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Customer service experience

An investigation of key success factors of a business model for digitally enhanced and demand driven manufacturing of personalised apparel products

Written by Mate Granic, Clara Huss

Paper category

Master Thesis

Subject

Business Administration>Management

Year

2017

Abstract

Master Thesis: The emergence of customer journeys In the next few years, customer experience is considered one of the most important challenges for customer management (Lemon & Verhoef, 2016). This is because it is believed that creating a strong and positive experience for customers will lead to long-term relationships and increase customer loyalty and reputation (Lemon & Verhoef, 2016). There are many definitions of customer journeys in the literature. It can be defined as the combination of customer's emotional, sensory, social and spiritual responses to all interactions with the company (Lemon & Verhoef, 2016). In addition, it can be explained by involving all aspects of the company's products and how customers perceive it. This will include the quality of customer service, advertising, packaging, product and service features, and reliability, in short, all direct or indirect contact between the customer and the company (Lemon & Verhoef, 2016). Schmitt (1999) divides customer experience into five different types, including sensory experience, emotional experience, cognitive experience, physical experience, and social identity experience. The definitions of Verhoef, Lemon, Parasuraman, Roggeveen, Tsiros, and Schlesinger (2009) reinforce this idea, which includes customers' cognitive, emotional, emotional, social, and physical responses to retailers. Therefore, the general meaning of the overall customer experience is considered to be multi-dimensional, including cognitive, emotional, behavioral, sensory and social components (Lemon & Verhoef, 2016). In order to understand and manage the customer experience, there must be an ability to measure and monitor the customer’s perception of the company. Product response (Lemon & Verhoef, 2016). One of the measurable aspects is customer satisfaction. This is closely related to the customer's expectations in terms of services and products and the content of delivery. In addition, the development of service quality and service marketing laid the foundation for mapping customer journeys (Lemon & Verhoef, 2016). In terms of so-called critical moments, this includes service delivery and the use of atmosphere and environment as factors that affect the customer journey (Bitner, 1990). By implementing customer-centric marketing, the customer experience can be further enhanced. The core of this approach is to understand the value provided to individual customers rather than to the mass market (Lemon & Verhoef, 2016). This is done to maximize the long-term financial value of the most valuable customers. In early research in the field of customer experience and consumer buying behavior, Lemon and Verhoef (2016) 3.1.1 The different stages of the customer journey According to Lemon and Verhoef (2016), customer experience and customer satisfaction, service quality, relationship marketing, as a commitment to measure the connection between the customer and the company, and as an evaluation of the company’s reliability Trust relatedness, brand participation and customer participation. In addition, Lemon and Verhoef (2016) believe that the customer journey consists of three stages, as shown in Figure 7. It starts with a pre-order, which includes research and search for a specific product and all interactions with the brand, and starts when the demand for a specific product emerges. The second is the actual purchase, including all interactions during the actual purchase process, such as color selection, payment, and shipping. At this stage, the number of choices and information received by the customer must be considered, because too many may confuse the customer (Lemon & Verhoef, 2016). The last step is after-sales, which includes product use and consumption, as well as after-sales participation and service requests. In this step, it is recommended that a "loyalty cycle" occurs, which means that certain things will trigger customer loyalty to the company and further participation, or trigger the search for alternatives for the future (Lemon & Verhoef, 2016). When analyzing and mapping customer journeys, Lemon and Verhoef (2016) suggested focusing on three areas. The first is to map and analyze the customer journey, and the second is to understand how multi-channel customer journey touchpoints simplify customer experience design. The last part is to understand how mobile channels affect the customer journey. The focus is further on the customer interaction phase, from consideration, search, purchase, post-purchase, to consumption and future participation or repurchase (Lemon & Verhoef, 2016). The goal is to describe the journey and understand the options and choices at different stages. 3.1.2 Customer journey measurement The scale of customer journey measurement and its evaluation and review is still under development and has different aspects in different research fields. This is because it is difficult to develop a single set of metrics to capture the customer experience of different industries and different shopping channels (Lemon & Verhoef, 2016). However, the most effective and applicable methods in the literature today are the five key dimensions of service quality (Lemon & Verhoef, 2016). These include: reliability, assurance, tangibility, empathy, and responsiveness, as stated by Lemon and Verhoef (2016). Read Less