Customer experience management: New game strategy for competitiveness

Abstract

The main objective of this article was to do an extensive literature review of articles on customer experience management to explain the relationship between customer experience management and its factors which are supply chain management, location experience, packaging and labeling experience, atmosphere, service mix experience, promotion, customer experience, brand experience, and price experience for recommendation to the banking sector in Zimbabwe. Five modules of customer experience management which are sense, feel, think, act, and relate have also been reviewed and explored in the literature review. Findings showed that customer experience management factors contribute very much as a strategy to competitiveness in business. The article concluded by suggesting and recommending the adopting of customer experience management as a new game strategy

A Qualitative Study on Bancassurance Products and Its Implementation for Efficient Customer Experience in Pakistan

“…Price is another factor that retail banking customers consider when evaluating financial products (Byers & Lederer, 2001;O'Loughlin et al, 2004). Customer experience appears to be significantly impacted by service prices, which are an important component of the marketing mix (Devlin & Gerrard, 2004;Haery & Farahmand, 2013;Mashingaidze, 2014;Suvarchala & Rao, 2018).…”

Service Experience and Passengers Patronage of Transit Companies in the South- South Region of Nigeria

“…In marketing literature, experiences are often used to refer to a certain group of services that include travel, music, theatre, restaurants, hotels, and the arts (Sandstrom, et al, 2008). Mashingaidze (2014) defines customer experience as the internal and subjective responses customers have to any direct or indirect contact with a business. Service experience is defined as the subjective personal reactions and feelings by consumers when consuming or using a service (Manhas & Tukamushaba, 2015).…”

“…This is typically viewed from the customer's perspective as a journey whereby a consumer discovers, purchases, experiences and participates in a service (Spacey, 2018). Thus, customer experiences originate from a set of interactions between a customer and a product, a company, or part of its organisation, which provoke a reaction (Mashingaidze, 2014). According to Schmitt (2011), one of the most fundamental concepts of experience marketing is that value does not only reside in the object of consumption (whether goods or services) and in seeking out and processing information about such objects, but value also lies in the experience of consumption.…”

Recuperación transformadora de los territorios con equidad y sostenibilidad V. Innovación, turismo y perspectiva de género en el desarrollo regional

“…Pero, para el siglo XXI nuevas orientaciones presentan la experiencia de compra como una experiencia emocional; el valor de la oferta de un producto o servicio se liga a las emociones gratificantes que provocan la comunicación y el consumo en el consumidor , llevando incluso a acuñar el concepto de Experiencia de marca y el concepto de Gestión de la experiencia del cliente (Custormer experience managment, CEM), considerado por algunos una evolución del concepto Gestión de la relación con el cliente (Costumer relationship managment, CRM) (Galmés Cerezo, 2015). Mashingaidze (2014) expresa que el enfoque mercadológico de Gestión de la experiencia del cliente es una estrategia con interés central en las operaciones y procesos de un negocio alrededor de las necesidades individuales de un cliente, tratando de entender el lado emocional y experiencial de éste. Agrega, además, que el enfoque puede implicar interés en la experiencia sensorial, en los sentimientos y emociones; la creatividad, la sorpresa, la intriga y la provocación del mismo frente a una experiencia, así como a los actos que afectan las experiencias del cuerpo, los estilos de vida y las interacciones.…”

“…O lo que es más, la experiencia social-identitaria de los mismos. Mashingaidze (2014) cree que este enfoque se ha impulsado a partir del nacimiento y acceso a las masas al Internet. El Internet, a sus ojos, ha provocado clientes con un gran número de experiencias de consumo y mucho más estimulados por diferentes compañías, mismas que encuentran en la CEM una estrategia competitiva y diferenciadora.…”