A Development Framework for Customer Experience Management Applications: Principles and Case Study

Benzarti, Imen; Mili, Hafedh

doi:10.1109/icebe.2017.27

Cited by 9 publications

(2 citation statements)

References 16 publications

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“…CEM is the name given to the 'Total Customer Experience' strategic management Bridging the gap between customer experience management and mobile shopping process in a firm, which involves the firm's efforts to improve the quality of interactions with consumers in consistent and effective encounters (Joshi, 2014). An experience consists of individual contacts between the firm and the customer at distinct points in the experience, called touch points (Benzarti & Mili, 2017;Homburg, Jozi´c & Kuehnl, 2015;Puccinelli et al, 2009). CEM serves to structure the experiences offered to the customers, determining which clues can generate a participatory and lasting experience (Lipkin, 2016;Weber & Elferink, 2017).…”

Section: Theoretical Framework For Cemmentioning

confidence: 99%

Bridging the gap between customer experience management and mobile shopping

Gutiérrez

Jiménez

Domínguez

2019

RBGN

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Purpose -The purpose of this research is to study three clues (employee reputation, site design, and security) of the Customer Experience Management framework that can prompt mobile shopper satisfaction and repurchase intention. The moderator role of perceived distance of the retailer is explored.Design/methodology/approach -The Partial Least Squares approach was employed to analyze information gathered from 1053 mobile shoppers in a geographically extensive and emerging market (Mexico).Findings -The Customer Experience Management framework is helpful in explaining m-shopper satisfaction and intention to repurchase via mobile phone. Our findings show that reputation (particularly for consumers who perceive that retailers are near), site design (principally for consumers who perceive that retailers are far away), and security enhance mobile-shopper satisfaction. Satisfactory experiences increase repurchase intention, regardless of perceived distance of alternative retailers.Originality/value -This study contributes to understanding which factors mobile vendors (m-vendors) could manage in different ways to engender satisfaction and intention to repurchase via mobile, from the unexplored Customer Experience Management perspective and in a scarcely studied emerging market. Also, a key facet of this study is related to the moderating influence of perceived distance on the relationship between employee reputation, site design, and security, on one hand, and m-shopper satisfaction on the other.

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Section: Theoretical Framework For Cemmentioning

confidence: 99%

Bridging the gap between customer experience management and mobile shopping

Gutiérrez

Jiménez

Domínguez

2019

RBGN

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“…From 2015 to 2018, studies were very promising for CX management. Practices, processes and tools were introduced [21], a review of practices was published [22], a research for B2B Management was conducted [23], a conceptual Model for Digitalization was proposed [24], an approach on hospital management was formed [25], a review in the hospitality field [26] and research note in tourism field [27] were published. A useful diagnostic and benchmark tool for practitioners to identify their current state and to define an improved future state was developed [28].…”

Section: Introductionmentioning

confidence: 99%

Challenges of Total Customer Experience (TCX): Measurement beyond Touchpoints

Chatzopoulos¹,

Weber²

2018

IJIEM

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Customer Experience (CX) is an already known term and is usually measured at one or more "touchpoints", which are direct and indirect interactions between a customer and a company. Most companies typically use touchpoint measurements as a representation for the Total Customer Experience (TCX). However, one can argue that this representation is inadequate since CX is also determined by what is experienced before, between and after touchpoints, which defines the whole customer journey. This paper discusses the adequacy of TCX measured only through touchpoints and investigates the challenges of (a) defining, (b) modelling and measuring, and (c) managing and improving TCX. First, TCX definition challenges are discussed and a new definition of TCX is proposed, considering the four phases that characterise the whole customer journey that are Initiation, Touchpoints, In-between Touchpoints and Finalization. Second, the challenges of modelling and measuring TCX are addressed and a new TCX model that measures emotions is proposed and explained through a fictitious case example. Third, three challenges for managing and improving TCX are discussed and a new way to manage and improve the TCX performance in a company is presented and applied by using the developed TCX model and the case example.

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