Digitalization has significantly impacted the world market, having brought new changes to every sphere of human activity. Digital technologies resume altering the traditional business models to deliver new opportunities in order to provide better customer service. As more new devices invade the market, the companies try to implement them to facilitate the customer experience. The customer’s satisfaction subsequently affects the brand itself; therefore, many modern businesses supply multiple innovations to ensure high-quality client service (Zhu et al., 2020). This paper aims to investigate the impact of digitalization of customer experiences on brand value and customer value and to analyze the mechanism of brand management within the company.
It is primarily necessary to mention that modern organizations use innovation to recognize better approaches for expanding their span and upgrading their incomes by improving associations with representatives and clients. For instance, companies that have quite recently begun their advanced excursions select individual innovations to address explicit business issues. All the more carefully develop associations structure and execute far-reaching vital plans that depend on advanced design to change the establishment and framework that all business activities use as a base. To increase brand value, companies tend to improve their management order. According to Fiaz et al. (2018), brand management is defined as the marketing function meant to increase the perceived value and image of a particular brand. It alludes to the strategies that are relevantly utilized to construct client dedication and worker commitment simultaneously. Expanding customer awareness and brand image contribute to the company’s aspirations to fulfill the core goals thoroughly.
Moreover, the customers must be the drivers of changes, especially when it comes to technological innovations. The majority of companies try to adjust their services to clients’ needs and desires (Devaraj et al., 2007). The consumers must be specific about their needs as well as preferences. It is necessary to build the brand through customer management and service orientation. The organizations are thereby striving to establish long-term focus and approach to ensure that the brand is made for the internal and external stakeholders.
The purpose of brand management is to ensure the organization works on both tangible and intangible issues in order to provide the best service to the customers. However, the enhancement of goodwill is a gradual process that consists of many complex stages (Kohnke, 2017). The first step is to define the perceived value of the customers. It is necessary to evaluate what precisely the customer wants from the organization (Coreynen et al., 2017). After that, the brand must be organized according to these requirements. Ideas and events should be brought to the attention of clients as a whole.
Several elements are included in the efficient brand management. Brand value creates an incentive through fame, impression, and observation. This is so important on the grounds that it changes the elements of the product or administration that organizations offer, because customers trust the brand more than their view of the product or administration. This, therefore, gives organizations the opportunity to increase their prices. Brand loyalty is the point at which a client is more committed to a particular brand than their competitors. The stability of the brand is significant on the grounds that it leads to other important advantages. Brand recognition shows how effectively your clients can acknowledge your image without hearing or seeing its name. This is usually a visual component, in light of the fact that a brand name, shading plan, logo, or kit lead customers to perceive the brand. In any case, this additionally applies to things like sound, with noticeable advertising jingles.
References
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Devaraj, S., Krajewski, L. J., & Wei, J. C. (2007). Impact of eBusiness technologies on operational performance: The role of production information integration in the supply chain. Journal of Operations Management, 25(6), 1199-1216. Web.
Fiaz, M., Ikram, A., & Ilyas, A. (2018). Enterprise resource planning systems: Digitization of healthcare service quality. Administrative Sciences, 8(3), 38. Web.
Kohnke, O. (2017). It’s not just about technology: The people side of digitization. In G. Oswald & M. Kleinemeier (Eds.), Shaping the digital enterprise (pp. 69-91). Springer.
Zhu, Z., Zhao, J., & Bush, A. A. (2020). The effects of e-business processes in supply chain operations: Process component and value creation mechanisms. International Journal of Information Management, 50, 273-285.