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Managing customer experiences has become a key strategic priority for service research and management. Yet researchers and managers lack a customer experience (CX) measure that applies to the different experience partners, touchpoints, and journey stages in the omnichannel environments of today’s service industries. Without such a common measure, empirical research on CX remains fragmented, and service companies continue to struggle to improve customer interactions in customer journeys. To address this shortcoming, this article proposes an omnichannel-capable measurement of CX that applies to different customer interactions in the omnichannel environment. With seven studies, the authors develop and validate a six-dimensional, 18-item CX scale. The proposed CX scale overcomes the fragmentation of existing scales in service research and provides a valid measure that can be used consistently for various customer interactions in omnichannel environments. This article details how the proposed CX scale can monitor and compare CX for different interactions in customer journeys (i.e., pain-point analysis), as well as improve CX features and their marketing outcomes (i.e., CX profiling). By overcoming the existing fragmentation in available scales and providing a common omnichannel CX measure, this CX scale establishes an empirical foundation for developing CX knowledge and advancing related service research.

Self-tracking technologies (STTs) in the form of smart devices and mobile applications enable consumers to monitor, analyze, and interpret personal performance data on health and physical or financial well-being. As a result of self-tracking, consumers are not only expected to check their personal performance more actively but also to implement service professionals’ advice to improve their well-being more accurately. Despite the growing popularity of STTs, empirical evidence on the extent to which STT use enhances advice compliance remains scant. A field experiment with 538 participants in a health-care setting suggests that STT use does not increase advice compliance per se. Rather, the effectiveness of STTs depends on consumers’ self-efficacy. For consumers low in self-efficacy, STT use can even undermine advice compliance. A lab experiment with 831 participants replicates and generalizes the findings to a nonmedical professional service (i.e., fitness training). As assessments of self-efficacy might be difficult in practice, service providers in health care can use consumers’ body mass index as an easy-to-measure proxy to predict STT effectiveness. Finally, the lab experiment also identifies perceived empowerment and personalization as psychological mechanisms mediating the influence of STT use on advice compliance.

We conduct a systematic exploratory investigation of the effects of firms’ existing service productivity on the success of their new service innovations. Although previous research extensively addresses service productivity and service innovation, this is the first empirical study that bridges the gap between these two research streams and examines the links between the two concepts. Based on a comprehensive data set of new service introductions in a financial services market over a 14-year period, we empirically explore the relationship between a firm’s existing service productivity and the firm’s success in introducing new services to the market. The results unveil a fundamental service productivity-service innovation dilemma: Being productive in existing services increases a firm’s willingness to innovate new services proactively but decreases the firm’s capabilities of bringing these services to the market successfully. We provide specific insights into the mechanism underlying the complex relationship between a firm’s productivity in existing services, its innovation proactivity, and its service innovation success. For managers, we not only unpack and elucidate this dilemma but also demonstrate that a focused customer scope and growth market conditions may enable firms to mitigate the dilemma and successfully pursue service productivity and service innovation simultaneously.