Hierarchy of customer goals: conceptual framework and new insights

Abstract

Purpose

The purpose of this paper is to: (1) better understand the structure (hierarchy) of customer goals providing conceptual clarity; and (2) propose a hierarchy of customer goals conceptual framework that explicates how healthcare customer goals are linked to drivers and outcomes, thus building theory and informing practice.

Design/methodology/approach

The research draws on 21 in-depth interviews of patients with a chronic disease. Drawing principally on construal-level theory and using manual thematic analysis and Leximancer, this article provides new insights into customer goals.

Findings

In a first, the authors identify a two-dimensional structure for each of the three main goal types, which previously had been viewed as unidimensional. The authors develop a conceptual framework linking drivers of goal setting (promotion/prevention focus world view and perceived role) with goal type (life goals, focal goals and action plan goals and their respective subgoals) and outcomes (four forms of subjective well-being). Visual concept maps illustrate the relative importance of certain health-related goals over others.

Research limitations/implications

The usefulness of the authors’ conceptual framework is demonstrated through the application of their framework to goal setting among healthcare customers, showing links between the structure of goals (life goals, focal goals and action plan goals) to drivers (promotion/prevention focus world view and perceived role) and outcomes (subjective well-being) and the framework's potential application to other service settings.

Originality/value

This study contributes to healthcare marketing and service management literature by providing new insights into goal setting and proposing a novel hierarchy of customer goals conceptual framework linking drivers, goal types and outcomes.

Citation

Tabaei Aghdaei, Z., McColl-Kennedy, J.R. and Coote, L.V. (2021), "Hierarchy of customer goals: conceptual framework and new insights", Journal of Service Management, Vol. 32 No. 5, pp. 673-701. https://doi.org/10.1108/JOSM-03-2020-0087