Business Forecasting and Planning in North America

More and more firms are incorporating the concept of "Customer Experience" into their service offerings. Walt Disney World and other entertainment organizations are pioneering the use of efficient customer experience management to drive distinction and client loyalty. Curiously, inspired by the success of firms in the entertainment industry, an increasing number of traditional organizations have begun to value Customer Experience as a means of providing additional benefits to their customers. Customer Experience Management (CEM) is gaining popularity as a strategic approach among service firms. However, research shows that standardized approaches to managing client interactions are still a long way from maturity.

Inspired by the growing need for organized techniques, the goal of this research is to develop a CEM framework for effectively managing customer experiences across industries.

Based on current literature, this thesis proposes an Integrated CEM Framework with the goal of providing a full customer experience. This framework covers four important experience strategies: orgware, stageware, customerware, and linkware. These tactics stem from typical practices used by businesses to improve their service offerings.  The exploratory research purpose is notable for its adaptability and flexibility to change. In this case, the consumer interview guide was modified once it was established that only one expert interview would be conducted. As a result, several of the customer interviews concentrated completely on John Reed, the marketing expert's company. This allowed for a direct comparison between the expert's goals for John Reed's social media marketing activities and consumer comments on them. Organizations are increasingly using the term "customer experience" as a means of prioritizing customer pleasure and becoming more customer-oriented. consumer experience and its impact on consumer well-being have gained prominence in academic study and commercial practices. Scholars including Palmer (2010), Schmitt (2003), and Voss et al. (2008) have all acknowledged the importance of this tendency. A new management framework has been introduced with a fresh and dynamic approach to help businesses differentiate themselves. This framework is referred to as Customer Experience Management (CEM).

Table Of Contents

Part I: Introduction Consumer engagement is increased when social media marketing successfully attracts customers' attention and generates a response to the material they see. It can include expressing approval by like a post or opting to follow the account. Highly engaged consumers who share brand-related UGC actively generate eWOM. Their posts are visible to all users in their social media networks and have an impact on the buying intentions of their peers.In today's fast changing globalized world, the competitive landscape is altering at an unprecedented rate (Mascarenhas et al. 2006). Customers today have access to a diverse selection of product and service options on a worldwide scale. According to Arnould et al. (2005), changing client preferences result in changes in their requests. Companies' priorities shift throughout time to reflect market movements. Palmer (2010) addressed how competitive differentiators evolved from tangible characteristics to service benefits, relationships, and experience values. It is obvious that depending just on hygiene elements such as functionality and quality is no longer sufficient to stay competitive in the market. These elements have become fundamental needs for success in today's competitive environment.To remain competitive, several businesses have adopted tactics like Customer Relationship Management (CRM). Nonetheless, data analysis revealed that CRM installation did not produce the expected results, as reported in several research (Meyer & Schwager, 2007; Schmitt, 2003; Palmer, 2010). Given the ever-changing business landscape and growing customer expectations, it is critical to overcome hurdles and develop long-term competitive advantages (Gentile et al. 2007). But how can businesses create a new and lasting edge, a distinct source of competitive advantage?

CEM provides a unique and expansive perspective that goes beyond standard marketing strategies and approaches. 

CEM is a comprehensive method that ensures the systematic management of customer interactions across all critical touchpoints within an organization. This enables the firm to effectively identify and decrease gaps between consumer expectations and actual customer experiences at critical touchpoints (Meyer and Schwager, 2007). Furthermore, correctly applying CEM methods can result in a positive customer experience, increasing customer loyalty.Purchase habits and good recommendations. A study of Danish enterprises shows similar findings, with a 10% improvement in CEM leading in a 9% increase in differentiation and a 5% increase in financial performance (CBS-SJP report, 2010, p. 11).The empirical assessment of the conceptual CEM framework is carried out through a detailed analysis of a single case study involving the Danish construction company Enemaerke & Petersen a/s. The study's key finding is that CEM can be used to a variety of enterprises. It is clear that the four experience techniques differ in terms of applicability. Simply put, firms must tailor their experience strategies to the service context in order to stand out in the marketplace. To optimize customer value and profits through CEM, businesses must prioritize engaging top management and staff, effectively managing critical touchpoints, and constantly upgrading based on customer feedback.