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This paper aims to analyze the concept of customer experience in the marketing literature, identify its dimensions and applications in retail companies and integrate it with the concepts of touchpoints and consumer journey; some correlated concepts, such as customer delight and engagement, are also clarified, and an example of best practice customer experience management, using the beauty product company Sephora as a reference is provided.

The case analysis was based on an examination of available public documents, such as press articles, case studies and the content of beauty blogs and social media (Facebook and YouTube) from 2014 to 2017; Sephora’s social media communities (Beauty Talk, The Glossy and Sephora TV); the company’s website and mobile application; and physical stores and Sephora Flash (a mix of a physical and digital store).

Four categories emerged from the analysis, namely, to provide an enhanced omni-channel shopping experience, to reward loyalty and to bond with customers, to promote social shopping experiences and to delight customers.

The study results provide retail managers important insights for maximizing customer experience across different touchpoints and throughout the whole journey to increase customer engagement and loyalty.

The paper provides clear theoretical and practical basis for customer experience management, based on an analysis of the concepts of customer experience, delight and engagement, as well as a case analysis of a company that excels in this area.

Against the changing perceptions of the nature of the customer experience in museums, this article seeks to explore aspects of the total customer experience in museums, initially through two simple case studies, and subsequently by identifying some of the factors that might influence the customer experience. A methodology using walk‐through audits is proposed for monitoring the total customer experience. This methodology has the following stages: building a typical customer profile, designing walk through audit frames, executing audit frames, analysing the data from frames, introducing any recommended changes to the strategic plan, and modifying frames to reflect changes. This methodology offers an important approach to the evaluation of the total customer experience, which encompasses consideration of the way in which the variety of individual service exchanges come together to provide an integrated experience.

The purpose of this paper is to explain the relationships and the meaning of the customer experience management approach, which involves manufacturing and fabrication influenced by human kansei with respect to the management of technology (MOT).

Four cases of experience value creation from earlier work are presented. An interview was held with the product manager of each product or CEO of each company. According to the interview, the paper analyses experience values of four cases based on the five modules.

As a result of analyzing INAX “SATIS”, NISSAN “X‐TRAIL”, Canvas Bag by “Ichizawa Hampu” and Albirex Niigata from the viewpoint of the creation of customer experiences, it was found that each of them has high standards for all values of SENSE, FEEL, THINK, ACT and RELATE, meaning that they are like an ensemble of customer experiences. They create not only functional benefit but also customer experiences by the MOT approach.

This paper explains the relationships and the meaning of the customer experience management approach, which involves manufacturing and fabrication influenced by human kansei with respect to the Management of Technology (MOT) and will be of interest to those involved in that field.

Seeks to explore aspects of the total customer experience in libraries, initially through three simple case studies, and subsequently by identifying some of the factors that might influence the customer experience. Proposes a methodology using walk‐through audits for monitoring total customer experience.

The purpose of this paper is to focus on the evolving field of hybrid services within the customer service domain. The distinguishing characteristic of hybrid services is its rapid advancements and intersection of technology innovations mixed with customer service approaches.

Extensive research and analysis has identified numerous models to measure service quality and most of these models are derived from the SERVQUAL. Since SERVQUAL is not clearly focused to analyze the customer’s experience, the authors have used mixed methods of data collection. The two sources of data are both primary and secondary data. Primary source of research is semi-structured feedback with key operations manager and front line employees involved in the business process outsourcing industry. Secondary source of data is based on case studies of organizations engaged in information technology and ecommerce.

In this study, the author suggests multivariate hybrid pathways to streamline and deliver exceptional customer experience, which enhances the customer retention and firm’s competitive advantage. This study emphasizes on the imminent growth of hybrid services within the customer service domain. The distinguishing characteristic of hybrid services is its rapid advancements and intersection of technology innovations mixed with customer service approaches. The customers’ interactions with a firm are gaining proportional complexity due to the intercourse of human and technology interactions.

This study integrates the diverging but distinct pathways that influence customer experience. The study is centralized on the theme that there is a progressive dependence of human interactions with technological developments. It highlights the advent of new digital technologies that are the catalyst for personalized customer experiences.

This paper aims to consider how customer experience can be used by wineries to enrich their value proposition and improve their competitive advantage.

Qualitative research, using a semi-structured interview approach, was conducted on four small sized wineries located in the Bolgheri area (Tuscany, Italy). This study was based on the theoretical model of Pine and Gilmore.

All the wineries in the sample are committed to enriching wine – the tangible product. They focus on customer experience to make the process unique and meaningful. They seek to provide a rich experience, but have chosen one experience dimension to create a specific identity for themselves. It is evident, based on interviews and online reviews, that the customers appreciate the efforts of the wineries.

This study can be further developed, using dimensions such as brand awareness and by building a larger sample, to understand how wineries can further improve their value proposition.

The adoption of marketing experience requires flawless execution of the experiences, starting from first employee-customer interaction. For this reason, it is essential for companies to invest in the training and development of their employees, who represent the experiential offer, and act as the link between the internal and external world. It is also important to identify new trends and be proactive.

Very few studies in the literature focus on customer experience in wine sector.

Describes how companies can make managing the emotional expectations of customers the frontier of the customer‐focused enterprise.

Customer experiences have emotional characteristics that companies historically haven't been good at delivering. The customer experience is more than an analysis of hard metrics about speed, availability and information. These performance measures are critical, but real progress in shaping the customer experience comes from addressing the emotional aspects of their interactions.

The key to success is to fully understand the customers' needs and expectations. By doing so, companies can identify what the most important interactions are – key “moments of truth” – and prioritize delivery on these interactions.

By employing a customer experience framework to prioritize resources according to the impact of particular customer interactions, paying particular attention to emotional experiences, companies can build achievable operational models that create customer advocates.

Best‐in‐class companies understand the entire customer experience and use a Customer‐Focused Enterprise model to foster customer advocates while deploying resources effectively and efficiently. The six characteristics of the CFE are: customer authority, customer dialog, integrated execution, solution experience, human performance and customer focused organization.

The author’s thesis is that today we have transitioned from a Service Economy to an Experience Economy, . What customers increasingly want are experiences – memorable events that engage each individual in an inherently personal way. And if companies want to create and consistently offer engagement experience value, then they need to give their employees the wherewithal to design, create and stage such offerings through an employee experience that is equally personal, memorable and of course engaging. 10;

The author suggests that we think of the customer/employee relationship as the experience profit chain, one that interacts in multiple and complex ways to yield a connected human experience.

Better employee experience leads to the creation of a better experience for customers, which feeds back to enabling a more engaging employee experience. Separate employee experiences from customer experiences and it will become increasingly hard to create the economic value desired by customers today.

The employee experience depends on how well companies design the time employees spend that creates value for customers.

Seminal article that analyzes and offers guidance on how to formulate the relationship between customer experience and employee experience.

This study aims to explore the effects of the omni-channel experience on customer commitment and word-of-mouth (WOM) intention within the context of fashion retailing in an emerging country, Türkiye.

In the study, data was collected online from 346 consumers. The hypothesised relationships were tested using SEM via AMOS.

Three sub-dimensions of the omni-channel experience are validated, namely consistency, connectivity, and personalisation, and while consistency and personalisation positively affected customer commitment, they did not indicate any direct influence on WOM intention. On the other hand, connectivity affected WOM intention but not customer commitment. In conclusion, even though consistency, connectivity, and personalisation constitute the omni-channel experience, they have differing behavioural outcomes. Furthermore, fashion retail customers’ commitment positively influenced WOM intentions.

This study contributes to the literature in four main areas: First, this study validates the omni-channel experience scale. Secondly, it extends social exchange theory in omni-channel retailing research. Thirdly, it develops a micro-perspective on the omni-channel experience. Lastly, it puts forth that the effects of consistency, connectivity, and personalisation on customer commitment and WOM intention differ.

The omni-channel experience is a multi-dimensional concept. Retail managers should invest in consistency, connectivity, and personalisation to amplify customer commitment and WOM intention.

This study explores how customer commitment and WOM intention are enhanced through an omni-channel experience.

Gamification in mobile apps has emerged as a compelling strategy to foster firm’s relationships with their customers through mobile applications. This study utilizes a meta-analytic review to demonstrate how gamification shapes consumer responses and how moderator variables play a role in this process.

The study employed a meta-analytic review to combine and synthesize data from 62 studies, including 71 independent samples and a sample size of 20,510 to test the research model and examine the role of moderators in this model.

Findings reveal that gamification, through the customer experience components (cognitive, hedonic, pragmatic and social elements), leads to customer engagement, resulting in word-of-mouth and loyalty. However, privacy concerns play a destructive role in this process, deteriorating customer–firm relationships. Moderator analysis indicates that gamification design elements, such as rewards, progression and customization systems, along with product and service benefit, involvement, familiarity and firm type moderate the relationship between gamification and customer response.

The meta-analysis main and moderator analysis results provide several insights for marketing managers that assist them in developing an effective gamification in mobile app strategy.

The findings reveal novel insights, encompassing both the bright and dark sides of the influence of gamification on customer response, while also examining the moderating roles of gamification, product and service and firm characteristics.