Access-based customer journeys

Trujillo-Torres, Lez; Anlamlier, Eda; Mimoun, Laetitia; Chatterjee, Lagnajita; Dion, Delphine

doi:10.1007/s11747-023-00942-6

Cited by 9 publications

(12 citation statements)

References 45 publications

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“…The PCJ is defined as "the path a customer takes by interacting with the company in a synergetic physical and digital context to have a seamless and personalised experience" (Mele and Russo Spena, 2022, p. 14). During the PCJ, consumers engage all their senses and use any desired level of connection through online and offline interactions (Del Vecchio et al, 2023;Trujillo-Torres et al, 2023).…”

Section: The Phygital Customer Journeymentioning

confidence: 99%

“…The PCJ concept transcends traditional views of customer experiences as mere responses to stimuli. Instead, we should recognise customer experiences as deeply embedded in the fabric of daily practices and profoundly influenced by integrating digital technologies into physical spaces (Del Vecchio et al, 2023;Trujillo-Torres et al, 2023). Our framework provides a holistic perspective on how customers behave in blended landscapes and serves as a valuable resource as the world becomes even more digitised.…”

Section: Implications For Scholarsmentioning

confidence: 99%

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Phygital customer journey: a practice-based approach

Mele,

Di Bernardo,

Ranieri

et al. 2024

QMR

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Purpose The study aims to delve into the “phygital customer journey” (PCJ), which merges physical and digital interactions in customer experiences, using a practice-based lens to reveal the underlying dynamics of these blended encounters. Design/methodology/approach Feedback from 60 individuals established the groundwork for a qualitative analysis. They chronicled customer journeys through diaries and used UXPressia software for journey mapping. This strategy enabled a detailed exploration of the PCJ, focusing on customers’ lived experiences and perceptions. Findings The study presents an integrative framework for the PCJ, identifying four key elements: hybrid artefacts (the melding of digital and physical tools/interfaces), blended contexts (the seamless integration of digital and physical spaces), circular actions (the non-linear paths of customer engagement) and intertwined emotions (the complex emotional responses to phygital experiences). These elements underscore the intricate and interconnected nature of the PCJ. Originality/value This study advances the field by applying a practice-based approach to unravel the complexities of the PCJ, illuminating the nuanced interplay between digital and physical realms. This innovative lens foregrounds the significance of practices in consumer experiences, thereby contributing to a deeper academic and practical understanding of phygital integration.

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Section: The Phygital Customer Journeymentioning

confidence: 99%

Section: Implications For Scholarsmentioning

confidence: 99%

Phygital customer journey: a practice-based approach

Mele,

Di Bernardo,

Ranieri

et al. 2024

QMR

View full text Add to dashboard Cite

show abstract

“…However, as customer journeys become increasingly multichannel in nature, affording customers significant discretion in selecting pathways to their goals, the current firm-centric view lacks a comprehensive account of customer journeys Gasparin et al, 2022). For example, customers can deviate from planned journeys (Halvorsrud et al, 2016;Trujillo-Torres et al, 2024), are strongly influenced by social touchpoints (Baxendale et al, 2015), and are increasingly empowered in directing their own purchase journeys (Edelman and Singer, 2015). These effects are more pronounced among engaged customers, further highlighting the need to explore the connection between engagement and customer journeys.…”

Section: Definition and Relevance Of Customer Journeysmentioning

confidence: 99%

“…For example, customers can deviate from planned journeys (Halvorsrud et al. , 2016; Trujillo-Torres et al. , 2024), are strongly influenced by social touchpoints (Baxendale et al.…”

Section: Current Understanding Of Customer Journeysmentioning

confidence: 99%

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Understanding and managing engagement journeys

Jaakkola,

Alexander

2024

JOSM

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PurposeExisting research on customer journeys has tended to focus on the customer’s purchase decision-making and firm-controlled touchpoints, overlooking indirect touchpoints where customer resources and behaviors influence the firm and other actors, beyond financial patronage. This article develops the concept of engagement journeys and discusses their implications on journey design and management.Design/methodology/approachThis conceptual article synthesizes the customer journey and engagement literature to delineate the concept of engagement journeys. Insights from engagement research are reflected in the current journey management orthodoxy to provide novel implications for the management of engagement journeys.FindingsThe engagement journey is defined as the customer’s process of diverse brand-related resource investments in interactions with the brand/firm and/or other customers, reflecting the customer’s cognitive, emotional and behavioral disposition. The analysis outlines the manifestations and nature of different types of touchpoints along the engagement journey, and the novel requirements for journey management.Research limitations/implicationsThe developed conceptualization opens up new avenues in both journey and engagement research.Practical implicationsSome commonly held assumptions regarding journey quality and management do not hold true for engagement journeys, so there is a need for new approaches.Originality/valueDespite the proliferation of both journey and engagement research, only a handful of studies have considered the link between the concepts. The proposed novel conceptualization of an engagement journey breaks free from a predominant focus on purchase decisions. The analysis of engagement journeys and their management advances both customer journey and engagement research.

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Customer experience orientation: Conceptual model, propositions, and research directions

Arkadan,

Macdonald,

Wilson

2024

J. of the Acad. Mark. Sci.

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Many firms are adopting customer experience management as a route to differentiation, but experience management in practice has only begun to be explored. Using a strategic orientation lens and a theories-in-use approach, a multiple-case study reveals the presence of a “customer experience orientation” (CXO) exhibiting six values and related behavioral norms. Three of these values—journey motivation, continual experience optimization, and experience empowerment—shape experience-based organizational learning through the collection, dissemination, and actioning of experience insight. Substantially extending prior work, a further three values—journey organization, experience mandating, and experience-purpose alignment—institutionalize this learning. Contextual moderators of the impact of CXO on customer experience appraisal and hence firm performance are proposed. Ambivalent effects on performance via increased or decreased costs are also identified, which may counteract or amplify the positive effects of CXO via enhanced experience appraisal. CXO emerges as a distinct, learning-based philosophy for organizational effectiveness, albeit one that draws on ideas from service, human resource management, agile design, and marketing.

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Access-based customer journeys

Cited by 9 publications

References 45 publications

Phygital customer journey: a practice-based approach

Phygital customer journey: a practice-based approach

Understanding and managing engagement journeys

Customer experience orientation: Conceptual model, propositions, and research directions

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