Customer Collaboration 1

Customer Collaboration

By (Name)

Professor

University

Course

City

Date
 Customer Collaboration 2

Part 1: Collaborating with Customers

The customer relations has changed over time due to market shifts and collaborative

interaction between companies and market stakeholders. Changes in customer relations has

triggered transformation of Ladbrokes Company into formalizing a fulltime digital presence as

an alternative customer experience. Even though the company has used online platform since

2000 but now looks at its digital presence as a success and survival strategy (Molokken-Ostvold,

and Furulund, 2007). The firm is adopting an Omni-channel strategy that unifies its retail and

online divisions. The company is no exception to this global change in customer and

organization management. As the Head of Information Security, I have observed the company

change from the physical store retails to adopt the expanded digital gambling which is the

expanded face of the industry today (Molokken-Ostvold and Furulund, 2007). The change has

been influenced by shifts in customer preferences and the need for the company to engage more

customers through joint production as opposed to traditionally making all decisions on behalf of

the customer (Fulgoni, 2017). The essentiality of such an effort promotes not only customer

satisfaction but also limits chances of service rejection as every step of production is tailored to

suit certain customer preferences through collaborations (Molokken-Ostvold, and Furulund,

2007). Hence, the firm has experienced a change in customer base from the retail shops to new

digital customers who can access the services away from the shops on various digital channels

provided.

Collaboration with the customers is an extraordinarily effective way to build a business.

The partnerships allow brands to enter new markets more confidently and increase brand

awareness as well as defending a brand where one is already created (Canhoto, A. I. et al. 2017).

The customers provide the most feasible avenue for amplifying the brand to be great thereby
 Customer Collaboration 3

reemphasizing the need to collaborate with the customers. The company also considers Previous

and recent assessments on the collaborated brand development that has indicated countless

exposure to generate futuristic and potential business edge for the company (Blazevic, and

Lievens, 2008). Such include considering developing further the current brand rather than

building an expanded one based on the technological incorporation. Hence, Successful

collaborations include the introduction of an online gaming platform that suits the divergent

customer needs and preferences based on the core brand of the company.

Schubert and Koch (2002) acknowledges the power of personalization in consumer

collaboration in adopting a digital approach. The author views electronic integration as a new

front to reconnect businesses with their customers. Technology has the potential of high quality

relationship and ease of transaction. Other scholars are describe the failure of collaboration with

customers as a disastrous move for any company (Hoda, Noble, and Marshall, 2011). For a

company with an intension to venture into profitable collaboration like Ladbrokes, digitalization

is the most feasible option. Hence, the company still has greater potential in the front.

Ladbrokes is considering building on its customer collaboration to enhance value using

strategic and creative thinking. The fact that the business is adopting technological development

to transfer the gaming services to an online platform does not exclude creativity as a strategy to

build an exciting gaming brand (Blazevic, and Lievens, 2008). Both the traditional shop-based

and expanded online platform brands will enhance company performance by reducing costs of

operations and customer logistics. This is in line with a support structure for business’

development through digital catalogs (Schubert, 2000). The simple trick to success for the

expanded brands is to align the old image with new customers’ expectations through highlighted

preferences and market trends (Chaffey and Ellis-Chadwick 2019). Hence, including the
 Customer Collaboration 4

customers in suggesting the company forecast will increase value and brand experience to the

customers.

However, there are risks in aligning the Ladbrokes brand with customer needs. The

steering team is also considering that there is no guarantee for success if the takeover strategy

fails or no value is created that will encourage the customers into moving into the expanded play

platform created (Molokken-Ostvold, and Furulund, 2007). The company has put measures in

place to ensure that the combined audience will also understand the purpose of the collaboration.

Such include undertaking a pretest market assessment to ensure that Negative feedback and

attention shared by the customers are addressed before the official launch of the expanded game

center (Chris Hackley, 2009). Most importantly, the expanded brand agreed based on customer

feedback must promote having fun.

Type of customers

Brand collaboration is the focus of the expanded business. The primary focus is to

positively surprise the existing customers by providing an alternative to the shops and attract new

ones. The key to this success is to update the current brand image, identify new markets, and

possibly launched expanded services that will attract customers (Fulgoni, 2017). The current

brand collaboration is also considered as a feasible foundation for amplifying what the company

is doing and advertising to the modern customers whose focus is the expanded platform, in

addition to coaching the current customers on the use of the expanded platform (Edmondson,

2011). There is also a need to address the threats of non-competing brands if not well defined by

the target markets. Already there is potential for rapid audience expansion considering that well-

collaborated brands will introduce new customers and other stakeholders. Besides, if the

collaboration is successful, the potentiality of the expanded brand will be the venue for getting
 Customer Collaboration 5

the right audience for the company as its launches its platform and provides sufficient room for

growth and preference change. As such, the company considers the following customer

categories.

Business to Customers (B2C)

Currently, B2C is the base customer for the business. However, this customer group

primarily relies on a physical visit to the shops. As a result, any change to the current model of

business operations will greatly affect the customers and the company. The situation implies that

either group can make a move without integrating the others. Hence, the company is planning a

phase-off plan to integrate the current customers into the new changes (Edmondson, 2011). The

plan includes building on the expectation of the customers to suits the intended changes, training

them on the modalities of the expanded online platform, and offering a short-term alternative as

they adapt to the systems. To bring everyone on board, the company is planning to phase out the

hops by slowly introducing the online gamble platforms on screens rather than the manual

ticketing currently used. The expanded changes will usher the base customers to the online

platform by slowly integrating the expanded options and it takes away the manual ticketing

options.

Internal stakeholders

The employees and other business developers also play a critical role in the success of the

company. By incorporating the employees, the company is opening its door to various devices

and talent development that will foster the company in the expanded phase of operations. There

is internal training being offered for the staff to ensure that they too accept and psychologically

prepare for the transition. The company prioritizes the training as an avenue for employee

development considering that they are the cornerstone for future development (Fulgoni, 2017).
 Customer Collaboration 6

Besides, the diversity of technology acquisition and experience among the workers necessitates

an urgent need to unify the experience of the workers through training thereby creating equal

growth opportunity and skill development among all the workers. The training of the employees

will also be conducted in line with the future feasibility by creating a point of contact away from

the clients.

Divisional/External stakeholders

Another critical part of the business that will go through a facelift is the external

stakeholders’ collaboration. The closure of the shops will affect the business partners who owned

the franchised. As such, the changes have opted in a way that the stakeholder will not be kicked

out of business but more opportunities create that will not only retain their roles but also increase

their engagement. For instance, the company will change the shops to modernized care centers

that will help the customers enhance their use of the online platforms.

The external stakeholders will also consider a collaborative approach to the changes.

Other partners such as the contracted security agencies will have a role in the smart shops. From

the traditional gambling shots, the business will introduce new smart shops that will act as

customer care centers. The physical presence of the security personnel will still be critical as it

cannot be waivered by the presence of the new technology. Some of the contracted agencies will

be incorporated into the marketing team to boost the connection between the company and the

clients. The use of the familiar colleague has always and will continue to boost customer trust

and participation in the company’s development. Hence, all the divisions of the marketers,

security, and franchisers will be protected by the collaboration efforts leveled by the company.

Operations management and financial government

 Customer Collaboration 7

The introduction of an online gaming interface will change operations and financial

management. From the tradition of physical ticketing, the company is introducing expanded

online and financial technology operations systems that will not require the printing of manual

tickets and distributing the gaming materials across cities. The online platform will incorporate a

24/7 customer care system that will help in the processing of games/activities and use

nonmaterialistic receipts through texts and email tickets. The customers will also primarily be

required to officially register thereby having access to various options and games. the customer-

centered approach to operations management allows not only the customers to have the will and

time to choose preferred services but also reduces the overload previously experienced in the

physical stores. Besides, the financial transactions will also follow financial technology

recommendations provided by the finance department. Rather than the customers walking to the

shop to buy tickets, there will be online payment methods that allow them to make payments at

the comfort of their homes and even withdraw their benefits from the accounts. Since the

accounts are secured by personalized logins, the safety of the customers’ details and activities are

guaranteed. Hence, the integration of the services is critical as it allows the customers and other

stakeholders to freely take charge of their accounts and benefits without locational or time

differences.

Marketing

The operations will be undertaken under a simple principle, reduce the cost of operation

while increasing customer values. Unlike the previous business operations model where the

company engaged in many physical activities, the current operations will eliminate expenses

incurred in overhead expenditures. As a result, in addition to delegating some of the activities

through franchising, the company will use the change in operations as a marketing strategy and
 Customer Collaboration 8

its principles (Kotler, 2019). The agents will be allowed to retain some of the care shops at their

business expenses as the expansion of the brands. Besides, the business also plans to take part in

activity sponsoring as a marketing strategy. The strategy is responsive to sports and promotional

gambling as the audience or attendants are sufficiently potential markets for the business. The

move will also give the company a competitive edge in the global industry.

Part 2: Emergent Customer Initiative

The Initiative

From a corrective initiative, Ladbrokes aims at creating a distinguishing brand that

protects its subscribers against bad bots. The company looks at providing a customer initiative

that prevents high-speed abuses, misuse, and attack on customers’ data whether on websites,

mobile APPs, and APIs. The changes in company operations are focused on an improved

technology using AI that promotes the use of secure chat-bots but eliminates insecure bots used

by attackers, fraudsters, competitors, and other malicious practitioners. The company guarantees

the protection of users’ data by offering advanced login methods, account recovery, and

registration that will be supported by advanced search technologies like the Google

reCAPTCHA. The company has already put to test this technology for three months ended 3rd

February 2021 were out of a total of 7.97 million calls, about 446,320 calls were blocked. As

such, the company plans to officially launch operations in April 2021 in the UK, it estimates a

10% bad bot detection and blockage. However, on a positive edge, the company looks at

reducing bonus abuse by 50% or about 4 million GBP annually.  

The future of the emergent customer initiative is reliant on the application of a good AI

bot. The technology will oversee account creation, arbitrage betting, account takeover, price

scraping, and denial of service. The company is considering Chat-bots based on their feasibility
 Customer Collaboration 9

in technological business developments and wide adoption across industries. The concept

promises a expanded business focus support by effective communication and customer

interaction globally. The success of using AI bots is evident in several messaging app, which the

company also considers based on the sensory ability and developmental features that come with

technological advancement offered by artificial intelligence (Davenport et al. 2020). The bots

powered by AI will stimulate real customer interaction via various chat platforms as an

alternative to the current physical customer shops. The bots will be developed on Machine

Learning features to acquire communicative cadences and imitate the physical human customer

care features through written or spoken modes of communication. As result, the use of AI is

highly considered because it aims to enhance business development, support wider marketing

features for the business, and support the business to customer interactions as a B2C initiative.

The Applied Technology

The introduction of the online business structure demands more AI applications than ever

before. The introduction to the technological or online gaming industry requires the company to

be updated and keep up with the growing trends in the industry. Keeping up with the desired

trends implies integrating a messaging system into the online gaming platform. All regular

updates usually given on the shop boards will be issued through the online account boards and

messaging system that is similar to the existing trends in the market (Kumar, Choi, and Greene,

2017). The messaging applications have become critically popular in business operations than

social media thereby showing greater potentiality for use as an effective communication platform

for daily business operations (Campbell et al. 2020). Built on machine learning technology, the

bot will support regular business interaction between the internal stakeholders, business to

customer division, and external partners. The feature replaces the ordinary physical staff
 Customer Collaboration 10

operation system that previously runs the day-to-day activities of the company through the

purchase of tickets, listing of games, payments, and other technical support systems to the

clients. The use of AI will also support the base business operation functions by integrating

major utilities ranging from research, marketing, sourcing, and daily operation management

hence providing a range of services under one roof. The adoption of the online bet technology is

glamorous but the ability to effectively manage it would be more critical. Hence, the operations

must be managed in a manner that targets cost reduction but increased production (Mohan,

2019). The plan further reinstates the importance of using AI as it provides an integrated

platform that brings together the functions on a single platform. The organization is also

considering merging related operation duties. For instance, rather than retaining the marketing

and research divisions separately, there is potential in merging the two sections to come up with

a single research and marketing department. The use of artificial intelligence systems like

machine learning provides a conjoined ability of the online system to use bots for marketing and

apply the same review platforms to assess the relevance and acceptance of the products. The

company will also use the same feature and results collected to survey the consumption behavior

over the internet. The result of such a change will be a reduction in the cost of marketing and

research operations while increasing their utilities through a brighter market view and increased

customer contacts. 

Capabilities and Use

The interactive has a market behavior that is critical to the success of the business

operations. There is no doubt that consumption particularly on the mode of conducting their

activities will take time to change. The move may also affect revenues and profit for the early

stages. Hence, apart from developing a strong marketing strategy to popularize the expanded
 Customer Collaboration 11

business features, the business will conduct an operational revamp and review on all features to

identify the most feasible as the core of the business operations (Saunders, 2017). The decision

implies that the business will identify its strength and build them further to support the

shortcomings caused by the weaknesses of the operations. Once more, the management of the

outlier effect must be considered as it stands to affect the business operations and management.

Such include identifying the potential clients and ensuring that they accept the expanded

business as soon as possible. Therefore, all operational reviews must be conducted in line with

the advantages of the AI bots and emphasis on reduction of the cost of operation and increase of

profit just to keep the business on the safe side during the transition period.

The marketing features of the AI bots aim at helping the business to save money from

huge marketing infrastructure and bonus abuses currently experienced. The organization will

achieve this through increased customer assistance that comes with the expanded future (Soni et

al. 2019). The extensive customer assistance is in preparation for handling support quests that

come with online platforms. With one virtual person being able to assist many clients at the same

time, AI will provide the needed understanding of the products/services and budget lines among

other common queries the customers may need (Malali and Gopalakrishnan, 2020). The use of

AI integrates the entire process of customer assistance from registration, payments, and checkout

that can be run consistently without requiring much human customer care support. As a result,

the business will be able to cut down on the customer of customer support while increasing

customer assistance beyond the local borders.

The AI bots give the business the most needed assistance on real-time assessment and

promotion of sales. Chatbots give a unique interactive communication experience where the

customers make inquiries and receive answers immediately without any delay (Kachouie,
 Customer Collaboration 12

Mavondo, and Sands, 2018). The platform also allows individual customers’ content

specialization where only what the customer searches or asks for will be availed. This is an

addition to having a 24/7 customer support system thereby extending the service access beyond

the traditional 12 hours provided by the retail shops. Besides, the use of an AI bot will support

both active and passive customer interaction (Okuda and Shoda 2018). The support service will

be available on live engagement and through passive systems such as emails and text that will be

still be responded to on time.

AI also benefit B2C by enhancing the security of customers’ data and protect them

against attacks through compromised accounts. The ability of the bots to support effective

communication with customers provides a good ground and insight for assessing and verifying

customer information (Sterne, 2017). The business will also be able to assess the regular

behavior in the information used by the clients and recommend or improve services to suit their

needs. Besides, AI will be used to monitor consumer data and behavior online to protect them

against invasion by cybercriminals.

Part 3: Personal Perspective

Changing the future of the company is an ideal goal. However, achieving that goal

demands personal commitment and development, something that I have prepared myself for. The

foundation of self-development is skill acquisition. The choice to learn and expand my

knowledge has never been tested before than now. The breakout of the Ciovid-19 pandemic has

shown the need for companies and their employees to acquire relevant skills that leverage the

company at times of emergency. The pandemic has revealed that technological acquisition

should not only be relied on as a strategy but as an expanded reason to do business. The situation

implies that the business has delayed putting into use the online business perspective and can no
 Customer Collaboration 13

longer risk wasting more time. I believe that the company would have performed better even

during the Covid-19 pandemic had it put the online business early enough. Hence, there is much

to learn from the current pandemic concerning business operations.

I have prioritized skill development in compliance with the new changes in the company

is aimed at increasing personal productivity as an element of the overall organizational growth

focus during the transition. There is no doubt that change in personal development particularly

training myself on leadership will not only benefit my career but also enhance organizational

performance (Managers Organization UK, 2019). As a team in the department, we look forward

to creating potential and reliable experts in the expanded experience at the time when the

institution needs people to understand the course of change and the benefits that come with it.

The understanding of this objective and focus on self-development is at a time when adopting an

IT relevant skill is not negotiable. Hence, without waiting for the company to train all its

workforce, I realized the need to build my skills as a foundation for self-competitiveness and

career development.

I have adopted numerous ways to approach the current and emerging customer issues and

in the realization of my role in selling and negotiations of the company products. The approach

has taken a developmental perspective by using my past experience and current situations to

learn skills that will support the upcoming changes in the company (Badyaev, 2005). I have

acquired extreme adaptability skills as an approach to current and emerging market trends. The

adaptability skills help manage the shifting occupational responsibility in the company and own

career goals and expectations that company with company changes (Kachouie, Mavondo, and

Sands, 2018). The skill has enabled me to develop flexible working pattern amidst the changes

with a greater sense of purpose, realigning my values to suit the extracurricular perks of work
 Customer Collaboration 14

that have become fundamental features of the institution as it faces a great culture change in

adopting online gambling (Bimrose, and Hearne, 2012). As a result, I have learned to embrace

personal development negotiations in accepting and adapting to the changes postulated by the

lifeline of online gambling as a role and institutional objective.

My pursuit for extreme adaptability is in line with the desire to thrive scholarly

development as a signal for operational change. The preparedness includes regular assessment

and experimentations of new ideas as an individual and group to ensure that the changes

recommended to the department and institutional top leadership is ethical, implementable, and

economically sound (Kadic-Maglajlic, et al. 2019). The openness to changes in the recent time

has also created a sense of service promotion through the expanded business model, change in

operations, and adoption of new sales and negotiation strategies (Hartmann, Wieland and Vargo,

2018). Hence, it is my realization that acceptance top change remains the key developmental

amplifier of personal development and the need for natural evolution or transition to the use of

the online platform as the future business platform as a performance metric and new culture.

I have acquired high emotional intelligence as a skill to support the negotiations for

change and transformation of the company. Emotional intelligence is key to creating a

collaborative team of internal and external stakeholders (Zeidner, Matthews, and Roberts, 2004;

Tischler, Biberman, and McKeage, 2002). To have a better team, one has to learn to understand

not only the spoken words but also the unspoken words of his colleagues by realizing what they

mean to say and how it affects their emotional wellbeing (Managers Organization UK, 2019).

Even not as the top leader, this skill is important in nurturing one’s leadership ability thereby

creating a wider difference between a manager and the leader (Nikolaou, and Tsaousis, 2002).

As a service company, the leadership reference in the skill is needed now than before hence the
 Customer Collaboration 15

need for acquiring this skill in preparation for the future by learning from the current and past

(Oginska-Bulik, 2005). I have also approached this leadership ability from the understanding that

I need to encourage and motivate myself and colleagues in order to be a better leader (Chin,

Anantharaman, and Tong, 2011). The focus of this kind of leadership is its essentiality in

creating a better negotiator for change being highly self-aware and cognizant of own and others’

emotional cues as a way of improving the handling of situations to foster greater change for the

organization.

I have learned the importance of project management skills. Project management skills

are important in the day-to-day activity of the business during the transition to full online gaming

platforms. The skill is prevalent based on the constant changes in technology implying that it

remains relevant in the future owing that the company plans to integrate its retail and online

operations (Crawford, 2005). The approach to skill acquisition will ensure that the skills acquire

today are consistently updated to remain relevant to the company today and future. Agile

remains a key strategy to apply in the technological advancement of the company. The principal

oversees the innovative and collaborative interest of the business where change is the only

permanent solution. As a staff, my interest is not only personal agility but also the institutional

corporation and how we can improve on the innovative improvement of the changes to ensure

that the customers and other stakeholders are prepared for the service and operational changes

(Dearstyne, 2012). Hence, my focus has been on creating constant and iterative changes to

achieve the overall objective of the team and the company. The skill supports the breaking down

of tasks into manageable key components which creates a new interpretation of work by the

staff. In return, the customers will be able to appreciate the efforts through efficient service

provided to the customers. The changes will be managed by stakeholder collaboration,

 Customer Collaboration 16

innovation, and creativity (Palm, and Lindahl, 2015). Besides, I have learned that achieving such

an objective requires great clarity in the extent or scope of work particularly for the team duties

to ensure that each person maximizes their efforts and opportunities to produce the best result for

the institutions.

I have also learned the importance of data management and the risks that come with it.

With the adoption of AI, the organization is opening up to more data management opportunities

and risks in the institution. The changes require skills in data management and risk assessment,

something that I have looked at since the closure due to the covid-19 pandemic as an opportunity

since the online gaming system was already on the table as an option (Zhang, Majid, and Foo,

2010). The skill is also necessary if the only game platform is no longer a survival strategy but a

expanded business venture based on technological advancement and changes in the gaming

industry. The skill further prepares me for the negotiations particularly involving the customers

whose gaming culture and data are on the verge of experiencing the greater change. I have been

able to acquire critical skills in data security thereby advancing in customers’ data management

as a new normal and core of the business operations. The adoption of the expanded online

gaming as the main service platform has come with a cost of data management on the shoulder

of all employees (Demchenko et al. 2019). Apart from the institutional mandate on the protection

of clients’ information, there is the individual duty to protect the integrity and choices of all the

staff at all times. Hence I have been able to train myself ahead of the team and the institution to

understand all it requires to personally contribute to the overall data protection and risk

mitigation at the institution.

Concisely, There is the critical element of cultural diversity that comes with global online

operations, going online now opens the company’s operations to unlimited customers hence we
 Customer Collaboration 17

must be able to learn how to deal with cultural diversity (Wambui et al. 2013). As a company, it

will be easy to integrate the diverse cultures and global business practices as opposed to

restricting cultures which may be detrimental to the business’ expansion objectives. Therefore in

order to build borderless online operations, I have acquired multicultural management skills that

remain instrumental in sales, marketing, and negotiations and the company fully walks into the

digital world as long-term operations.

 Customer Collaboration 18

References

Badyaev, A.V., 2005. Role of stress in evolution: from individual adaptability to evolutionary

adaptation. In Variation (pp. 277-302). Academic Press.

https://www.researchgate.net/profile/Brian_Hall3/publication/279959627_Variation_and

_Variability/links/5a2546ada6fdcc8e86693b78/Variation-and-Variability.pdf#page=299

Bimrose, J. and Hearne, L., 2012. Resilience and career adaptability: Qualitative studies of adult

career counseling. Journal of Vocational Behavior, 81(3), pp.338-344.

https://www.academia.edu/download/51773461/resilience_and_career_adaptability-

qualitative_studie_of_adult.pdf

Blazevic, V. and Lievens, A., 2008. Managing innovation through customer coproduced

knowledge in electronic services: An exploratory study. Journal of the Academy of

Marketing Science, 36(1), pp.138-151.

https://www.researchgate.net/profile/Larissa_Statsenko/publication/339784588_Custome

r_collaboration_service_firms%27_diversification_and_innovation_performance_-

_Article_available_at_httpsauthorselseviercomc1ahaM4WstG28x/links/5fa542a6299bf10

f7328c5b7/Customer-collaboration-service-firms-diversification-and-innovation-

performance-Article-available-at-https-authorselseviercom-c-1ahaM4WstG28x.pdf

Campbell, C., Sands, S., Ferraro, C., Tsao, H.Y.J. and Mavrommatis, A., 2020. From data to

action: How marketers can leverage AI. Business Horizons, 63(2), pp.227-243.

https://www.researchgate.net/profile/Colin_Campbell7/publication/338290896_From_dat

a_to_action_How_marketers_can_leverage_AI/links/5e4c8ac492851c7f7f456b8e/From-

data-to-action-How-marketers-can-leverage-AI.pdf
 Customer Collaboration 19

Canhoto, A. I. et al. (2017a) ‘The role of customer management capabilities in public–private

partnerships’, Journal of Strategic Marketing, 25(5-6), pp. 384–404.

https://mdx.primo.exlibrisgroup.com/view/action/uresolver.do?

operation=resolveService&p

ackage_service_id=1729785530004781&institutionId=4781&customerId=4780.

Canhoto, A. I. et al. 2017. ‘The role of customer management capabilities in public–private

partnerships’, Journal of Strategic Marketing, 25(5-6), pp. 384–404.

https://mdx.primo.exlibrisgroup.com/view/action/uresolver.do?

operation=resolveService&p

ackage_service_id=1729785530004781&institutionId=4781&customerId=4780.

Chaffey, D. and Ellis-Chadwick, F. 2019. Digital marketing: strategy, implementation and

practice. Seventh edition. Harlow, England: Pearson. Available at:

https://www.vlebooks.com/vleweb/Product/Index/1224753.

Chin, S.T.S., Anantharaman, R.N. and Tong, D.Y.K., 2011. The roles of emotional intelligence

and spiritual intelligence at the workplace. Journal of Human Resources Management

Research, 2011, pp.1-9.

https://www.researchgate.net/profile/Tee_Chin/publication/290831084_The_Roles_of_E

motional_Intelligence_and_Spiritual_Intelligence_at_the_Workplace/links/573d833808a

e9f741b2fb6ba/The-Roles-of-Emotional-Intelligence-and-Spiritual-Intelligence-at-the-

Workplace.pdf

Chris Hackley. 2009. Marketing: a critical introduction [ebook]. London: SAGE Publications.

Available at: https://www.vlebooks.com/vleweb/Product/Index/1093548.

 Customer Collaboration 20

Crawford, L., 2005. Senior management perceptions of project management

competence. International journal of project management, 23(1), pp.7-16.

https://citeseerx.ist.psu.edu/viewdoc/download?

doi=10.1.1.476.5133&rep=rep1&type=pdf

Davenport, T., Guha, A., Grewal, D. and Bressgott, T., 2020. How artificial intelligence will

change the future of marketing. Journal of the Academy of Marketing Science, 48(1),

pp.24-42. https://link.springer.com/article/10.1007/s11747-019-00696-0

Dearstyne, B.W., 2012. Smoothing the turbulence: Project management strategies for the

changing workplace. Information Management Journal, 46(2), pp.28-34.

https://go.gale.com/ps/i.do?id=GALE

%7CA301384155&sid=googleScholar&v=2.1&it=r&linkaccess=fulltext&issn=1535289

7&p=AONE&sw=w

Demchenko, Y., Wiktorski, T., Gallego, J.C. and Brewer, S., 2019, September. EDISON Data

Science Framework (EDSF) Extension to Address Transversal Skills required by

Emerging Industry 4.0 Transformation. In 2019 15th International Conference on

eScience (eScience) (pp. 553-559). IEEE. http://uazone.org/demch/papers/dtw2019-

edsf4-course-transversal-v05.pdf

Edmondson, A. 2011. ‘Strategies for learning from failure: we are programmed at an early age to

think that failure is bad. That belief prevents organizations from effectively learning from

their missteps.’, Harvard Business Review, 89(4).

https://mdx.primo.exlibrisgroup.com/view/action/uresolver.do?

operation=resolveService&p

ackage_service_id=1779794650004781&institutionId=4781&customerId=4780.
 Customer Collaboration 21

Fulgoni, Gian M. 2017. ‘Measuring the Effectiveness of Branded Content across Television and

Digital Platform: How to Align with Traditional Marketing Metrics While Capturing

What Makes Branded Content Unique’, Journal of Advertising Research, 57(4). doi:

Grigsby, Mike. 2015. ‘Analytic choices about pricing insights’, Marketing Insights, 27(2).

Hartmann, N. N., Wieland, H. and Vargo, S. L. 2018. ‘Converging on a New Theoretical

Foundation for Selling’, Journal of Marketing, 82(2), pp. 1–18. Available at:

Hoda, R., Noble, J. and Marshall, S., 2011. The impact of inadequate customer collaboration on

self-organizing Agile teams. Information and Software Technology, 53(5), pp.521-534.

https://www.researchgate.net/profile/James_Noble2/publication/222999049_The_impact

_of_inadequate_customer_collaboration_on_self-

organizing_Agile_teams/links/59e8429ea6fdccfe7f8b30ba/The-impact-of-inadequate-

customer-collaboration-on-self-organizing-Agile-teams.pdf

https://mdx.primo.exlibrisgroup.com/discovery/fulldisplay?docid=gale_ofa421475798&cont

ext=PC&vid=44MUN_INST:hendon&lang=en&search_scope=CentralIndex&adaptor=P

rimo %20Central&tab=Central_Index&query=any,contains,%E2%80%98Analytic

%20choices%2 0about%20pricing%20insights%E2%80%99,.

https://mdx.primo.exlibrisgroup.com/view/action/uresolver.do?operation=resolveService&a

mp;package_service_id=1729785240004781&institutionId=4781&customerId

=4

Kachouie, R., Mavondo, F. and Sands, S. 2018. ‘Dynamic marketing capabilities view on

creating market change’, European Journal of Marketing, 52(5/6), pp. 1007–1036.

Available at: https://doi-org.ezproxy.mdx.ac.uk/10.1108/EJM-10-2016-0588.

 Customer Collaboration 22

Kadic-Maglajlic, S. et al. 2019. ‘Three Levels of Ethical Influences on Selling Behavior and

Performance: Synergies and Tensions’, Journal of Business Ethics, 156(2), pp. 377–397.

doi: 10.1007/s10551-017-3588-1.

Kotler, Phil T. 2019. Full details and actions for Principles of marketing. Pearson Education.

Available at: https://www.vlebooks.com/vleweb/Product/Index/1736133.

Kumar, V., Choi, J. B. and Greene, M. 2017. ‘Synergistic effects of social media and traditional

marketing on brand sales: capturing the time-varying effects’, Journal of the

Malali, A.B. and Gopalakrishnan, S., 2020. Application of Artificial Intelligence and Its Powered

Technologies in the Indian Banking and Financial Industry: An Overview. IOSR Journal

Of Humanities And Social Science, 25(4), pp.55-60.

Managers Organization UK. 2019. The 5 new skills required in the modern workplace.

https://www.managers.org.uk/knowledge-and-insights/article/new-skills-required-in-the-

modern-workplace/

Managers Organization UK. n.d. Transforming accidental managers into conscious leaders.

https://www.managers.org.uk/

Mohan, R., 2019. The Chat bot revolution and the Indian HR Professionals. International

Journal of Information and Computing Science, 6(3), pp.489-499.

Molokken-Ostvold, K. and Furulund, K.M., 2007, August. The relationship between customer

collaboration and software project overruns. In Agile 2007 (AGILE 2007) (pp. 72-83).

IEEE. https://core.ac.uk/download/pdf/30828110.pdf#page=41

Nikolaou, I. and Tsaousis, I., 2002. Emotional intelligence in the workplace: Exploring its effects

on occupational stress and organizational commitment. The International Journal of

Organizational Analysis.
 Customer Collaboration 23

https://www.researchgate.net/profile/Ioannis_Nikolaou/publication/235253107_Emotiona

l_Intelligence_in_the_Workplace_Exploring_its_Effects_on_Occupational_Stress_and_

Organizational_Commitment/links/00b495360df774565c000000.pdf

Oginska-Bulik, N., 2005. Emotional intelligence in the workplace: Exploring its effects on

occupational stress and health outcomes in human service workers. International journal

of occupational medicine and environmental health, 18(2), pp.167-175.

http://test.imp.lodz.pl/upload/oficyna/artykuly/pdf/full/Ogi8-02-05.pdf

Okuda, T. and Shoda, S., 2018. AI-based chatbot service for financial industry. Fujitsu Scientific

and Technical Journal, 54(2), pp.4-8.

Palm, K. and Lindahl, M., 2015. A project as a workplace: Observations from project managers

in four R&D and project-intensive companies. International Journal of Project

Management, 33(4), pp.828-838.

https://www.academia.edu/download/36214828/PalmLindahl.pdf

Saunders, A. A. 2017. Top 7 benefits of Chatbots for your business.

https://www.digitaldoughnut.com/articles/2017/october/top-7-benefits-of-chatbots-for-

your-business

Schubert, P. and Koch, M., 2002. The power of personalization: Customer collaboration and

virtual communities. AMCIS 2002 Proceedings, p.269.

https://irf.fhnw.ch/bitstream/handle/11654/8907/_ppt_content_pub_the-power-of-

personalization-customer-collaboration-and-virtual-communities_schubert_koch.pdf?

sequence=1

Schubert, P., 2000. The participatory electronic product catalog: Supporting customer

collaboration in e-commerce applications. Electronic Markets, 10(4), pp.229-236.

 Customer Collaboration 24

https://irf.fhnw.ch/bitstream/handle/11654/8863/_ppt_content_pub_the-participatory-

electronic-product-catalog-supporting-customer-collaboration_100068.pdf?sequence=1

Soni, N., Sharma, E.K., Singh, N. and Kapoor, A., 2019. Impact of artificial intelligence on

businesses: from research, innovation, market deployment to future shifts in business

models. arXiv preprint arXiv:1905.02092.

Sterne, J., 2017. Artificial intelligence for marketing: practical applications. John Wiley & Sons.

Tischler, L., Biberman, J. and McKeage, R., 2002. Linking emotional intelligence, spirituality

and workplace performance. Journal of managerial psychology.

https://www.researchgate.net/profile/Len_Tischler/publication/241916975_Linking_Emo

tional_Intelligence_Spirituality_and_Workplace_Performance/links/572d292a08ae37360

95a3e08/Linking-Emotional-Intelligence-Spirituality-and-Workplace-Performance

Wambui, T.W., Wangombe, J.G., Muthura, M.W., Kamau, A.W. and Jackson, S.M., 2013.

Managing Workplace Diversity: A Kenyan Pespective. International Journal of Business

and Social Science, 4(16).

https://ijbssnet.com/journals/Vol_4_No_16_December_2013/19.pdf

Zeidner, M., Matthews, G. and Roberts, R.D., 2004. Emotional intelligence in the workplace: A

critical review. Applied Psychology, 53(3), pp.371-399.

https://www.academia.edu/download/51229465/Emotional_Intelligence_in_the_Workpla

ce_20170106-19276-1xj9in8.pdf

Zhang, X., Majid, S. and Foo, S., 2010. Environmental scanning: An application of information

literacy skills at the workplace. Journal of Information Science, 36(6), pp.719-732.

https://citeseerx.ist.psu.edu/viewdoc/download?

doi=10.1.1.1034.1709&rep=rep1&type=pdf