The practical relevancy of Customer Experience Management is increasing. The research on the topic has still not found common ground in all areas. Most scholars still fail to see the advantage of adopting a broader perspective of Customer Experience Management and integrating factors that lie out of the focal company’s control into the scope of the conceptual framework. The aim of this thesis is to clarify the principal elements that constitute Customer Experience Management and explore what role the Service Delivery Network plays in this context and how it can be managed more effectively with the help of IT/IS. To explore the problem empirically, a case study approach was used. The author had the possibility to investigate the Passenger Experience activities of Tallinn Airport which has the unique goal of becoming "The World’s Cosiest Airport". Summarizing the findings of the thesis very briefly, the following things should be noted. First, the case study has shown empirically that passengers’ experiences with different companies in a Service Delivery Network interfere with each other. Second, the findings suggest that Partner Management is an important part of Passenger Experience Management. Third, IT and mobile IT in particular are good means to manage Passenger Experiences. Especially, mobile applications have a huge potential to support a customer’s self-management and co-create an experience. A potential avenue for future research would be 1. to take on the passenger perspective on the topic and 2. to replicate the study or at least parts of it at other airports to allow cross-case analyses.

This work elaborates the impacts of strategically constructed silos that are not byproducts of flagging cross-departmental cooperation or the cumulative effect of decades of decentralized command and control. Rather, these silos are strategically intended structures within organizations. Most significantly, the substantive theory of strategically constructed silos and their impact on customer service contributes to the field by illustrating the presence and consequence of silos occurring in suboptimal conditions. The existence of silos has implications that extend far beyond the retail area. A key take-away from this research is that contrary to how most customer service processes are designed, not all customer-company interactions are alike. As shown in the data, interaction types vary both in regard to the degree of knowledge needed by retail employees to fully serve customers, and the routine or nonroutine nature of the interaction. This is an important finding since it directly relates to whether the existence of a silo is appropriate (or optimal) for a specific interaction or task. Additionally, the findings suggest the role that a task's "routine-ness" plays is secondary to the degree of specialized knowledge needed by retail employees to meet customer expectations. Understanding the various customer-company interaction types and how each interaction type may be affected by silos is crucial for designing customer experiences that will sustain over time. Likewise, identifying customer-company interaction types correctly and then subsequently developing strategies to support these interaction types is critical for both customer experience management (CEM) initiatives and customer relationship management (CRM) system design within the company. This work provides an overview of the implications of strategically constructed silos occurring in suboptimal conditions and provides recommendations for diagnosing customer-company interactions based on interaction type. By identifying strategically constructed silos as an intended structure of the company, the model elaborated here works to deliver prescriptive and specific strategies for managers and employees' use as they attempt to improve their firm's customer-company interaction outcomes.

The increased use of social media has enhanced the way consumers make their everyday purchasing decisions. This has increased the importance of e-commerce companies to be present on social media. E-commerce companies that now use the capabilities of social media have led to the emergence of social commerce. Social media gives mutual gain for customers and companies but has also increased the amount of interactions e-commerce companies need to manage their customer experience (CE) in. As social media gives more control over the CE to the customer themselves it now becomes a challenge in maintaining the seamless CE that is demanded by the customer.  Customer experience management (CEM) is becoming a priority for managers and one of the most promising marketing approaches. CEM is about using customer insight to achieve long term customer loyalty. To gain competitiveness on the market and increase profitability e-commerce companies now need to provide a memorable CE in social media. Despite this, most companies have failed to implement CEM initiatives. There is moreover a lack in research on the combination of the topics of social commerce and CEM. This makes it highly relevant to conduct a study with the intention of answering the following research question: How can Swedish e-commerce companies work with their customer experience management on social media? This study conducted a multiple case study on Swedish e-commerce companies to investigate how Swedish e-commerce companies use CEM on their social media and what challenges and opportunities that exist. The study uses an inductive research approach with an element of deduction where the theoretical framework presents theories in the field of social media, social media marketing strategy (SMMS) and CEM. The study conducted qualitative semi-structured interviews with seven marketing managers. The respondents' answer showed that feelings and company culture worked as strategic directions when creating CE that in turn created engaged customers that through two-way interactions gave valuable insight for the company to use for improving their CEM. Challenges for the management was the decreased attention span of customers and an ever-changing context on platforms while there were opportunities in social listening software and the possibility to forecast upcoming trends using the data gathered from social media.

This thesis delves into the digital transformation of private banking, emphasizing the challenge of balancing technology with the personalized service that high-net-worth clients expect. Employing frameworks like Relationship Marketing, the Technology Acceptance Model, and Customer Experience Management, it examines the integration and impact of digital tools on client relationships and operational efficiency in private banking. The research, informed by interviews with industry professionals, explores the adoption of digital practices, highlighting a trend towards operational efficiency yet revealing a gap in achieving the depth of personalization characteristic of private banking. The study concludes by exploring the future of digitalization in the sector, suggesting a strategic approach where technological advancements complement the foundational elements of private banking. This balanced integration is vital for maintaining the essence of bespoke advice and trust that defines the client-advisor bond in an increasingly digital financial landscape. / Denna avhandling fördjupar sig i den digitala omvandlingen av private banking-sektorn, med betoning på utmaningen att balansera teknik med den personliga service som kunder med hög nettoförmögenhet förväntar sig. Genom att använda ramverk som Relationsmarknadsföring, teknikacceptansmodellen och kundupplevelsehantering, undersöks integrationen och effekten av digitala verktyg på kundrelationer och operationell effektivitet inom private banking. Forskningen, som är baserad på intervjuer med anställda inom private banking, undersöker införandet av digitala processer och belyser en trend mot operationell effektivitet, men visar även en brist på att uppnå den djupgående personalisering som är karaktäristisk inom private banking. Studien avslutas med att analysera framtiden för digitalisering inom sektorn, och föreslår en strategisk metod där tekniska framsteg kompletterar de grundläggande elementen i private banking-verksamhet. Denna balanserade integration är avgörande för att bevara essensen av skräddarsydd rådgivning och förtroende som definierar bandet mellan klient och rådgivare i ett alltmer digitalt landskap.

En la actualidad, entender la experiencia del cliente en sus canales digitales se ha vuelto un reto para los analistas y alta gerencia del sector retail, al ser un mercado con crecimiento anual se necesita brindar una buena experiencia en todos los medios digitales lo cual debe ser medible para establecer objetivos y toma de decisiones a nivel estratégico. La captura y análisis de la información de la experiencia del cliente en el sector retail, aún es un reto para las empresas peruanas ya que la mayoría realiza el esfuerzo en la captura o análisis de la información, cuando deben combinar ambas para un mejor resultado. Los antecedentes mencionados anteriormente, implica que las empresas del sector retail no aprovechan la experiencia de los clientes en los canales digitales, al no contar con herramientas y metodologías adecuadas para la medición de la experiencia. Por eso se recomienda utilizar la metodología del Customer Journey que nos ayuda a medir dicha experiencia y entender al cliente en todo el proceso de interacción con los distintos canales digitales de la empresa. El proyecto propone un modelo tecnológico, que utiliza la metodología del Customer Journey que contiene las siguientes fases (conciencia, consideración, compra, uso y fidelización). El modelo permite capturar la información de los canales digitales de las distintas fases, evaluar la información mediante los indicadores establecidos y visualizar los reportes mediante un dashboard, con la finalidad de tomar decisiones para mejorar la experiencia del cliente y fidelizarlo. A través de la evaluación se da seguimiento del proceso de pre-compra, compra y post-compra. También se realizó un análisis de herramientas de TI que den soporte al modelo propuesto, y pueda ser implementado en una empresa del sector retail considerando los distintos canales de contacto digital. El modelo se implementó en una empresa del sector retail, luego de 4 meses se identificó un incremento en las compras y en la fidelización de los clientes. / At present, understanding the customer experience in its digital channels has become a challenge for analysts and senior management of the retail sector, as it is a market with annual growth, it is necessary to provide a good experience in all digital media, which should be measurable to set objectives and make decisions at the strategic level. Capturing and analyzing information about customer experience in the retail sector is still a challenge for Peruvian companies since most focus their efforts on capturing or analyzing information, without combining both. The aforementioned background implies that companies in the retail sector do not take advantage of customer experience in digital channels, as they do not have adequate tools and methodologies for measuring experience. That is why it is recommended to use the Customer Journey methodology that helps us measure this experience and understand the customer throughout the interaction process with the different digital channels of the company. The project proposes a technological model, which uses the Customer Journey methodology that contains the following phases (awareness, consideration, purchase, use and loyalty). The model allows you to capture the information from the digital channels of the different phases, evaluate the information through the established indicators and view the reports through a dashboard, in order to make decisions to improve the customer experience and retain them. Through the evaluation, the pre-purchase, purchase and post-purchase process is monitored. An analysis of IT tools that support the proposed model was also carried out, and can be implemented in a company in the retail sector considering the different digital contact channels. The model was implemented in a company in the retail sector, after 4 months an increase in purchases and customer loyalty was identified. / Tesis

Gestionar la experiencia de los clientes en el sector de las telecomunicaciones contiene uno de los grandes retos en conjunto con áreas comerciales y operativas. La presente tesis tiene como finalidad el diseño de un modelo de gestión de la experiencia del cliente usuario del servicio móvil postpago en una empresa de telecomunicaciones que garantice que el nivel de satisfacción de sus usuarios crezca en tendencia positiva. La hipótesis de esta tesis considera que la práctica de llamar para ofrecer un servicio, es decir el telemarketing o las televentas, impacta de manera negativa el nivel de satisfacción de los usuarios de telefonía móvil. La cual genera a su vez no garantiza las ventas sostenibles en el tiempo por ser de preferencia en el mercado. Para desarrollar el diseño, es necesario indagar las preferencias y los comportamientos de los usuarios para, de esa manera, diseñar los procesos. Para conocer a los clientes y usuarios, se realizaron dos encuestas, la primera para conocer la actualidad del nivel de satisfacción en usuarios respecto al servicio que reciben de sus respectivas operadoras. Mientras que la segunda, nos permite ampliar los primeros resultados haciendo referencia a los cambios provocados y simulados en esta propuesta. Adicional, para ciertos procesos operativos que forman parte del modelo integral, se recaba información histórica cualitativa. Con ello, utilizando técnicas enfocadas en los procesos centrados en el usuario o cliente final, se llevó a una implementación simulada resultando en la validación de este modelo de gestión de la experiencia del cliente como uno que garantiza el incremento de usuarios fieles, por ende, tendencia positiva en ventas. Así también, como un modelo omnicanal. En conclusión, este modelo propuesto refuerza las intenciones actuales del sector industrial: Diferenciarse por la calidad en los servicios, en lugar de las propuestas comerciales por precios y productos. / Managing customer experience in the telecommunications sector contains one of the biggest challenges in business and operational areas. The purpose of this research is design a management model of the customer experience of the postpaid mobile service in a telecommunications company that guarantees that the level of satisfaction of its users grows in a positive trend. The hypothesis of this thesis considers that the practice of calling to offer a service, called as telemarketing or telesales, affects the level of satisfaction of mobile phone users negatively. Which in turn generates does not guarantee sustainable sales over time, as it is preferred in the market. To develop the design, it is necessary to investigate the preferences and behaviors of customers in order to design the processes. In order to get to know customers and users, two surveys were carried out, the first to find out the current level of satisfaction in users with respect to the service they receive from their respective operators. While the second, allows us to expand the first results by referring to the changes caused and simulated in this proposal. Additionally, operating processes that are part of the comprehensive model, qualitative historical information is collected. With this, using techniques focused on processes focused on the end user or customer, a simulated implementation was carried out resulting in the validation of this customer experience management model as one that guarantees the increase of loyal users, therefore, positive trend in sales. Also, as an Omnichannel model. In conclusion, this proposed model reinforces the current intentions of the industrial sector: Differentiate itself by the quality of services, instead of our commercial proposals for prices and products. / Tesis

Práce se zabývá popisem tvorby mobilního systému pro monitoring zákaznické spokojenosti a sběr zpětné vazby od návštěvníků v restauracích s názvem Huerate. Komplexně jsou popsané všechny fáze vývoje systému. První část práce se zabývá analýzou existujících řešení a stavem na trhu. Následně jsou na základně komunikace s majiteli restaurací sestaveny požadavky na systém. Nakonec se práce věnuje samotnému návrhu systému, jeho implementaci a nasazení v restauracích. Systém Huerate běží jako webová aplikace a je dostupný na adrese http://huerate.cz.

Denna studie är en undersökning om hur Covid-19 pandemin har förändrat kundupplevelsehantering för svensk hemelektronikhandel. Vidare undersöks hur svenska hemelektronikföretag och konsumenter svarat och agerat på dessa förändringar. Forskningen har använt triangulerande datainsamlingsmetoder. Kvantitativ data har samlats in genom enkätundersökningar med konsumenter. Kvalitativ data har samlats in från intervjuer med representanter på svenska hemelektronikföretag. Studien ägde rum under Covid-19 pandemin och utfördes därmed på distans med hjälp av digitala verktyg. Studiens resultat tyder på att Covid-19 pandemin lett till ett hopp på tre år i utvecklingen av handeln inom hemelektronik och därmed bidragit med en övergång från interaktion via fysiska butiker till digitala kanaler. Företag inom hemelektronik har även fokuserat mindre på hur konkurrenter agerat och mer på vad konsumenter efterfrågar. Detta har lett till utveckling av nya kanaler och helt nya sätt att interagera med kunder. De nya kanalerna integrerar mänsklig natur i dess interaktion genom video samt direkt kommunikation mellan kund och anställd. Kunder är mer nöjda med deras upplevelser hos företagen under pandemin än innan pandemin och företagen förutspås fortsätta i den utveckling pandemin bidragit till. / This study investigates how the Covid-19 pandemic has changed customer experience management for the Swedish consumer electronics trade. It also examines how Swedish consumer electronics companies and consumers have responded and acted on these changes. The research has used triangulating data collection methods. Quantitative data have been collected through surveys with consumers. Qualitative data have been collected from interviews with representatives of Swedish consumer electronics companies. The study took place during the COVID-19 pandemic and was thus carried out remotely using digital tools. The results of the study indicate that the Covid-19 pandemic has led to a three-year jump in the development of trade in consumer electronics and thus contributed to a transition from interaction via physical stores to digital touchpoints. Home electronics companies have also focused less on how competitors have acted and more on what consumers demand. This has led to the development of new touchpoints and completely new ways of interacting with customers. The new touchpoints integrate human nature in its interaction through video and direct communication between customer and employee. Customers are more satisfied with their experiences with companies during the pandemic than before the pandemic and the companies are predicted to continue in the development the pandemic has contributed to.

In the present hypercompetitive market environment of car producers established especially at the developed west european markets is very difficult to gain new customers and increase the market share. The car producing companies have to build and increase customer loyalty to ensure the sustainable growth of market share in the future. One possibility how to improve customer's loyality to brand is to provide the highest standard at both sales and service department and carefully monitor the customer satisfaction. From the satisfaction and performance indicators of the car producing company is possible to construct a mathematical model producing the market share in a given country as an output. Key indikators of customer satisfaction, sales and service and also the macroeconomical data has been used as the inputs for the model. As a target market for my analysis has been chosen Germany. This thesis presents a set of recommendations and proposals, whose implementation should ensure the improvement of the market share of the given brand on german market. The recommendation does not include only the tips for improvement of the key indicators but it also gives the overview of how to make the marketing strategy more efficient using Customer relationship management.