1.7Homburg, Jozi&Kuehnl (2017), Customer experience management: toward implementing an evolving marketing concept,

Question 1

Customer experience

Answer 1

The evolvement of a person’s sensorial, affective, cognitive, relational, and behavioral responses to a firm or brand by living through a journey of touchpoints along pre- purchase, purchase, and post-purchase situations and continually judging this journey against response thresholds of co-occurring experiences in a person’s related environment

Question 2

Customer experience management

Answer 2

The cultural mindsets toward CE’s, strategic directions for designing CE’s, and firm capabilities for continually renewing CE’s, with the goals of achieving and sustaining long-term customer loyalty

Question 3

Our main research results suggest that CEM is a firm-wide management approach that entails three main categories: a

Answer 3

a firm’s (1) cultural mindsets, (2) strategic directions, and (3) capabilities.

Question 4

1. Cultural mindsets toward CE’s

Answer 4

mental portrayals managers use to describe their competitive advantage. They mainly influence the behavioral traits of employees on an organization-wide level.

Question 5

1. Cultural mindsets toward CE’s 3 orientations

Answer 5

a. Experiential response orientation b. Touchpoint journey orientation c. Alliance orientation

Question 6

1. Cultural mindsets toward CE’sa. Experiential response orientation ➔

Answer 6

➔ Eliciting cognitive, sensorial, affective, relational, and behavioral customer responses at touchpoints are equally important for enhancing customer loyalty. In our parents’ world, satisfaction meant to just deliver a product that works. But today, we must and do address a broader phalanx of issues. (e.g. car industry: First emphasis on reliability, now a car says someting about you as a person, also very personalized)

Question 7

1. Cultural mindsets toward CE’sb. Touchpoint journey orientation

Answer 7

The customer experience includes every point where the customer comes into contact with our brand. This means before, during and after purchase. The success factor is to consider all of them in relation to one another and to develop a touchpoint journey logic that overcomes departmental silo mentalities within the company. (e.g. consumer electronics: regular updates on products, very good customer/repair service)

Question 8

1. Cultural mindsets toward CE’sc. Alliance orientation

Answer 8

Alliances with other firms help firms better align a person’s different touchpoint journeys, and thus CEs, in his or her related environment. Joint business modeling is needed. (e.g. bol.com and postNL delivery service)

Question 9

2. Strategic directions for designing CE’s

Answer 9

a set of organization-wide guidelines on market-facing choices. They have a more direct effect on different marketing tasks and the customer front end, resulting in the realization of the customer–firm exchange. Designing CE’s.

Question 10

2. Strategic directions for designing CE’s 4 ways of designing

Answer 10

a. Thematic cohesion of touchpoints
b. Consistency of touchpoints
c. Context sensitivity of touchpoints
d. Connectivity of touchpoints

Question 11

Strategic directions for designing CE’s a. Thematic cohesion of touchpoints

Answer 11

The direction to extend core touchpoints along a brand theme that promises customers to realize a certain lifestyle or activity with the help of multiple touchpoints. It is about the role a brand should play in the daily life of their customers, about the lifestyle they enable with their many touchpoints.

Question 12

Strategic directions for designing CE’sb. Consistency of touchpoints

Answer 12

The direction to define and stick with all major corporate identity elements across multiple touchpoints for assuring similar loyalty- enhancing experiential responses along customers’ touchpoint journeys. Brand image must me visible at every point of contact

Question 13

Strategic directions for designing CE’sc. Context sensitivity of touchpoints

Answer 13

The direction to establish touchpoints that address and optimize the customers’ situational contexts and their touchpoints’ specific features for value-adding perceptions along customers’ touchpoint journeys. Use case specific landing pages, different paths to purchases, and advertisements highly customized to individual browsing behavior

Question 14

Strategic directions for designing CE’sd. Connectivity of touchpoints

Answer 14

The direction to functionally integrate multiple touchpoints across online and offline environments for seamless transitions between one and another

Question 15

3. Firm capabilities for continually renewing CE’s

Answer 15

an organizationally embedded pattern of processes and routines. It is the process-oriented manifestation of the other two CEM categories. Continuous renewal of CE’s.

Question 16

Firm capabilities for continually renewing CE’s 4

Answer 16

a. Touchpoint journey design b. Touchpoint prioritization Touchpoint journey monitoring d. Touchpoint adaptation

Question 17

Firm capabilities for continually renewing CE’sa. Touchpoint journey design

Answer 17

The capability of planning potential touchpoint journeys as a means for business planning and modeling and disseminating requirements across functionally oriented capabilities such as product development, sales, and communications

Question 18

Firm capabilities for continually renewing CE’sb. Touchpoint prioritization

Answer 18

The capability of directing the constant implementation and modification of touchpoints and, thus, the continuous (re)allocation of monetary, technical, and human resources by drawing on a data-driven prioritization scheme for a given planning period. To decide when and which touchpoints to implement change,w e have to know which touchpoints are the most important ones; how relevant are they for the customers?

Question 19

Firm capabilities for continually renewing CE’sTouchpoint journey monitoring

Answer 19

The capability of coordinating and depicting the comprehensive collection of touchpoint-specific performance indicators in accordance with the firm’s touchpoint journey orientation. How much website visitors are there, how many customers access the newsletter, how long do they navigate through an e-commerce platform?

Question 20

Firm capabilities for continually renewing CE’sd. Touchpoint adaptation

Answer 20

In depth customer insights contribute to obtaining a deeper understanding of single touchpoints and their broader market contexts, allowing for the proactive development of highly customer-centric touchpoint propositions. Creating and disseminating propositions of incrementally and radically new touchpoint(s) journeys.

Question 21

CEM primarily aims to achieve and sustain

Answer 21

sustain long-term customer loyalty for competitive advantages and long-term firm growth

Question 22

How does CEM manifest itself across various types of firms?
Contingency factors: 2 indicators for differences in importance of CEM elements

Answer 22

• Size: small vs large - Addressing mass markets and availability of means
• Core business model: transactional vs relational - Relational more about interaction and co-creation; Transactional more about creating touch points and coherence

Question 23

CRM: customer relationship management
- Goal

Answer 23

: to identify the profit maximizing configuration of initiating, maintaining, and terminating customer relationships

Question 24

CEM: goals

Answer 24

unfolds the culturally driven goal of achieving long-term customer loyalty and hence long-term firm growth by designing and continually renewing segment specific touchpoint journeys

Question 25

the three cultural mindsets extend MO and CRM by being

Answer 25

being indicative of a firm’s cultural market network mindset —that is, the mental model that evolving into global business networks from the production end to the consumption end results in sustainable competitive advantages

Question 26

that the strategic directions of CEM extend MO and CRM for the following greasons:

Answer 26

• we extend MO since the concept is largely silent on marketfacing, strategic attributes of marketing management. CRM, in turn, alludes to designing CEs by cocreating value for the total buying experience, not just the core product.

Question 27

the identified firm capabilities of CEM extend MO and CRM by representing

Answer 27

a dynamic system for organizational ambidexterity—that is, the synchronization and balancing of incremental and radical market innovations
- Exploitative mindset -> ambidexterity (exploitative and explorative)

Question 28

• experiential response orientation: extends MO’s customer orientation in terms of

Answer 28

detailed awareness that, today, sensing and responding to customer needs goes well beyond focusing on cognitive, affective, and relational customer responses to also entailing sensorial and behavioral customer responses (as separate dimensions).

Question 29

• alliance orientation extends MO’s competitor orientation in terms of

Answer 29

a more collaborative way of acting toward other (non-competing market players

Question 30

• touch point journey orientation extends MO’s cross-functional collaboration in terms of

Answer 30

not regarding market data as the object of collaboration but rather the realization of elaborate touchpoint journeys.