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This study aims to apply the relatively new concept of customer experience management (CXM) to the pre-consumptive stage within a cruise tourist’s journey.

The work will apply CXM to the tourism sector and, in particular to the cruise market. Academics have noted how CXM needs to takes a holistic integrated approach and focus on the complete customer experience. The cruise sector has been selected for this research because, it is the fastest growing tourism sector globally and the pre-consumption stage for cruise passengers is longer than for other vacation types.

This study has shown how CXM has emerged from the more traditional marketing concept of relationship marketing and has highlighted its relevance within the tourism industry, in particular, the cruise sector. In addition, the work has shown how adapting CXM to the pre-consumptive phase more fully will enhance consumer relationships and improve business performance.

This work is conceptual. It is proposed that the research propositions should be verified within the pre-consumptive stage of cruise passenger journeys. Another limitation is that the focus has been solely on the cruise sector and future research could be extended to other tourism service industries.

This work will provide tourism and other service industry managers with a new strategy to enhance consumer experience and improve business performance in the pre-consumptive stage and extend academic understanding within this stage of a cruise tourist’s vacation.

This research is significant because CXM is a model, which has been used within service businesses, but had a limited application to the cruise sector and to the pre-consumption timeframe. It is important to understand cruise passengers in this time-frame to encourage positive relationships, to potentially increase revenue opportunities and provide an overall improved consumer experience.

With the considerable attention given to customer experience (CX) today, customer experience management (CXM) has been touted as one of the most promising management approaches for organizations. The purpose of this paper is threefold: develop a scale to measure the CXM construct, investigate the financial outcomes of CXM and assess the impact of moderator variables (e.g. market turbulence) on these financial outcomes while accounting for the effects of control variables (e.g. firm size).

The study involves a survey of 233 firms (across 10 industries) involved in CXM. Confirmatory factor analysis (CFA), structural equation modeling (SEM), instrumental variables and moderated regression analyzes are used to test four hypotheses.

The results support treating CXM as a second-order construct comprising three dimensions: cultural mindset toward CXs, strategic directions for designing CXs and firm capabilities of continually renewing CXs. Furthermore, CXM is positively related to financial performance; this effect increases as market turbulence, competitive intensity and technological turbulence increases.

With our CXM measure, future research can advance CXM theory by examining other outcome variables (e.g. employee satisfaction) and moderators (e.g. culture), as well as introduce antecedents to CXM (e.g. company heritage). Limitations include the concerns normally associated with using self-reported measures of performance, convenience samples and cross-sectional designs.

This research provides managerial prescriptions of when to invest in CXM initiatives to enhance financial performance. It also provides managers a CXM diagnostic to help assess their level of CXM maturity.

This paper develops CXM theory by advancing a measure of the CXM construct, relating the construct to an outcome variable (main effect) and introducing moderating variables to shed light on the generalizability of the main effect.

Customer experience management (CXM), which aims to achieve and maintain customers' long-term loyalty, has attracted the attention of many organizations. Improving customer experience management in organizations requires that, first, their relevant capabilities be evaluated. The present study aimed to offer a set of key performance indicators for evaluating customer experience management in commercial banks.

The study, first, attempted to identify the components of evaluating customer experience management by reviewing the related literature and conducting interviews with experts. Then, the extracted components were transformed into assessable metrics using the goal question metric method, and the key performance indicators relevant to customer experience management in commercial banks were selected according to the experts' opinions and the Fuzzy Delphi method.

According to the findings of the study, 21 key performance indicators were identified for customer experience management in commercial banks, and customer satisfaction, the mean number of calls to resolve an issue in customer journey touchpoints, the NPS, and the ratio of the budget allocated to the CXM department to the budget of the marketing department were found as the most significant performance indicator according to banking experts.

The present study was among the first research projects intended to evaluate CXM and offer key performance indicators that could help the managers of commercial banks assess the maturity levels of their CXM.

The needs of CMOs to utilize a firm's data productively in order to support decision-making combined with the reported benefits of enterprise feedback management solutions has resulted in a rapid rise in usage and valuation of EFM providers. The explicit promise of EFM providers is improved financial performance, whereas there is no scientific research investigating this link. To investigate the link between EFM usage and financial performance is core of this research.

To gain insight into this link survey data from 127 US-based firms on their usage of EFM platforms was linked to their stock market performance over several years.

This research did not find any significant positive relationships between different aspects of EFM usage investigated and stock returns. It is important to note that these results should not be taken as validation that EFM systems do not result in positive financial outcomes for firms. It may be that superior market performance as measured through stock returns is difficult to observe through a cross-sectional analysis. Instead these results indicate that superior market performance as measured through stock market performance is not an obvious, generalizable outcome for firms that have adopted EFM systems.

EFM has rapidly grown across many consumer facing industries, with EFM platform providers receiving very high market valuations on relatively small revenue streams. This is one of the first scientific papers to study the usage and impact of these EFM systems.

The opening chapter takes the reader through three aspects of customer experience management (CEM) – the what of customer experience (CX), the why of CX and the how of CEM. The authors have collected, synthesised and presented information from research as well as practice in this chapter. It helps the readers build a perspective on CX, sieving through various notions, philosophies and terms that have come to mean CX. The chapter also establishes the need for understanding CEM and executing it using the framework presented in the ‘how’ section of the chapter. The chapter concludes with a short overview of each of the following chapters.

This chapter brings all the key points from each of the earlier chapters together towards a framework for crafting and executing an effective customer experience (CX) strategy. We go back to the ‘how of customer experience management (CEM)’ discussed in the first chapter and connect the dots for the readers through the process and include the common roadblocks and challenges that come in the way to achieve CX results. In this chapter we also link up customer experience to the big ideas of customer centricity and customer engagement. Finally, we discuss the future of customer experience and how CXM/CEM continued to evolve during the COVID-19 pandemic.

This study aims to construct an integrated retail customer experience framework with a single view across platforms and to suggest a new conceptualisation of the customer experience term.

A qualitative approach was adopted. Thirty participants were asked to simulate their customer journey in an established UK department store retailer. Their experience was captured through focus groups and analysed by thematic analysis.

The findings indicate that the existence of personalisation and emotional attachment will enhance the customer experience. A new integrated retail customer experience framework is offered incorporating the traditional “7Ps” of marketing and a proposed eighth “P”, which is conceptualised as personal connection.

To the best of the authors’ knowledge, this is the first empirical study to use the notion of personal connection as a dialectic relationship between emotional attachment and personalisation as the central discussion in developing customer experience within a retail setting. This study captures this experience through a unique method of replication of the retail customer journey across multiple channels.

Despite the growing competition between higher education institutions and the empirical evidence that the brand is a relevant determinant of consumer preference, research studies on negative consumer–brand relationships (CBRs) are still scarce. Thus, this research intends to fill this gap, determining the antecedents of brand hate in educational institutions and identifying gender differences regarding the determinants of brand hate.

A survey was carried out with 450 current students from higher education institutions. The proposed model was tested using partial least squares structural equation modeling (PLS-SEM) in SmartPLS3.

According to the results, previous negative experiences are the most significant driver of brand hate, with higher emphasis on male students. In this sense, investment in customer experience management (CXM) consists of a relevant strategy for higher education institutions. It was also observed that female students develop hate for ideological incongruity (ethical/moral behavior) and symbolic incongruence (lack of brand identity), revealing unprecedented facets of the phenomenon.

This research extends the studies’ negative CBRs to educational institutions. It explores gender differences related to brand hate; a topic not explored before, but that enables a targeted approach of brand strategies. Finally, it provides managerial implications allowing the strategy to reduce negative CBRs and their consequences in educational institutions.

The purpose of this paper is to analyse and evaluate the effect of customer experience management (virtual interaction, physical interaction and service interaction) on customer loyalty in the banking industry.

The study followed an explanatory research design to sample 384 respondents. Stepwise regression analysis was used to validate the relevance of the study model.

The results indicated that there is a positive association between customer experience management and customer loyalty. The dimensions of customer experience management, namely virtual interaction, physical interaction and service interaction, were also found to be statistically significant in explaining customer loyalty behaviour.

The study practically influences the way banks and other financial institutions gain competitive advantage through managing the experiences of customers in a volatile business environment. At a time when banks are no longer the only providers of financial services, the study offers a road map to reduce portfolio purchasing and switching behaviour through enhanced experience management at all customer touch points.

The study presents an augmented model of customer experience management which is linked to consumer loyalty.

This study aims to explore the customer experiences (CXs) of an under-researched luxury client segment, the ultra-high-net-worth individuals (UHNWI) in three settings, yacht-made clothing services, chartering a yacht and art collection.

The author conducted 13 interviews with UHNWI, enquiring about their experiences with different services. The author collected and analyzed the data using a recommended three-step approach: in-depth interviews using soft-laddering; coding and purifying data through a systematic approach and hierarchical coding; and using the emerging consensus technique to scrutinize and validate the emerging themes.

This study revealed UHNWI drivers or purchasing and repurchasing behavior as (mis)managing expectations, personal relationships with personnel and achieving convenience-driven time savings. The corresponding conceptual framework is the UHNWI luxury CX.

This study reveals how über luxury brand managers need to carefully manage the UHNWI clientele expectations, focusing their investment on their brand personnel and the way they can save their clients’ valuable time.

This study is the first to explore UHNWI perceptions of their experience with über luxury providers across multiple contexts. This study highlights that the luxury experience, not the acquisition and owning of luxury goods, drives the UHNWI decision-making and purchase behavior.