The Evolving Customer Experience Management Landscape: A Case Study on the Paper Machine Companies
Customer experience is increasingly the differentiator between successful companies and those who struggle. Currently, customer experiences become more dynamic; and they advance with each interaction between the company and a customer. Every customer conversation and any effort to evolve these conversations would be beneficial and should ultimately result in a positive customer experience. The aim of this paper is to analyze the evolving customer experience management landscape and the relevant challenges and opportunities. A case study on the “paper machine” companies is chosen. Hence, this paper analyzes the challenges and opportunities in customer experience management of paper machine companies for the case of “road to steel”. Road to steel shows the journey of steel from raw material to end product (i.e. paper machine in this paper). ALPHA (Steel company) and BETA (paper machine company), are chosen and their efforts to evolve the customer experiences are investigated. Semi-structured interviews are conducted with experts in those companies to identify the challenges and opportunities of the evolving customer experience management from their point of view. The findings of this paper contribute to the theory and business practices in the realm of the evolving customer experience management landscape.
Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1129742Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 615
 ABeam consulting (2016), “Integration and optimization of customer experience at all contact points”, online at https://www.abeam.com/service_lines/SL125_EN.pdf, Retrieved 30 Feb 2017.
 Berry, L. L. & Carbone, L. P. (2007). "Build Loyalty through Experience Management." Quality Progress 40(9): 26-32.
 Carbone, L. P. & Haeckel, S. H. (1994). "Engineering Customer Experience." Marketing Management 3(3): 8-19.
 Coffman, J. & Stotz, D. (2007). How some banks turn clients into advocates, American Banker.
 Du Plessis, L., & De Vries, M. (2016). Towards a holistic customer experience management framework for enterprises. South African Journal of Industrial Engineering, 27(3), 23-36.
 Flanagan, P., Johnston, R., and Talbot, D. (2005). "Customer confidence: The development of a "pre-experience" concept." International Journal of Service Industry Management 16(4): 373-384.
 Harmeling, C., Moffett, J. W., Arnold, M. J., & Carlson, B. D. (2017). Toward a theory of customer engagement marketing. Journal of Academy of Marketing Science, 45(3).
 Homburg, C., Jozié D., & Kuehnl, C. (2017). Customer experience management: Toward implementing an evolving marketing concept. Journal of Academy of Marketing Science, 45(3).
 Johnston, R. (1999). "Service transaction analysis: Assessing and improving the customer's experience." Managing Service Quality 9(2): 102-109.
 Johnston, R., & Kong, X. (2011). The customer experience: a road-map for improvement. Managing Service Quality: An International Journal, 21(1), 5-24.
 Kumar, V., Aksoy, L., Donkers, B., Venkatesan, R., Wiesel, T., & Tillmanns, S. (2010). Undervalued or overvalued customers: capturing total customer engagement value. Journal of Service Research, 13(3), 297–310.
 Kumar, V., & Pansari, A. (2016). Competitive advantage through engagement. Journal of Marketing Research, 15, 497–514.
 Liljander, V. & Strandvik, T. (1997). "Emotions in Service Satisfaction." International Journal of Service Industry Management 8(2): 148-160.
 Mascarenhas, O. A., Kesavan, R., and Bernacchi, M. (2006). "Lasting customer loyalty: a total customer experience approach." Journal of Consumer Marketing 23(7): 387-405.
 Metso (2017). “what we do” online at http://www.metso.com/ Retrieved ( 10 Feb 2017).
 Meyer, C., & Schwager, A. (2007). Customer Experience. Harvard business review, 1-11.
 Palmer, A. (2010). Customer experience management: A critical review of an emerging idea. Journal of Services marketing, 24(3), 196-208.
 Pandya, S. S., & Venkatesan, R. (2016). French roast: consumer response to international conflict—evidence from supermarket scanner data. Review of Economics and Statistics, 98(1), 42–56.
 Pansari, A., & Kumar, V. (2017). Customer engagement: the construct, antecedents, and consequences. Journal of Academy of Marketing Science, 45(3). doi:10.1007/s11747-016-0485-6.
 Pine II, B. J. & Gilmore, J. H. (1998). "Welcome to the Experience Economy." Harvard Business Review 1998 (July-August): 97-105.
 Pine II, B. J. & Gilmore, J. H. (1999). The Experience Economy: Work is Theatre and Every Business a Stage. Cambridge, MA., Harvard Business School Press.
 Prahalad, C. K. and Ramaswamy, V. (2004). The Future of Competition - Co-Creating Unique Value with Customers. Boston, Harvard Business School Press.
 Pullman, M. E., & Gross, M. A. (2004). Ability of experience design elements to elicit emotions and loyalty behaviors. Decision Sciences, 35(3), 551-578.
 Ruukki (2017). “Roofing products and services” online at http://www.ruukki.com/ Retrieved 10 Feb 2017.
 Shaw, C. and Ivens, J. (2002). Building Great Customer Experiences. New York, Palgrave MacMillan.
 Smith, S., & Wheeler, J. (2002). Managing the customer experience: Turning customers into advocates. Pearson Education.
 Venkatesan, R. (2017). Executing on a customer engagement strategy.
 Voss, C. A. (2003). "Rethinking paradigms of service - service in a virtual environment." International Journal of Operations & Production Management 23(1): 88-104.
 Yu, Y.-T. & Dean, A. (2001). "The contribution of emotional satisfaction to customer loyalty." International Journal of Service Industry Management 12(3): 234-251.