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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.

Customer experience has become a vital premise in service theory and practice. Despite researchers' and managers' growing interest, the customer experience remains a complex and multidimensional concept that is challenging for service providers to understand. This study aims to graph the experience in its multidimensionality by categorizing and proposing matching practices for service marketing managers to channel and foster customer experiences in customer journeys.

To support the predominantly conceptual nature of the study, an abductive approach underpinned by the authors' vast experience in academia and practice, real-life autohermeneutic phenomenological experience tales and theory on customer experience and its management by providers is deployed to craft a model that addresses and highlights the multidimensionality of experience.

This study introduces the “GraphEx” (Graph Experience) hip-pocket model, which expresses customer experience in a simple yet multidimensional fashion and offers managerial practices to foster the customer's experience. The model contains three dimensions (valence, type of experience and visceral intensity) and five managerial practices (urgent patchwork, restoring, activating and stimulating desire, bolstering and safeguarding appreciation).

This study contributes to the service literature by creating granularity in the multidimensionality of customer experience. This study advances customer experience management in practice by providing service managers with novel possibilities for understanding and managing customer experiences intelligently. This can help service providers streamline and innovate customer experience strategies during customer journeys and foster customer loyalty.

This article aims to synthesize and integrate current research on customer experience (CX), identifying the intellectual structure of the field, systematizing a conceptual framework and identifying future research opportunities.

To analyze 629 articles published in peer-reviewed journals in almost four decades, this study employs both bibliometric co-keyword and thematic literature analysis in a complementary way.

This article maps the CX literature by describing its intellectual structure in terms of three research domains (customer, organizational and technological), their corresponding most relevant research themes and topics. Moreover, this study develops a conceptual framework and research propositions to summarize and integrate the CX literature. This work recognizes technology as an important driver for the development of CX research. Lastly, this article provides future research opportunities for moving the field forward, considering an integrative view among domains.

This paper complements other reviews on CX by using a novel methodological approach (co-keyword and thematic analysis) that enables the identification and visualization of the CX intellectual structure. In addition, the study explores the increasing connection between technology and CX research, by raising evidence that technology, by continuously modifying services and consequently CX, has become a transversal component in the research field. These outcomes may be useful for academics and practitioners.

The purpose of this study is to identify the practices used by service providers to manage the customer service experience (CSE) across multiple phases of the customer journey in a business-to-business (B2B) setting.

This study comprises an ethnography that investigates in real time, from a dyadic perspective, and the CSE management practices at two service providers operating in knowledge-intensive service industries over a period of eight months. Analytically, the study concentrates on critical events that occurred in phases of the customer journey that in some way alter CSE, thus making it necessary for service providers to act to keep their customers satisfied.

The study uncovers four types of service provider practices that vary based on the mode of organization (ad hoc or regular) and the mode of engagement (reactive or proactive) and based on whether they restore or bolster CSE, including the recurrence of these practices in the customer journey. These practices are conveniently presented in a circumplex typology of CSE management across five phases in the customer journey.

This paper advances the research in CSE management throughout the customer journey in the B2B context by showing that CSE management is dynamic, recurrent and multifaceted in the sense that it requires different modes of organization and engagement, notably during interaction with customers, in different phases of the customer journey.

The circumplex typology acts as a tool for service providers, helping them to redesign their CSE management practices in ongoing service and dialogical processes to keep their customers more engaged and satisfied.

This paper is the first to infuse a dyadic stance into the ongoing discussion of CSE management practices in B2B, in which studies to date have deployed only provider or customer perspectives. In proposing a microlevel view, the study identifies service providers' CSE management practices in multiple customer journey phases, especially when the situation becomes critical.

The purpose of this paper is to explore the pertinent issues in the relationship between service experience and service design among small and medium‐sized enterprises (SMEs) in the tourism industry.

The conceptual paper undertakes a thorough review of the relevant literature before developing propositions regarding service experience and service design for SMEs in the tourism industry.

Service experience must be appropriately managed by SME operators by collecting and evaluating relevant data on customer experience. Service design must be undertaken in a holistic manner that is embedded in the organisational culture of the service provider using tools such as “blueprinting”. Synergistic cooperation and learning regions among traditionally fragmented tourism providers are essential for achieving long‐term competitiveness.

Future research should undertake empirical studies to validate and/or modify the propositions presented in this conceptual paper.

This is one of the few studies to have addressed the relationship between experience management and service design for SMEs in the highly competitive tourism industry.

Customer experience is more critical than ever to firms’ successes and future growth opportunities. Typically measured through aggregate satisfaction scores, businesses have been criticized for oversimplifying what experience means. The purpose of this study is to provide a new perspective on experience management and offers a novel way forward for customer-centric strategizing.

Mapping the current digital technologies being used across businesses in all sectors to engage and connect with customers more effectively, this paper outlines some of the fundamental challenges of experience management and future opportunities to enhance business practice.

Businesses are capturing what they know about customers, rather than what a customer thinks and feels about the firm. Many experience management initiatives create customer pains (not gains), while for businesses, decision-making can be jeopardized by fake customer data. A framework based upon the five experience dimensions is presented for optimal customer-driven decision-making.

Going beyond aggregate satisfaction scores that serve as an output rather than an input into businesses strategizing, the paper presents an actionable framework for targeted investments and enhanced experience management practices.

Businesses are seeking to grow intelligent customer experience analysis capabilities to disrupt traditional business models toward greater customer-centricity and to track the digital spread of positive and negative experiences. Examining how this is being done and where the weaknesses lie by bridging management practice and the scientific literature, this paper provides new knowledge to advance customer-centric strategies for growth and profitability.

Given the dramatic technology led service innovations that are putting pressure on hospitality and tourism businesses, competitive advantage may depend significantly on remaining opportunities for a human element to be incorporated into the customer experience.

This conceptual study provides a synthesis of the past and the future understanding of the importance of service management.

A conceptual framework is provided that extends our understanding of emotion connection and reliance on technology. The examples are given to enrich the discussion.

This study is among the first to highlight and explore the interrelationship between emotional connection and the reliance on technology in the context of hospitality experience.

Smart technologies and connected objects are rapidly changing the organizational frontline. Yet, our understanding of how these technologies infuse service encounters remains limited. Therefore, the purpose of this paper is to update existing classifications of Frontline Service Technology (FST) infusion. Moreover, the authors discuss three promising smart and connected technologies – conversational agents, extended reality (XR) and blockchain technology – and their respective implications for customers, frontline employees and service organizations.

This paper uses a conceptual approach integrating existing work on FST infusion with artificial intelligence, robotics, XR and blockchain literature, while also building on insights gathered through expert interviews and focus group conversations with members of two service research centers.

The authors define FST and propose a set of FST infusion archetypes at the organizational frontline. Additionally, the authors develop future research directions focused on understanding how conversational agents, XR and blockchain technology will impact service.

This paper updates and extends existing classifications of FST, while paving the road for further work on FST infusion.

This paper aims to develop an appropriate model for customer-experience management (CEM) for the banking-services sector.

The research method used in this study is qualitative. Techniques used for data collection and data analysis are based on the grounded theory method and include open, axial and selective coding to develop a hierarchical model. Information and data, based initially on concepts in the literature, are gathered as open code through expert interviews with 11 academic and 20 industry experts from Iran. Research data are classified and filtered by micro and macro categories and validated and edited to provide the final model.

The final model of the study is based on expecting, conceptual and caretaking factors. Micro dimensions and related propositions for the banking industry are also identified.

The final model should have practical uses in the banking sector, enabling banking managers to successfully incorporate CEM into their strategy by focusing on the key elements.

The development of a model to measure customer experience is an important indicator for performance improvements in the banking industry. This is one of the few papers to propose an appropriate model for CEM for the banking-services sector and the first to do so in an Iranian context.

The purpose of this paper is to develop and apply the sequential incident laddering technique as a novel approach for measuring customer service experiences. The proposed approach aims to correspond with the concept's theoretical foundation in the extant literature.

The paper applies the sequential incident laddering technique to measure customer service experiences. The technique integrates two well‐established methods in service marketing: sequential incident and laddering techniques. The data collected from 41 customers in a hotel and restaurant experience context illustrate that the method corresponds with the key themes of the proposed experience concept and experience formation process.

Applying the proposed technique reveals first, the customer's cognitive and emotional responses to company stimuli. Second, the salient customer cognitions and emotions across several episodes of the service interaction process are identified. Third, the personal values which drive the customer's service experience are disclosed.

The empirical study is a first illustration of the proposed measurement approach in only one company based on a limited sample size. The methodological contributions and development opportunities for further applications are set out for different contexts and in combination with other methods.

The proposed method integrates customer and company‐related constructs. Therefore, the data collected can provide managers with guidelines for customer service experience design based on detailed customer feedback.

The paper proposes an innovative measurement approach to customer service experiences which can support knowledge development in an important marketing area.