CEM. See Customer experience management (CEM)
Co-creation of experiences
, 5
Cognition–affect–conation model
, 54
Complex products and systems (CoPS)
, 100–101
Consumer purchase decisions
, 53–55
Corporate silos
cultural perspective
, 132–137
customer experience
, 138–143
customer experience management (CEM)
, 140–143
disruptions
, 140–143
historical perspective
, 132
organisational perspective
, 137–138
types
, 131–132
Customer experience (CX)
, 162
Asian countries
, 192–195
attention–interest–desire–action (AIDA) model
, 4
brand experience
, 191
business-to business (B2B)
, 175–176
business value
, 160
Byju’s K-12 Learning App
, 126–127
challenges
, 118–119
co-creation of experiences
, 5
cons of
, 123
cost
, 157
COVID-19
, 2–3, 212–213
C-suite leaders
, 10–11
customer lifetime value (CLTV)
, 156–157
decision-making
, 7
definition
, 2–3, 6, 176
design thinking approach (See Design thinking approach)
dual-processing system
, 8
exemplars
, 200–203
expectancy–value (E-V) theory
, 163–167
experience economy
, 5
feelings
, 4
first and repeat transactions
, 160
Flywheel approach
, 176–192
frameworks for
, 119–122
Gartner CX Pyramid
, 120–121
in India
, 170–171
integration
, 155–156
KPMG customer experience model
, 120
link-to-value analysis
, 161
management
, 155–156
maturity
, 203–205
measuring
, 167, 169, 190–191
memories
, 4
negative consequences
, 156
net benefits
, 157
net promoter score (NPS)
, 158–159
neuroscience
, 8
NEXA
, 11
online experience
, 2–3
outcomes of
, 157
perceptions
, 4
planning
, 11
poor
, 157–159
post-purchase experience
, 191
pros of
, 122–123
Qualtrics XM model
, 121–122
researching
, 191–192
ROI orientation
, 161
service-dominant logic (S-D logic)
, 5
service provider experience
, 191
significance of
, 156–157, 170–171
technology
, 93–94
value
, 156
voice of customer analysis
, 169–170
Customer experience management (CEM)
, 199–200
COVID-19
, 2–3
definition
, 2
online experience
, 2–3
Voice of Customer (VoC)
, 66–67
Voice of the Employees (VoE)
, 66–67
Voice of the Process (VoP)
, 66–67
Customer feedback leveraging social media
, 106
Customer-focused companies
, 138–139
Customer journey
awareness, interest, desire and action (AIDA)
, 27–29
application
, 28–29
arousing desire
, 29
attracting attention
, 28
garnering interest
, 28–29
prompting action
, 29
brand-owned touchpoints
, 26
business transformation
, 35–37
customer journey map
, 36
organising workshops
, 36
as product
, 35
channel
, 23
customer-owned touchpoints
, 25–26
customer touchpoints
, 27
digital customer journeys
, 37–39
experience
, 23–24
goal
, 23
journey mapping
, 30–34
action planning
, 34
designing
, 31–32, 34
ecosystem workshop
, 34
emphasis on personas
, 33
post-purchase
, 31
pre-purchase
, 30–31
purchase
, 31
qualitative research
, 33
mapping
, 23
mid-funnel focus
, 39
multiple customer service options
, 39
organisational goals/key performance indicators/responsibility
, 24
partner-owned touchpoints
, 26
persona
, 23
social/external touchpoints
, 24–25
stage
, 23
timeline
, 23
touchpoint
, 23
visualisation
, 24
Customer lifetime value (CLTV)
, 156–157
firms
, 158
orientation
, 158
parameters
, 171–172
Customer-owned touchpoints
, 25–26
Customer relationship management (CRM) systems
, 99, 104–105
Customer satisfaction score (CSAT)
, 75