e-Shopping Experience in e-Tail Market

2014 ◽  
Vol 5 (2) ◽  
pp. 13-24
Author(s):  
Kamaladevi B. ◽  
Vanitha Mani M.R.
Keyword(s):  
Customer Service ◽  
Information Quality ◽  
Customer Experience ◽  
Design Quality ◽  
Customer Experience Management ◽  
Factors Influencing ◽  
Shopping Experience ◽  
Store Design ◽  
The Individual ◽  
Internet Shop

Survival of fittest and fastest is the mantra of today's business game. In the modern e-Business era, the retailer must focus on the customer's e-Tailing experience to survive in the e-World. To focus an e-Customer's experience towards e-Tailing, the retailers should understand what “e-Tailing” actually means. e-Retailing is a form of electronic commerce which allows consumers to directly buy goods or services from a seller over the Internet using a web browser. e-Tailing can be referred as e-web store, e-Shop, e-Store, Internet shop, web-shop, web-store, online store, and virtual store. On the other hand, e-Customer Experience Management is a strategy that focuses the operations and processes of an e-Business around the needs of the individual e-Customer. It represents a strategy that results in a win–win value exchange between the e-Tailer and their e-Customers. The goal of e-Customer experience management is to move customers from satisfied to loyal and then from loyal to advocate. This paper focuses on the role of macro factors influencing e-Customers to make e-Shopping and how they can shape e-Customer experiences and behaviors. As a result, e-Store information quality, e-Shopping cost, e-Store design quality, e-Privacy/security, e-Customer service and e-Delivery service quality are found as the macro factors influencing e-Customers towards e-Tailing.

Customer Experience: Extracting Topics From Tweets

2021 ◽  
pp. 147078532110475
Author(s):  
Manit Mishra
Keyword(s):  
Social Media ◽  
Customer Service ◽  
Latent Dirichlet Allocation ◽  
Online Shopping ◽  
Customer Experience ◽  
Process Failure ◽  
Shopping Experience ◽  
Social Media Platforms ◽  
Media Platform ◽  
Moments Of Truth

The ubiquity of social media platforms facilitates free flow of online chatter related to customer experience. Twitter is a prominent social media platform for sharing experiences, and e-retail firms are rapidly emerging as the preferred shopping destination. This study explores customers’ online shopping experience tweets. Customers tweet about their online shopping experience based on moments of truth shaped by encounters across different touchpoints. We aggregate 25,173 such tweets related to six e-retailers tweeted over a 5-year period. Grounded on agency theory, we extract the topics underlying these customer experience tweets using unsupervised latent Dirichlet allocation. The output reveals five topics which manifest into customer experience tweets related to online shopping—ordering, customer service interaction, entertainment, service outcome failure, and service process failure. Topics extracted are validated through inter-rater agreement with human experts. The study, thus, derives topics from tweets about e-retail customer experience and thereby facilitates prioritization of decision-making pertaining to critical service encounter touchpoints.

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).

Extending the experience construct: an examination of online grocery shopping

2020 ◽  
Vol 54 (10) ◽  
pp. 2419-2446 ◽  
Author(s):  
Reema Singh ◽  
Magnus Söderlund
Keyword(s):  
Customer Service ◽  
Customer Experience ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Grocery Shopping ◽  
Content Type ◽  
Structure Equation Modeling ◽  
Holistic Understanding ◽  
Shopping Experience

Purpose This study aims to assess factors influencing customers’ online grocery shopping experiences, and it evaluates the central role of customer service and consumers’ responses to satisfying grocery shopping. Design/methodology/approach A mixed-methods approach was used; linguistic inquiry and the word count (LIWC) method captured qualitative aspects of consumers’ grocery shopping experience, whereas partial least square-structure equation modeling tested hypotheses regarding antecedents to consumers’ overall online grocery shopping experience. Findings The PLS-based analysis confirmed the qualitative insights, establishing the significance of customer service, which accounted for 68% variance in the overall experience and 42% variance in customer satisfaction, along with other experience antecedents such as website, product and delivery. Research limitations/implications Future researchers could further analyze experience as a dynamic process focusing on consumer and retailer brand-focused constructs, specifically focusing on creating a holistic understanding of customer service that establishes coherence between retailers’ marketing values and their customer service. Practical implications Managers should acknowledge the importance of customer service in creating a satisfying customer experience, and they should respond to consumer concerns, resulting in enhanced brand-related experience. Originality/value Responding to the call for a better understanding of customer service, this study brings out the challenges online grocery shoppers are facing in terms of customer service and empirically establishes customer service as a key driver of customer experience, thereby extending the earlier work on customer service and online customer experience.

scholarly journals The Impact of Digital Transformation in Singapore e-Tail Market

2019 ◽  
Vol 8 (11) ◽  
pp. 2320-2324 ◽  
Keyword(s):  
Online Shopping ◽  
Customer Experience ◽  
Digital Transformation ◽  
Primary Data ◽  
Business World ◽  
Innovative Strategy ◽  
Deviation Analysis ◽  
Shopping Experience ◽  
The Individual ◽  
The Impact

The radical and rapid customer shift from Bricks-and-Mortar retail to e-Tail (electronic retail) in the e-commerce landscape demands the enterprise to relook their business model by adding innovative strategy to survive in the highly competitive and digitally driven marketplace. To succeed in today’s business world i.e., e-business world, the e-tailers must focus on leveraging the right digital technologies for enhancing the e-customer shopping experience. In order to provide a better customer shopping experience, e-tailers need to seamlessly enable customers to quickly and easily locate their desired products/services both online and in-store. Retail industry is one of the few top segments that is projected to reap the benefits of today’s digital transformation waves. In recent years, a number of fundamental changes have occurred in the corporate world which have caused the emergence of Customer Experience Management as both a strategic field and a rapid-growing enterprise, complete with a wide array of tools and solution sets. This study aims to reveal the challenges experienced by Singapore customers during online shopping and identify the ways to overcome the customer challenges in online shopping which create the opportunities for web store owners. Given the importance of the data for this research, quantitative data has been collected though primary data source. The individual email of Singapore online shoppers has been collected and validated using the “Atomic Email Studio” Software. A structured questionnaire has been sent using Google forms. 164 samples were collected and considered for research. To attain the given objectives, the statistical tools such as Measure of Central Tendency, Standard Deviation, Analysis of Variance (ANOVA), Levey-Jennings Control, Correlation and Multiple Regression have been used. NCSS Version 10.0.5 software has been used in this research to execute the statistical and graphical tests. Customer Perceived Value (CPV), which is modern industry accepted measure of the Customer Experience, derived from customer responses to the questionnaire. The results highlights that there is a significant relationship between e-tail factors and Customer Experience

Managing the customer experience: a beauty retailer deploys all tactics

2019 ◽  
Vol 40 (1) ◽  
pp. 10-17 ◽  
Author(s):  
Clara Koetz
Keyword(s):  
Social Media ◽  
Best Practice ◽  
Case Analysis ◽  
Customer Experience ◽  
Customer Engagement ◽  
Content Type ◽  
Customer Experience Management ◽  
Study Results ◽  
Customer Delight ◽  
Shopping Experience

Purpose This paper aims to analyze the concept of customer experience in the marketing literature, identify its dimensions and applications in retail companies and integrate it with the concepts of touchpoints and consumer journey; some correlated concepts, such as customer delight and engagement, are also clarified, and an example of best practice customer experience management, using the beauty product company Sephora as a reference is provided. Design/methodology/approach The case analysis was based on an examination of available public documents, such as press articles, case studies and the content of beauty blogs and social media (Facebook and YouTube) from 2014 to 2017; Sephora’s social media communities (Beauty Talk, The Glossy and Sephora TV); the company’s website and mobile application; and physical stores and Sephora Flash (a mix of a physical and digital store). Findings Four categories emerged from the analysis, namely, to provide an enhanced omni-channel shopping experience, to reward loyalty and to bond with customers, to promote social shopping experiences and to delight customers. Practical implications The study results provide retail managers important insights for maximizing customer experience across different touchpoints and throughout the whole journey to increase customer engagement and loyalty. Originality/value The paper provides clear theoretical and practical basis for customer experience management, based on an analysis of the concepts of customer experience, delight and engagement, as well as a case analysis of a company that excels in this area.

Customer Service

2016 ◽  
pp. 75-86 ◽  
Author(s):  
Amit Gupta
Keyword(s):  
Customer Service ◽  
Customer Experience ◽  
Inventory Planning ◽  
Customer Experience Management ◽  
New Business ◽  
Retailing Business ◽  
Store Execution ◽  
The U.S

Customer Experience Management is a strategy that focuses the operations and processes of a business around the needs of the customers. Retailing is a huge industry (45% of the U.S. economy and the largest employer) that has consistently been an incubator for new business concepts. The retailing business, in today's world is focussed on the customer's buying experience. Focus on customer experience and understanding their needs can solve many retailers' chronic problems such as stock outs and markdowns. This chapter focusses on following major themes: assortment and inventory planning, markdown and store execution of retailer and their strategies for next couple of years. In today's Omni-channel world it's important for retailer to enhance customer experience, be it in brick and motor store or online.

scholarly journals The Сustomer Experience Management as a Strategy For Business Development

2021 ◽  
Vol 9 (524) ◽  
pp. 216-224
Author(s):  
N. I. Sytnik ◽  
Keyword(s):  
Customer Service ◽  
Value Chain ◽  
Management Strategy ◽  
Action Plan ◽  
Effective Interaction ◽  
General Scheme ◽  
Customer Experience ◽  
Strategy Development ◽  
Contact Points ◽  
Customer Experience Management

Against the background of rising consumer expectations and increased competition, competence in customer experience management becomes a factor in the survival of modern companies. To achieve sustainable customer commitment, companies have to master the skills of effective interaction with customers and learn how to manage customer experience. This makes a study, concerned with developing a strategy for managing customer experience, relevant. The purpose of the article is to study the strategic aspects of customer experience management, in particular in identifying the sequence of stages of strategy development, defining their essence, instrumentarium, and conditions for implementation in the company’s business processes. The development of a customer experience management strategy is aimed at improving the efficiency of the customer experience value chain, which begins with communications at contact points and results in additional income from the growth of the company’s brand capital. The analytical, organizational, managerial, and control-evaluation measures are distinguished in the structure of the client experience management process. The author suggests a general scheme of development of customer experience management strategy in the form of step-by-step cyclical process consisting of eight consecutive stages: formation of service vision; structuring contact points; defining the needs to improve customer experience; development of an action plan; defining budget and resources; distribution of roles and areas of responsibility of subdivisions; creation of a new brand experience of customers and evaluation of results of its implementation. The tools for collecting and analyzing customer experience and customer service are systematized, specific management measures for their improvement are proposed.

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.

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