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The Influential Factors of Customer Experience in O2O E-commerce

A quantitative study of what affects Chinese customers’ experience in online travel industry under the O2O e-commerce context

Written by Ye Yang

Paper category

Master Thesis


Business Administration>Marketing & Sales




Thesis: Customer experience In order to survive in a highly competitive market, many companies shift their focus to customers, which has led to the development of customer relationship management philosophy (Gentile, Spiller and Noci, 2007). Verhoef et al. (2009) Distinguish customer experience management and customer relationship management. The former deals with the consumer's current experience, while the latter focuses on the recorded previous experience. Recently, as customers have more and more points of contact with the company, this focus on customers reveals the importance of monitoring the experience gained from these points of contact (Gentile, Spiller, and Noci, 2007). 2.1.1 ExperentialmarketingSchmitt (1999) The new marketing method of traditional marketing is called experiential marketing. Traditional marketing methods describe customers as rational decision makers and focus on functional characteristics and benefits (Schmitt, 1999). In contrast, experiential marketing treats the customer as a rational and emotionally driven person, and participates in the realization of a pleasant experience, emphasizing the customer experience (Schmitt, 1999). Carbone and Haeckel (1994) interpreted experience as the impression produced by people encountering a company, service, or environment, that is, the perception formed when people strengthen sensory information. Schmitt (1999) pointed out that experience provides sensory, emotional, cognitive, behavioral and rational values ​​beyond functional value. Experiential marketing aims to create an overall experience and integrate personal experience into the overall Gestalt” (Schmitt, 1999). Gestalt theory affirms that “the whole is different from the sum of parts” (Köhler, 1947). The overall nature of these experiential designs makes others Competitors cannot replicate (Berry, Carbone, and Haeckel, 2002). Experience marketers have shifted from considering a single product along the social and cultural consumption vector to a broader and deeper understanding of the customer's meaning (Schmitt, 1999). Schmitt (1999). 1999) proposed a five-module strategic experience framework, which involves sensory experience (sense); emotional experience (feeling, emotional components); creative cognitive experience (thinking); physical experience, behavior, and lifestyle (act); and Social identification experience related to the reference group or culture (related) for practitioners to manage the experience. For example, sensory experience or sensory marketing, which aims to create sensory experiences through smell, taste, touch, hearing and vision. 2.1.2 Customer experience "Customers always get experience while obtaining products or services" (Carbone and Haeckel, 1994). The core issue is how the company effectively manages the experience (Berry, Carbone and Haeckel, 2002). Verhoef et al. (2009) proposed an overall conceptual framework about customer experience as a multi-dimensional concept, involving the cognitive, emotional, emotional, social and physical dimensions of experience. In addition, Verhoef et al. (2009) Emphasizes the importance of customer experience by addressing its overall nature in the offline environment and paying special attention to the retail environment. Essentially, the complexity of customer experience is reflected in the customer's response to all direct and indirect contact with experience service providers (Gentile, Spiller, and Noci, 2007). Practitioners and scholars are increasingly aware of the role of customer experience in competition and strategic role in the development of contemporary companies (Bilgihan, Kandampully, and Zhang, 2016; Johnston and Kong, 2011). Many authors have proposed that attractive customer experience can be a new way for contemporary companies to gain and maintain a competitive advantage (Bilgihan, Kandampully, and Zhang, 2016; Johnston and Kong, 2011; Pine and Gilmore, 1999; Verhoef et al., Year 2009) ). Excellent customer experience may be related to customer satisfaction, customer loyalty, and customer expectations (Johnston and Kong, 2011). Researchers have produced different definitions of customer experience. For example, Gentile, Spiller, and Noci (2007) interpret customer experience as the evolution of the relationship between the company and the customer. They define customer experience as the interactive units that originate from customers, companies, or company quotes, and these interactive units produce responses (LaSalle and Britton, 2003). This experience is strictly a personal experience, representing the degree of customer participation from different dimensions (LaSalle and Britton, 2003; Schmitt, 1999). It can be evaluated by comparing the gaps between customer expectations and incentives. These gaps come from interactions with the company and company products corresponding to different touchpoints (Gentile, Spiller, and Noci, 2007; LaSalle and Britton, 2003) ). In addition, customer experience represents the customer's internal and subjective response to any direct or indirect interaction with the company (Meyer and Andre, 2007). In most cases, direct contact occurs during the purchase, use, and service initiated by the customer (Meyer and Andre, 2007). Read Less