KBProfessional

KnowledgeBrief Innovation Edge


and yet selfless stance that turns leaders into prototypes of the followers' aspirational social identity. A third essential element is trust. The study shows that trust further mediates the interaction of benevolence and authoritarianism and increases employee knowledge sharing. Leaders might want to consider the effects of a paternalistic approach. (JASP)

12 Courage distinguishes great leaders from excellent

managers. The dictionary definition of courage is “the quality of mind or spirit that enables a person to face difficulty, danger, pain, etc., without fear.” In business, a courageous leader is a leader that takes risks that go against the grain of his or her organisation and makes bold moves that transform their businesses. But, courage is neither an intellectual quality, nor can it be taught. It can only be gained through multiple experiences involving personal risk-taking. There are thousands of competent managers who can run organisations efficiently using pre-determined operating plans, but few with the courage to transform entire companies. Boards of directors need to examine their leaders carefully to determine if they have the courage to navigate their organisations through turbulent times. (HBSWK)

13 Don’t use Facebook for social marketing. A new

Facebook experiment confirms that Facebook page ‘likes’ can positively affect offline customer behaviour, but only when a company pays to boost its page posts. This provides reassurance to companies who devote marketing resources to Facebook pages. However, perceptions that Facebook

is a new form of ‘social’ marketing might need to be reconsidered. According to the study, Facebook pages mainly increase knowledge and engage customers who are less involved with the brand and less active on Facebook. This suggests that Facebook pages primarily operate as a platform for company-driven advertising, rather than as a platform for customer driven word of mouth. Marketers should develop and manage Facebook as an effective outlet for paid advertising, similarly to those of any other media tool in the marketing mix. (AMA)

14 The mobile revolution is about to break. Oxford

Economics worked with Citrix in early 2017 to survey 600 business and IT executives around the world and across industries, about mobile technology and its impact on the way people work. The survey highlights that a growing number of organisations are loosening the purse strings for mobile investments and – even more importantly – it is most likely that a wave of process innovation is about to break. All information will become available anywhere, anytime, to all appropriate users and rather than a set of technologies for remote working, mobility is becoming a way for organisations to think, organise, and work. The survey furthermore indicates that the technologies expected to have the greatest impact in the next three years include the basic building blocks of digital workspaces, mobile, and cloud. Emerging technology is expected to have an impact in the next five years, especially in terms of substantial improvements to customer service. (OE)

10 It is even more important to engage when innovating

under stress. A new study shows that organisational commitment mediates the effects of challenge (i.e. role overload) and hindrance (i.e. role ambiguity) stressors on employee innovation. Hence if you increase organisational commitment, your team is less likely to be affected by stressors that impact negatively on innovation. The interesting link is a ‘relationship-based approach’ to leadership; a two-way relationship between the leader and the team members. When the relationship is strong between a leader and the individual team member, this influences positively on role overload, but it also decreases the negative effects of role ambiguity and role conflict. The message is that it is fruitful to invest further in the role of commitment and leader-member exchange under conditions of stress. (JBR)

11 Paternalistic leadership can promote innovative

behaviour. A recent study takes a new approach to theorising about the effects of paternalistic leadership. Overall, the study suggests that the interaction of benevolence and authoritarianism, in particular, seems to promote employee breakthrough behaviours across cultures. The explanation is found in the demanding

“As a leader, make sure to have people around you that can be your eyes and

ears in the organisation”

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Research, intelligence and new findings on innovation capabilities

15 Financial loss is a key metric for high-performance

cybersecurity. Research shows that one of the most important aspects of protecting any organisation against cybercrime, is the ability to identify the actual high-value assets and processes in the business. Yet, many companies struggle with this, simply because if the cybersecurity team does not really understand the business, it cannot realistically assess value. The key is to improve the alignment of the company’s cybersecurity strategy with its business imperatives. For example, reframe cybersecurity perceptions and build a new definition of success based on business impact, using mitigated financial loss as a key metric. (OE)

tag Strategy

16 Be explicit about personalisation. Today,

most regular commercial e-mails contain elements that refer to personal characteristics such as name, gender, residence, occupation, and past behaviours. Now a new study shows that companies need to be careful with the use of personal characteristics, as it can backfire. When zooming in on the receivers’ attention, cognitive

responses, and attitude towards the message, the results show that personalised advertising has stronger effects when receivers are aware of the personalisation elements. This could be important advice for companies to consider in their communication strategy. (JIA)

tag Strategy

17 Six key insights about sustainability strategies.

An eight-year study between MIT and The Boston Consulting Group highlights important findings: (1) 90% of executives see sustainability as important, but only 60% of companies have a sustainability strategy. (2) The companies that don’t focus on their material issues struggle to add value from their sustainability activities. (3) Building sustainability into business units doubles an organisation’s chance of profiting from its sustainability activities. (4) Nearly 50% of companies have changed their business models as a result of sustainability opportunities. (5) While 60% of companies have a sustainability strategy, only 25% have developed a clear business case for their sustainability efforts. (6) 86% of respondents agreed that boards should

play a strong role in their company’s sustainability efforts. (SMR)

tag Strategy

18 Employee health stats flag fundamental culture issues.

69% of UK private sector employees, the equivalent of 18 million nationally, have gone to work unwell. Moreover, in Aviva’s Working Lives report, 43% of employees surveyed say their boss places business performance ahead of their health. According to experts, this is a false economy and, in most cases, offering wellbeing benefits has a more positive impact on the workforce, such as happiness levels increase and productivity improves. Businesses need to ensure they create a working culture where, for example, people do not feel pressured into coming to work when they are unwell. (PM)

tag Culture

19 Fake news becomes real news. When the internet

was suddenly just a click away, the belief was that it was going to make everybody smarter. People would listen to both sides of an argument, and get to the truth about the facts more effectively. According to a professor

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ON CORE CAPABILITIES:THE INNOVATION ENGINE

NEW IDEAS


of political activities. (4) The woods. Implicit norms, hidden assumptions and unspoken routines. The woods can provide cover and safety for people in the organisation; or be a bewildering place where good ideas and necessary changes get lost. (IK)

tag Leadership

23 Make contrasting values, beliefs, and rules co-exist.

As organisations transition to greater openness such as platforms, open/user innovation, and ecosystem strategies, their leaders and top management teams face new challenges. One particularly likely thing to happen, is that new values, beliefs, and rules emerge, and that these may be in direct conflict with existing ones. A great leader will be aware of these contrasting beliefs systems and pro-actively take steps to make them co-exist. Also, keep a look out for potential organisational identity challenges. (SSRN)

tag Leadership

24 There is a “dark side” to transparency. Executives

may need to become smarter about when to open up and when to withhold information. Three main areas where too much transparency creates problems are: (1) Day-to-day business activities: Too many people get involved which slows the processes. An even bigger concern is that people weigh in without relevant knowledge. (2) Employee efforts and rewards: Perceptions of the fairness of bonuses can decrease due to, first, a critical and transactional evaluation, rather than the bonus being seen as an unexpected gift, and second, those who receive larger bonuses invite envy on the part of those who fared less well. (3) Creative work: Nonlinear detours and dead ends can suffer. Also, the creative person may self-censor some of his or her better ideas, for fear that they will be misunderstood or criticised. (MQ)

tag Process

from Kellogg School of Management, that has remained a “big blue-sky hope”. Ideological echo chambers exist more than ever in social media, and people tend to go into these echo chambers quickly and stay there. Inside an echo chamber, the extreme point of view is what drives people’s thinking and polarised users do not seem particularly interested in engaging with content that might contradict their beliefs. It has become an era of truthlessness and ‘alternative facts’. (KI)

tag Culture

20 A compass to navigate cross-cultural waters. In

the face of cultural differences, working in multinational teams requires a solid dose of flexibility. The following considerations can be helpful: (1) Try to understand why others see things differently. What in their history or environment could explain their stance? (2) Develop organisational norms that supersede idiosyncratic cultural differences. For instance, these norms, one conversation at a time, can either be culturally neutral or negotiated. (3) When working across cultures, expect your assumptions to be challenged. (4) Accept some inefficiency as functional. A team can’t progress as a unit without spending time understanding one another and their differences. (IK)

tag Culture

21 Behind every good leader is a great confidant. The

further up you get, the lonelier it becomes. It is crucial to know who you can trust and respect. As a leader, make sure to have people around you that can be your eyes and ears in the organisation and will give you their honest opinion, not just what they think you want to hear. You might not agree with it, but what’s important is that you can trust it. A confidant can tell what’s really going on – at the right time, in the right way. (LBSR)

tag Leadership

22 Understand the political terrain to fight

dysfunctional politics. Organisational politics is associated with the use of tactics to influence or improve personal or organisational interests. Studies have shown that those with political skills do tend to outperform their politically naive counterparts. For skillful navigation, distinguish between four metaphoric set of rules: (1) The weeds. Personal influence and informal networks rule – a dynamic that grows naturally, without any maintenance. (2) The rocks. Power in “the rocks” rests on individual interactions and formal (or “hard”) sources of authority such as title, role, expertise or access to resources. (3) The high ground. Combines formal authority with organisational systems – the rules, structures, policy guidelines and procedures that form the basis

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KnowledgeBrief Innovation Engine

Increase Decrease No change

FTSE

RPIJ

CPI

PPI (Output)

Retail Sales

GDP (Latest)

Industrial Production (Latest)

Manufacturing (PMI)

Service (PMI)

Construction (PMI)

Gold

Commodities

£ / €

£ / $

US GDP EU GDP Business confidence

Business confidence (Manufacturers)

Unemployment rate

Consumer confidence (GfK NOP)

Non-financial companies’ net rate of return

Manufacturing companies’ net rate of return

Service companies’ net rate of return

7,554

+3.5%

+2.7%

0.4

+4.0%

+2.0%

1.4%

56.7

55.8

53.1

1.263

143.9

1.14

1.29

2.0%

1.7%

102.5

112.2

+4.6%

-5

12.4%

12.7%

17.7%

KEY INDICATORS1st June 201725 Better to be lucky than

good? A professor from University of Maryland suggests that, in any competition, as the number of contestants increases, chance events are equally more likely to be decisive. This does not mean that the winners of such competitions are not talented or did not work hard. In fact, the opposite is true. In a market with tens of thousands of competitors, every one of the finalists is sure to be talented and diligent. It is exactly in these settings that small, random differences over which the competitors have no control are likely to influence outcomes. In a rational, fact-based world, policy makers and business people would pay attention to the effects of luck. (ASQ)

tag Process

26 Present comparative price promotions vertically.

How do consumers assess price discounts in respect to spatial differences? A recent study suggests that this question is very relevant for marketers to consider. Results show that when comparative price promotions are presented horizontally, consumers take longer to compute the monetary discount and are less accurate than when such prices are presented vertically. In short, if you present comparative price promotions vertically you are more likely to attract consumers’ interest. (JBR)

tag Process

27 Marriage considerations may be an additional

explanation for gender differences in the labour market. A new study compares marriage market incentives and labour market investments. While married and unmarried female MBA students perform similarly when their performance is unobserved by classmates, unmarried women have lower participation grades in their MBA studies. In a field experiment, single female students reported lower desired salaries and willingness to travel and

work long hours on a real-stakes placement questionnaire, when they expected their classmates to see their preferences. A second experiment of the same research group indicates the effects are driven by observability by single male peers. (HBR)

tag People

28 Maximise the value in a panel discussion. Public

speaking is a challenge for many, but panel discussions present their own special set of problems. Success can depend on: (1) Customise for your audience. (2) Take abstract concepts and conclusions and bring them to life with concrete stories. (3) Connect to your audience’s own knowledge and experience. (4) Combat common communicative challenges by structuring your contribution, linking your comments to those who came before, and inviting your audience into the conversation (“Like many in the audience”, “We all have…”). (SBI)

tag People

29 Shape your habits with success. A lot of times when

people find it very hard to change a habit, it is because they are trying to fit themselves into some model. But what works for some people, doesn’t necessarily work for everyone. Instead, people need to see that there is not a right way nor a wrong way. It is just what works for you. When trying to break a bad habit or build a new one, good questions to ask are: “What succeeded for me in the past? Was there a time when I kept this habit easily? Was there a time when I felt really happy and energetic? What was different?” This will often provide a clue as something that we can recreate in our current environment. (CBS)

tag People


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S C A N S O U R C E S

ACM Association for Computing Machinery

ADHR Advances in Developing Human

Resources

AL Accenture Labs

AMA American Marketing Association

AMD Academy of Management Discoveries

AMJ Academy of Management Journal

AMP Academy of Management Perspectives

APA American Psychological Association

AR Accenture Research

ASQ Administrative Science Quarterly

BB Bloomberg Businessweek

BBC BBC News

BCC British Chambers of Commerce

BI Business Insider

BITC Business in the Community

BIR Business Information Review

BJM British Journal of Management

BPCQ Business and Professional

Communication Quarterly

BPR Business Perspectives and Research

BQ Benefits Quarterly

C The Conversation

CBS Columbia Business School

CBR Compensation & Benefits Review

CEER Centre for European Economic Research

CfL Centre for London

CGR Corporate Governance: An International

Review

CIO CIO Magazine

CIPD Chartered Institute of Personnel and

Development

CIPS Chartered Institute of Purchasing and

Supply

CMA Competition & Markets Authority

CMI Chartered Management Institute

CMR California Management Review

CON The Conversation

DSEL Developments in Business Simulation

and Experiential Learning

E The Economist

EBR European Business Review

EC European Commission

EFTA European Free Trade Association

EIU Economist Intelligence Unit

Ent Entrepreneur

EMJ European Management Journal

ET Economic Times

ETP Entrepreneurship: Theory & Practice

F Forbes

FC Fast Company

FD Financial Director

FT Financial Times

FTC Federal Trade Commission

FTN Fortune

G The Guardian

GCU Glasgow Caledonian University

GNR Global Business Review

GOM Group Organization Management

GOV UK Government

GSCI Global Supply Chain Institute

GSJ Global Strategy Journal

HBR Harvard Business Review

HBSWK Harvard Business School Working

Knowledge

HR Human Relations

HRDR Human Resources Development Review

HRM HR Magazine

HRMJ Human Resource Management Journal

HRPS HR People + Strategy

I The Independent

IBM IBM Research

IBT International Business Times

IJBC International Journal of Business

Communication

IJDG International Journal of Disclosure and

Governance

IJHRM International Journal of Human Resource

Management

IJSCM International Journal of Supply Chain

Management

IK INSEAD Knowledge

ILR Industrial and Labor Relations Review

IW Industry Week

JABS Journal of Applied Behavioural Science

JASP Journal of Applied Social Psychology

JBE Journal of Business Ethics

JBR Journal of Business Research

JCP Journal of Consumer Psychology

JCR Journal of Consumer Research

JFE Journal of Financial Economics

JHM Journal of Health Management

JIA Journal of Interactive Advertising

JIE Journal of Interdisciplinary Economics

JIM Journal of Intelligent Manufacturing

JLOS Journal of Leadership & Organizational

Studies

JMR Journal of Marketing Research

JMS Journal of Management and Strategy

JoA Journal of Accountancy

JoAP Journal of Applied Psychology

JoIM Journal of International Marketing

JoM Journal of Marketing

JoOM Journal of Operations Management

JOOP Journal of Occupational and

Organizational Psychology

JPSM Journal of Purchasing & Supply

Management

JPSP Journal of Personality and Social

Psychology

JSCM Journal of Supply Chain Management

JSR Journal of Service Research

KaW Knowledge@Wharton

KI Kellogg Insight

L The Lawyer

LBS London Business School

LBSR London Business School Review

LGA Local Government Association

LI The Lauder Institute

MCA Management Consultancies Association

MI Marketing Insights

MQ McKinsey Quarterly

MS Management Science

MT Management Today

NYT New York Times

OE Oxford Economics

OECD Organisation for Economic Co-operation

and Development

OPR Organizational Psychology Review

PAR Public Administration Review

PF Public Finance

PM People Management

PR Personnel Review

PUK Parliament UK

RES Review of Economic Studies

SBI Stanford Business Insights

SBS Saïd Business School

SCS Supply Chain Standard

SCM Supply Chain Management: An

International Journal

SCMR Supply Chain Management Review

SEJ Strategic Entrepreneurship Journal

SMJ Strategic Management Journal

SMR MIT Sloan Management Review

SO Strategic Organization

SSRN Social Science Research Network

SU Stanford University

T The Telegraph

TCN Tech Crunch Network

TJ Training Journal

TR TechRepublic

TS Third Sector

W Wired

WaW Wharton@Work

WCER Wisconsin Center for Education Research

WEF World Economic Forum

WSJ Wall Street Journal

WTO World Trade Organization

YG YaleGlobal

99U 99U

scan ot topic transform customer experience with ar · 05 business scan june 2017 sources: maechler...

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