Context Aware Customer Experience Management: A Development Framework Based on Ontologies and Computational Intelligence

2016 ◽  
pp. 273-311 ◽  
Author(s):  
Hafedh Mili ◽  
Imen Benzarti ◽  
Marie-Jean Meurs ◽  
Abdellatif Obaid ◽  
Javier Gonzalez-Huerta ◽  
...  
Keyword(s):  
Computational Intelligence ◽  
Customer Experience ◽  
Context Aware ◽  
Customer Experience Management ◽  
Development Framework

Selecting which touchpoints to manage for customer loyalty: an empirical analysis in retail banking

2019 ◽  
pp. 39-54
Author(s):  
Marco Ieva ◽  
Cristina Ziliani
Keyword(s):  
Empirical Analysis ◽  
Customer Loyalty ◽  
Online Survey ◽  
Customer Experience ◽  
Retail Banking ◽  
Customer Experience Management ◽  
Moderating Role

Customer Experience develops through a journey of touchpoints. However, little is known on the role of touchpoints in contributing to customer loyalty, which is the final aim of Customer Experience Management. This study provides an examination of the relative and moderating role of frequency and positivity of exposure to more than twenty touchpoints and their interplay in contributing to customer loyalty. An online survey on more than three thousand consumers is run with reference to retail banking. Results show that only a small number of touchpoints is significantly related to customer loyalty. Findings point companies' attention to invest their efforts in managing both the frequency and positivity of specific touchpoints.

scholarly journals Customer experience management: asking the right questions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ian R. Hodgkinson ◽  
Thomas W. Jackson ◽  
Andrew A. West
Keyword(s):  
Decision Making ◽  
Business Models ◽  
Management Practices ◽  
Management Practice ◽  
Customer Experience ◽  
Content Type ◽  
Customer Data ◽  
Customer Experience Management ◽  
New Perspective ◽  
The Right

Purpose Customer experience is more critical than ever to firms’ successes and future growth opportunities. Typically measured through aggregate satisfaction scores, businesses have been criticized for oversimplifying what experience means. The purpose of this study is to provide a new perspective on experience management and offers a novel way forward for customer-centric strategizing. Design/methodology/approach Mapping the current digital technologies being used across businesses in all sectors to engage and connect with customers more effectively, this paper outlines some of the fundamental challenges of experience management and future opportunities to enhance business practice. Findings Businesses are capturing what they know about customers, rather than what a customer thinks and feels about the firm. Many experience management initiatives create customer pains (not gains), while for businesses, decision-making can be jeopardized by fake customer data. A framework based upon the five experience dimensions is presented for optimal customer-driven decision-making. Practical implications Going beyond aggregate satisfaction scores that serve as an output rather than an input into businesses strategizing, the paper presents an actionable framework for targeted investments and enhanced experience management practices. Originality/value Businesses are seeking to grow intelligent customer experience analysis capabilities to disrupt traditional business models toward greater customer-centricity and to track the digital spread of positive and negative experiences. Examining how this is being done and where the weaknesses lie by bridging management practice and the scientific literature, this paper provides new knowledge to advance customer-centric strategies for growth and profitability.

scholarly journals Mapping the Customer Experience Management Strategies for Customer Loyalty in Retail Hypermarket Jabodetabek

The Winners ◽  
2015 ◽  
Vol 16 (1) ◽  
pp. 15
Author(s):  
Jerry Marcellinus Logahan ◽  
Janita Sembiring Meliala ◽  
Iskandar Putong
Keyword(s):  
Management Strategies ◽  
Customer Experience ◽  
Global Market ◽  
Lower Quadrant ◽  
Negative Dimension ◽  
Customer Experience Management ◽  
Shopping Experience ◽  
Retail Chains ◽  
Group 2 ◽  
Group 1

Today, competition in the global market has become increasingly difficult and and at the same time products and services provided by retail companies tend to be similar. So in such circumstances, customers expect not only satisfied with the products and services, but also the pursuit of the perfect shopping experience during the shopping process. The purpose of this study was to devise a customer experience management strategy at a hypermarket retailer Carrefour, Hypermart, Giant, and Lotte Mart. Both overall and per hypermarket retail chains that have the same character. The method used is Factor Analysis, Multi Dimension Scaling (MDS). The object of research is the hypermarket retail customers in Jakarta, Bogor, Depok, Tangerang and Bekasi to sample 360 people. The results of MDS mapping CEM variable per retail hypermarket retail hypermarket seen no one who is in the first quadrant in which the dimensions 1 and 2 positive namely Gianthypermarket retail. Tthere are three retail hypermarket located in quadrant 2 wherein the dimensions of 1 positive and 2 negative dimension namely retail Carrefour, Hypermart and Lotte Mart. In MDS can be classified Group 1 are the outlets; Group 1 are GPS (Giant Plaza Semanggi), CLB (Carrefour Lebak Bulus), CPH (Carrefour Permata Hijau) and HPV (Hypermart Pejaten Village) which leads to a positive value. While other outlets in group 2 are CCB (Carrefour Cibinong Bogor), GBT (Giant BSD Tangerang), GMD (Giant Margo city Depok), HPB (Hypermart Pondok Gede Bekasi), HJT (Hypermart JACC Thamrin), LRP (Lotte Mart Ratu Plaza), LKG (Lotte Mart Kelapa Gading), LF (Lotte Mart Fatmawati) have in common in the lower quadrant (negative).

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