The role of customer experience in building brand loyalty within the service context

Customer experience theory, research, and practice represent an evolving area of study within the marketing discipline. Despite its importance, the customer experience concept remains vague and lacks a thorough theoretical foundation. This study addresses this gap in the literature and examines the antecedents and consequences of customer experience from customer perspectives. The study provides a conceptual framework building from a qualitative study and the existing literature. This article includes a formal test of the framework using a large-scale survey of British customers to examine their experience with resort-hotel brands. The results show price perception, core services, and word-of-mouth have a direct impact on how customers interpret their experiences with resort-hotel brands; perceived service quality plays a mediatory role in the relationship between servicescape, core service, and customer experience. Measuring validation strength of customer experience upon brand loyalty by best fit in combination with cross-sample predictive validity models is a valuable contribution of this study

A structural model to examine the antecedents and consequences of customer with experiential brands

Despite the increasing attention towards customer experience, empirical research to explain this notion, its antecedents and its consequences is still limited. Hence, this research aims to develop a framework of customer experience based on a number of antecedents that influence customer experience in the service sector. This paper presents the first part of the study which includes the review of literature, the application of netnography method to the development of customer experience construct, the development of the research measures and the hypotheses development for the structural model. The second part of the study, which is presented in another paper, provides the results of the empirical study and discusses the findings of the structural model

Applying marketing’s new dominant logic for interpreting customer experiences with brands

The concept of customer experience is evolving to an imperative area of study within the marketing discipline. Despite its importance and the positive attention this concept is receiving in the literature, the explanation of customer experiences remains vague and a thorough theoretical foundation is lacking. This paper addresses the gap in the literature and to facilitate a brand-management understanding of the concept of customer experience and its antecedents and consequences. The paper examines the impact of customer experience on brand loyalty via a comprehensive review of existing literature on the concept of customer experience and service brand literatures. Additionally, twelve propositions describe and explain the antecedents of customer experience and impacts upon brand loyalty within a service-centered marketing logic. This paper contributes a novel customer-brand experience perspective and conceptual tools relevant for further theory development and for effectively managing customer-brand relationships

Multichannel in a complex world

The proliferation of devices and channels has brought new challenges to just about every organisation in delivering consistently good customer experiences and effectively joining up service provision with marketing activity, data and content. A good multichannel strategy and execution is increasingly becoming essential to marketers and customer experience professionals from every sector. This report seeks to identify the key issues, challenges and opportunities that surround multichannel and provide some best practice insight and principles on the elements that are key to multichannel success. As part of the research for this report, we spoke to six experienced customer experience and marketing practitioners from large organisations across different sectors. In Multichannel Marketing: Metrics and Methods for On and Offline Success, Akin Arikan (2008) said: ‘Because customers are multichannel beings and demand relevant, consistent experiences across all channels, businesses need to adopt a multichannel mind-set when listening to their customers.’ It was clear from the companies interviewed for this report that it remains challenging for many organisations to maintain consistency across so many customer touchpoints. Not only that, but the ability to balance consistency with the capability to fully exploit the unique attributes of each channel remains an aspiration for many. The proliferation of devices and digital channels has added complexity to customer journeys, making issues around the joining up of customer experience and the attribution of value of key importance to many. Whilst senior leaders within the organisations spoken to seem to be bought in to multichannel, this buy-in was not always replicated across the rest of the organisation and did not always translate into a cohesive multichannel strategy. A number of companies were undertaking work around customer journey mapping and customer segmentation, using a variety of passive and actively collected data in order to identify specific areas of poor customer experience and create action plans for improvement. Others were undertaking projects using sophisticated tracking and tagging technologies to develop an understanding of the value and role of specific channels and to provide better intelligence to the business on attribution that might be used to inform future investment decisions. A consistent barrier to improving customer experience is the ability to join up many different legacy systems and data in order to provide a single customer view and form the basis for delivery of a more consistent and cohesive multichannel approach. Whilst there remain significant challenges around multichannel, there are some useful technologies allowing businesses to develop better insight into customer motivation and activity. Nonetheless, delivery of seamless multichannel experience remains a work-inprogress for many

Environmental Sustainability and the Hospitality Customer Experience: A Study in Tourist Accommodation

Academic research on sustainability in the hospitality industry is scarce and fragmented, and requires a general structure to lend coherence to its approach. There is a need for empirical research to fathom the question of environmental sustainability and customer experience in the hospitality industry and to study the interaction between the two concepts. This paper aims to close these gaps by establishing the nature of the relationship between customers’ perceptions of the environmental practices in tourism accommodation and their customer experiences and levels of satisfaction. The working hypotheses, based on a review of the literature on environmental sustainability and customer experience in the hospitality industry, are tested in an empirical study of 412 Spanish customers who stayed in various types of tourist accommodation. The main conclusion is that the relationship between environmental sustainability and customer experience in the hospitality industry can be demonstrated. This paper also validates a measurement scale based on the most accepted dimensionality of the construct: cognitive (think), affective (feel), behavioral (act), sensory (sense) and social (relate)