Customer Experience Management in the USA and Canada

CEM was developed as a way to generate competitive distinction in the marketplace. In today's competitive company environment, merely satisfying consumer expectations is no longer enough to ensure long-term profitability. Instead, businesses should prioritize acquiring and retaining loyal customers. Customer loyalty is a strong force. Loyal consumers not only return, but they are willing to pay more for your products or services. Furthermore, they are likely to spread the word and suggest others to your organization (Mascarenhas et al., 2006). It is worth noting that consumer loyalty is frequently regarded as an important aspect in developing brand equity (Aaker, 2007). 

Understanding the influence of customer experience management (CEM) on brand equity is critical, as the brand is frequently regarded a company's most valuable asset (Davis & Dunn, 2002).

It is critical to investigate how CEM might help to increase customer loyalty and brand equity by creating meaningful customer experiences at key touchpoints.Research StrategyThe third layer of the research onion, as defined by Saunders et al. (2009), describes the research strategy employed in this study. The research strategy layer is the initial stage of the research design process, building on the foundation laid by the previous two levels.To select the optimal research approach, first outline the suggested study objective. In this instance, the goal is exploratory. According to Sreejesh, Mohapatra, and Anusree (2014), exploratory research is conducted in the early stages of a research endeavor. This is crucial to this study since the characteristics and conditions surrounding a gym chain's use of social media marketing tactics and their impact on CBBE have never been explored before. Furthermore, it is critical to assess the extent to which the gym chain is aware of CBBE and how it might be promoted on social media. Finally, further inquiry is required. Despite multiple dynamic scientific contributions in the current literature, the notion of CEM lacks standardized foundations and models due to varied and confusing definitions of experience (Gentile et al., 2007; Gupta & Vajic, 1999; Palmer 2010; Caru & Cova, 2003). 

Discussion of the subject

Companies are seeking to capitalize on this trend by mimicking experience-based service firms. As a result, traditional firms may struggle with out-of-date experience designs that do not fit their business needs. CEM, as a modern management technique, has the potential to achieve long-term competitive advantages by cultivating strong consumer preferences, heightened customer loyalty, and greater financial profitability. However, the concept raises questions and concerns about its potential to deliver the anticipated benefits to businesses (Palmer, 2010). Given these considerations, the thesis will investigate how businesses might profit from experience-based methods. With the emergence of customer experience hype, an increasing number of service firms are using CEM methods to differentiate themselves in the industry. Numerous experience-centric firms, such as theme parks, leisure businesses, and retail stores, have clearly acknowledged the importance of the customer experience idea (Voss et al., 2008). As a result, an increasing number of academic experts are focusing their research on these experience-driven enterprises. For example, Arnould and Price (1993) investigate the characteristics of exceptional joyful experiences in white water river-rafting, which is classified as an extreme sport and provides a unique type of recreation. In a similar line, Voss et al. (2008) investigated the strategies used by experience-based organizations to deliberately develop services that trigger positive feelings in their target consumer base. However, the customer experience models identified in the literature are mostly focused on organizations that prioritize the customer experience, as demonstrated by Voss et al. (2008). As a result, experience design academics have largely disregarded traditional non-experience-centric service businesses. Meanwhile, as more traditional firms recognized the benefits of applying CEM, they began to consider adopting this method (Voss et al., 2008). However, potential issues may develop in this scenario. Gupta and Vajic (1999) observed that, despite a lack of proper understanding of the concept of experience, many traditional

The unpleasant reality of the issue

To prioritize customer happiness, the Danish construction business Enemaerke & Petersen a/s (hereinafter, E&P) has implemented the CEM method. While Pine and Gilmore (1999) claim that the experience idea is applicable to all services, conservative perspectives suggest that not all services require experienced aspects to be successful (Voss et al., 2008; Poulsson & Kale, 2004). As a result, it is critical to understand the CEM methodologies used in E&P, because a construction company differs from an entertainment or leisure company in several ways. The thesis will look at the beneficial insights garnered from the CEM phenomena in experience-centric enterprises. This expertise will be applied to Enemærke & Petersen a/s, a Danish construction company, to improve their existing service business.Examining the relevance of established theories on consumer participation in social media, with a particular emphasis on the chosen sample and gym chains' online presence. To address the above-mentioned questions, we will conduct in-depth semistructured interviews. This method is congruent with Saunders et al. (2009), who suggest interviewing experts as one option for gathering data in an exploratory study. However, our interviews will have a dual purpose. First, we will conduct an interview with a marketing professional from the gym chain John Reed to learn more about their fitness industry skills. Second, we'll use these expert insights to highlight the significance of social media marketing in gym franchises' overall marketing efforts. Finally, we will conduct detailed, semi-structured interviews with consumers.