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Creating an extraordinary and memorable customer experience is the goal of every company seeking to be a market leader. This amplifies the need for customer experience management (CEM), particularly in customer-centric industries. Despite the indispensable importance of CEM, studies conducted within this area have been scattered and no agreement has been reached upon its stages. Therefore, this paper aims to identify the main stages and steps for effective and efficient CEM in the hotel industry.

Considering the variety of approaches in the literature and also the need to explain CEM stages in the hotel industry, a systematic literature review (SLR) has been picked as the first research methodology. It entailed a systematic review of 116 academic and professional studies. Then, the framework was completed by interviewing 19 experts.

With SLR and complementary interviews, this study obtains a four-stage framework for CEM in the hotel industry, each comprising necessary steps. These four stages are customer identification, customer experience design, customer experience implementation and customer experience measurement, which are all executed through organizational factors such as culture, structure, leadership, human resources and technology.

This study identifies CEM stages in the hotel industry via SLR and interviews. Due to dispersion in customer experience studies, the need for research on CEM in another service- and customer-based industries is apparent.

The suggested framework can help hotel managers enhance the management of their customers’ experience and deliver a superior and memorable experience.

The current study aims to add value to the literature by presenting a framework of CEM in the hotel industry. Through a systematic literature review and interviewing experts, a framework of CEM stages and steps was identified. The proposed framework allows for improving future CEM studies.

The proliferation of the coronavirus disease (COVID-19) has threatened the service industry, especially the restaurant sector, requiring innovative ways to help restaurants overcome this challenge. Thus, based on the stimulus–organism–response (SOR) model, the purpose of this study is to examine the role of customers' perception of a restaurant's innovativeness (CPRI) in brand evangelism by mediating customer engagement (CE). Additionally, this study examines the moderating role of customer openness to experience.

A Web-based survey collected the primary data from 483 Egyptian customers. The data were analysed using the partial least squares structural equation modelling method based on WarpPLS.7 software.

According to the findings, CPRI, which acts as a stimulus in the SOR model, positively affects CE (organism) and brand evangelism (response). CE positively affects restaurant evangelism. Additionally, CE mediates the relationship between CPRI and evangelism. Openness to experience moderates the relationship between CPRI, engagement and brand evangelism.

This study addresses the gaps in understanding CE and brand evangelism within the context of restaurant innovation. This study assesses restaurant innovativeness scales of developing economies in multiple dimensions. Egyptian restaurant marketing managers should innovate products, services, experiences, and promotions to increase consumer engagement and feedback through technology.

This study investigates how Egyptian restaurants engage with and evangelise customers through innovation. This is one of the few studies that examine brand evangelism in a restaurant setting from the perspective of the SOR theory. Additionally, this study analyses CE as a mediator and openness to experience as a moderator.