Customer Experience Management: Topology, Antecedents, And Outcome
| dc.contributor.author | Abhari, Kaveh | |
| dc.date.accessioned | 2020-11-30T02:24:31Z | |
| dc.date.available | 2020-11-30T02:24:31Z | |
| dc.date.issued | 2018-09 | |
| dc.description.abstract | Academic research on Customer Experience Management (CEM) is still inconclusive although it is an important element in exploring customer experience. This limitation calls for a systematic theorization and operationalization of CEM. To this end, this study employed a sequential mixed-method methodology to identify the CEM topology and its antecedents and outcome in the Malaysian hotel industry. An exploratory study was first conducted to develop this model based on the triangulation between data from a set of best-practice reviews, interviews, and observations. The proposed model was then tested through a survey and analyzed by using structural equation modeling via Smart PLS. This study reconceptualized customer experience in the context of the service industry based on the experiential values that are detectable, memorable, manageable, distinguishable, and personalizable. Accordingly, CEM topology was operationalized as an organizational competency to manage experiential values co-creation (emotional, sensorial, behavioral, intellectual, relational, and interactional values). Customer relationship management, employee experience management, innovation management, and experiential marketing were identified as the key antecedents and marketing performance as the main outcome. The findings revealed the relative importance of the CEM antecedents. Apparently, CRM drives behavioral, relational and interactional experience management whilst innovation management drives emotional, sensorial and intellectual experience management. Employee experience management enables relational and interactional experience management, and experiential marketing is a necessary prerequisite for managing sensorial, intellectual, behavioral, and relational experiences. The study also revealed that emotional experience management and interface experience management are better predictors of marketing performance. The implications of this study suggest that hotels are more likely to achieve greater marketing performance if they invest in their customers’ emotional and interactional experiences. Although this study used the Malaysian hotel industry as a proxy for the service industry, the proposed model is an inclusive and non-industry-specific framework that is useful for future investigations of service experience management | en_US |
| dc.identifier.uri | http://hdl.handle.net/123456789/10743 | |
| dc.language.iso | en | en_US |
| dc.publisher | Universiti Sains Malaysia | en_US |
| dc.subject | Management | en_US |
| dc.title | Customer Experience Management: Topology, Antecedents, And Outcome | en_US |
| dc.type | Thesis | en_US |
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