A Bonded Experience: “Value Creation as the Creation of an Experience, Within a Business Relationship”

Abstract

In this paper, we investigate the application of the concepts of customer experience (CX) and co-creation for SMEs in the B2B sector. Based on a systematic review of extant research on the subject of CX, we will recognize that customer experience management (CXM) can be a new way for organizations to create a competitive advantage, simultaneously creating more value for their customers. We will introduce a conceptual framework for a better understanding of the concept, identifying several elements that have to be taken into account in CXM, i.e., the types, levels, and strengths of experience; the tacit and measurable outcomes of a great CX for the firm; the methods to measure CX; the conditions to execute CXM; the possibilities for CXM by the firm, such as the management of experience providers and the application of the customer journey approach to gain insights into customers' experience; and, finally, the role that customers have in CXM. With this latter element of our framework, we will be able to cross the bridge from CX to customer co-creation, in particular the co-creation of experiences in NPD. Reflecting these insights on SME practice will teach us what smalland medium-sized enterprises can do to apply CXM. In that respect, we will observe that research has not reached a sufficient level of knowledge to aid firms in achieving this goal. We intend to further investigate the application of CX concepts in SME in ongoing studies.

Digital customer experience: the risk of ignoring the non-digital experience

“…Thus, CX is defined as "… a personal and subjective response that customers have on direct or indirect contact with an organization. The organization tries to evoke several kinds of perceptions to a customer by influencing this CX: emotional, physical, sensorial, rational and relational, where customers and the organization cocreate unique, meaningful experiences in order to achieve a profitable, durable and affective relationship that gives value to all stakeholders" [1]. The role and importance of experience in consumption and use of goods and services was first proposed by Holbrook and Hirschman [12], who introduced CX, advancing contemporary consumer behaviour models that were mainly based on rational behaviour of consumers.…”

“…Furthering this new perspective, Schmitt advises "to treat consumers as living human beings with experiential needs, rather than as rational price-and attribute-driven information seekers and givers" [13]. Consumers want to experience that their feelings, senses and souls are being "touched" and are in search of authentic and honest treatments by providers [1]. Consumption is no longer a matter for "customers" in the depersonalized sense, but holistic for individuals [13].…”

“…Touchpoints can be classified as human, product, service, communication, spatial, and electronic interaction [32]. Not all touchpoints are equally significant for a customer [56] and may differ substantially between organizations and processes [1]. Aichner and Gruber [32] identify customer touchpoints and their importance in a B2B setting, finding that those classified as human interaction have the highest importance for customer satisfaction, whereas electronic or digital interactions were regarded as significantly less important.…”

“…The difficulty, of course, is how to create and manage these unique experiences. To answer this question, some scholars and practitioners have focused their research and publications on the concept of customer experience management (CEM) [1]. However, much of the literature, aside from the conceptual nature, focus on yielding TCX, where the end-to-end customer journey or value chain matters [2].…”

“…One of the major developments in business has been the emergence of the Internet as a channel for commerce. The entire selling and buying process, from information search, communication, and selection, to transaction, delivery, and after-sales service, can nowadays be largely conducted across the digital channel [1]. Many mass customization (MC) firms have focused their efforts on optimizing digital production and customization through product configurators and the ordering process [3], in an effort to increase customers' process enjoyment and fulfilment [4].…”