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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In recent years, the use of Lean Customer Experience Management (CEM) by companies and practitioners has been increasingly encountered, but with abstracted and incomprehensible approaches. Lean CEM is hardly rooted in academic literature, providing an excellent opportunity to further investigate the term's theoretical and practical validity. The "Lean CEM", principles, best practices, success factors and conditions, pitfalls and failures among Digitization, enhanced by Artificial Intelligence (AI), Lean Management and CEM are discussed. This work is a first step of a design science research, consisting of literature and practice review and provides insights for design propositions for application instructions for a Digitized Lean CEM.

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