Striking the Right Balance: How to Design, Implement, and Operationalize Customer Experience Management Programs

Philipp “Phil” Klaus () and Bo Edvardsson
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Philipp “Phil” Klaus: Prof. Dr. Phil Klaus & Associates Consulting
Bo Edvardsson: Karlstad University

Chapter 5 in Managing Consumer Services, 2014, pp 69-89 from Springer

Abstract: Abstract In today’s economy companies focus on generating customer loyalty and a competitive advantage by creating favorable customer experiences (CX) (Badgett et al. 2007). Customer’s value perceptions are the outcome of their customer experiences (Meyer and Schwager 2007). Therefore, companies need to design, implement and manage corresponding customer experiences. Klaus and Maklan (2012) posit that CX recently receives significant attention as a business performance driver, and scholars and companies alike agree that CX is a, if not the, key strategic objective (Verhoef et al. 2009). Some companies develop a CX strategy to emphasize the strategic importance of experiential value, but both, scholars and managers struggle to understand fully the multifaceted concept of CX and its impact on financial performance (Klaus and Maklan 2013).

Keywords: Customer Satisfaction; Service System; Emotional Attachment; Customer Behavior; Customer Experience (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-319-04289-3_5

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DOI: 10.1007/978-3-319-04289-3_5

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