Fiorentino, Anna

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Anna Fiorentino completed her Master’s Degree in Business Administration at the University of Pisa, where she majored in consumer behavior, behavioral economics and marketing of services. She holds a Master in Management of Innovation and a Ph.D. in Marketing from Scuola Superiore Sant’Anna di Pisa. She also spent a year at Institut d’administration des entreprises in Aix-en-Provence, France. She has 25 years of experience working in marketing and sales in multiple industries, including consumer goods, airlines, artificial intelligence and learning consulting. Fiorentino spent 16 years at McKinsey as a marketing and sales consultant. She held a position in professional development for newly elected partners of McKinsey, worldwide. Starting in 2019, the passion to support personal and professional growth drove Fiorentino to take a teaching position. With her background as a marketing consultant, in 2020, she took the leadership in new product development and EdTech solutions at Luiss Guido Carli University in Rome. Her teaching philosophy is to provide students with a balance of theory and practice, as well as share what she has learned from both her academic and professional background. At John Cabot University she currently teaches Brand Management and Sales Management, and Brand Management and Neuroscience for the Center for Professional and Continuous Education. She is also a lecturer at Luiss Business School, where she is the scientific coordinator of a “How to Present Lab” and teaches Sales Management, Retail Management and Key Account Management.

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  • Publication
    Beyond boundaries: a multidisciplinary approach to understand the relationship between customer satisfaction and behavior in services
    (2025) Fiorentino, Anna
    This article investigates the complex relationship between customer satisfaction and behavior in services, aiming to provide actionable insights for managers seeking to leverage satisfaction for improved business outcomes. The link between satisfaction and behavior is characterized by anomalies and complexities, such as satisfed customers switching brands, a disproportionate efect of low levels of dissatisfaction on behavior, non-linearity, asymmetry, and zones of low behavioral response. While these insights have signifcantly advanced scholarly discourse, they are often difcult to apply in practice, as they tend to focus narrowly on specifc aspects—such as non-linearity or the role of emotions—or prioritize satisfaction over dissatisfaction, leaving managers without a holistic framework to navigate these dynamics. This study emphasizes the need for a comprehensive understanding of how varying satisfaction levels, from extreme dissatisfaction to extreme satisfaction, infuence customer buying behavior. Using a longitudinal case study of a Fortune 500 fnancial services company, and adopting a multidisciplinary approach that integrates the above-mentioned fndings with insights from behavioral economics, neuroscience and brand equity, this article proposes a preliminary integrative model of the satisfaction-behavior curve that explains its non-linearity and asymmetry, as well as the cognitive and emotional factors that drive its infection points. Managerial implications include prioritizing actions that move customers beyond the “indiference zone”; addressing promptly and proactively even minor dissatisfaction episodes; closely monitoring defection rates and their underlying causes. As these early fndings are based on a single case study in an industry characterized by high involvement, future research should validate the proposed curve across industries and contexts, and considering moderating variables like culture, competition, and market maturity.