The financial sector is transforming as a result of PSD2 and open banking. The traditional retail banks face new competition from FinTechs and BigTechs. 78 percent of Nordic banks are concerned by the threat of disruption and 88 percent think that they need to rethink their business model. Customer experience and customer journeys are crucial as customer expectations is one of the major driving forces for the changing industry.Generation Y (1989 2000) is often defined as early adopters and digital natives which makes them an important but challenging customer segment. According to the Millennial Disruption Index, the banking industry is at the highest risk of disruption from generation Y. This study focus on how traditional Swedish retail banks can manage digital transformation and the needs and behavior of the Swedish generation Y. To identify the needs and demands of generation Y, four focus groups was conducted with 31 participants and four semi-structured interviews. The results was analyzed and related to a customer journey framework and the concept of platform banking.The results indicate that the Swedish generation Y demands personalized services and products as well as tailored Omni-channel experiences. They demand an expansion of financial services in the form of a “one-stop-shop”. In order to meet these demands, traditional Swedish retail banks must utilize their customer data and weight the Swedish generation Y´s trust in their security. This will enable them to develop superior customer experiences as well as extending their context and establish themselves as banking platforms. / Den finansiella sektorn förändras till följd av PSD2 och open banking. De traditionella bankerna möter ny konkurrens från FinTechs och BigTechs. 78 procent av de nordiska bankerna är oroade av förändringarna och 88 procent tycker att de behöver ompröva sin affärsmodell. Kundupplevelser och kundresor är avgörande eftersom kundernas förväntningar är en av de viktigaste drivkrafterna för den föränderliga industrin.Generation Y (1989 2000) definieras ofta som digitala pionjärer vilket gör dem till ett viktigt men utmanande kundsegment. Enligt studien ”Millennial Disruption Index” har banksektorn den högsta risken för störningar från Generation Y. Denna studie fokuserar på hur traditionella svenska banker kan hantera digital transformation och den svenska generation Ys behov och beteende. För att identifiera behov och krav från generation Y genomfördes fyra fokusgrupper med 31 deltagare samt fyra semi-strukturerade intervjuer. Resultaten analyserades och relaterades till en kundrese teori samt konceptet om plattformsbanker.Resultaten indikerar att den svenska generation Y kräver personliga tjänster och produkter samt skräddarsydda Omni-kanalupplevelser. De kräver en expansion av finansiella tjänster i form av en "one-stop-shop". För att möta dessa krav måste traditionella svenska banker använda deras kunddata och utnyttja den svenska generation Ys förtroende för deras säkerhet. Detta kommer att göra det möjligt för dem att utveckla överlägsna kundupplevelser såväl som att utvidga sitt sammanhang och etablera sig som bankplattformar.

Purpose: The purpose of this study is to examine how changes to the business model of a leading SaaS solution provider by way of altering customer experiences could prevent further customer attrition and instead promote customer retention. This study also aims to clarify the root causes of customer attrition existing within the current customer journey and suggest efforts aimed at increasing customer retention. Method: The methodology used in this study is qualitative in the form of semi- structured interviews and has used a deductive approach to research. The approach has been conducted as interviews serving two perspectives: Internal and External. Internal perspective is comprised of interviews conducted with the case phenomena such as employees and managers, whilst the external perspective is comprised of customer insights. Both perspectives have been used to answer the main research questions, just as theoretical literature proposes it a necessity when analyzing customer experiences. Conclusion: The conclusion derived from this study suggests that despite all customers appreciating the product/service provided by The Corporation, customer dissatisfaction stems from activities later on in the customer experience. These activities are perceived as inefficient due to long lead-times when managing advanced software issues as well as perceived information asymmetry within different departments in The Corporation towards the customers. This has implications on the business model as it is directly related to the capture of value from customers later on in the customer journey. Business processes currently used to maintain and service customers represent both the main source of value for The Corporation as well as the root causes of customer dissatisfaction. Efforts aimed at preventing customer attrition and increasing customer retention involves more efficient advanced issue management either by contingency planning or re-allocation of resources to prevent long-lead times of issue management. Multiple main points of contact towards the customer and increased interdepartmental customer-centric communications within The Corporation would increase information symmetry as well as improve customer satisfaction, customer experience and finally and promote customer retention.

Att utveckla bra relationer med sina kunder är en avgörande faktor för ett företags framgång. Deinteraktioner med företaget som kunden gör kan ses som en resa där bland annat framgångsfaktorernakommunikation, transparens och intern kompetens är väsentliga för en stor kundnöjdhet. Det är mångaföretag idag som utesluter det ena eller det andre på bekostnad av kundnöjdheten.Syftet med denna kandidatuppsats i informatik är att identifiera och beskriva framgångsfaktorer för enförbättrad relation mellan kund och företag samt hur ett CRM-system fungerar som möjliggörare medutgångspunkt i ett kundreseperspektiv. Metoden för denna uppsats är fallstudiemetoden, dåundersökningen gäller en viss situation och unika processer hos det valda fallföretaget. För att fångaspecifika erfarenheter och uppfattningar för fallet, så har semistrukturerade intervjuer genomförts.De viktigaste slutsatserna från denna studie är att relationen mellan kund och företag utifrånett kundreseperspektiv bör ses utifrån hur både kunden och företaget upplever det. Båda parternasgrundtankar överensstämmer i hög grad gällande kundens resa, såsom att det finns beröringspunktersom är väsentlig för kundnöjdhet. Det som detta bidrar till är att öka en förståelse för vad som faktisktupplevs värdefullt i en relation mellan kund och företag. Framgångsfaktorerna kunnig personal,kundinformationshantering, att ta hand om kundens förväntningar, kommunikation och transparensoch stöd från ledningen, är alla framgångsfaktorer som hör till kundresans olika faser och bidrar till ennöjd kund. Slutligen har stödfunktioner hos ett CRM-system identifierats för varje fas i kundresan:fördefinierade frågor till kunden, stötta kundsupport, prioritera och hantera ärenden och förmedlaersättningsbeslut till kunden.

In recent years, there has been a notable shift in the conventional strategies employed by luxury automotive brands towards a more digitalized customer journey. This shift reflects the changing landscape of consumer behavior and the growing influence of technology in shaping customer experiences. Customers are increasingly seeking convenience, personalization, and seamless interactions throughout their purchase process, and expect businesses to provide them with engaging and immersive experiences, both online and offline. As a result, luxury automotive brands have recognized the need to establish a strong digital presence and leverage various touchpoints to meet these evolving customer expectations. Consequently, the purpose of this thesis has been to examine and understand how luxury automotive brands create luxury hedonic experiences online, as well as identify the key touchpoints through which hedonic value is created in a digital context. To achieve these objectives, a qualitative multiple-case study was conducted involving seven businesses operating in the luxury automotive sector. The research methodology employed a combination of semi-structured interviews and a structured questionnaire, and the empirical findings were thoroughly analyzed in conjunction with existing literature to discern similarities and disparities among the cases studied. The conclusion of this thesis reveals that luxury brands employ a multi-faceted approach, utilizing high-quality digital content, exclusivity, collaborations, innovation, personalization, customer-centricity, and top-quality customer service to create hedonic experiences. Key digital touchpoints include aesthetically pleasing websites, interactive features, social media platforms for community building, and corporate touchpoints that align digital experiences with offline luxury experiences. Moreover, this thesis can serve as a guide for future endeavors in this field, and researchers can utilize its findings as a foundation to further explore the implications for luxury automotive brands.

Artificial intelligence (AI) continues to gain traction and is increasingly reshaping the media and marketing communications field. While significant research has been conducted on the impact of AI in other fields, there is little empirical evidence on how AI is affecting the customer journey. The present study explored both organizations’ current use of AI tools and how customer perceptions about AI affect AI usage and adoption through the lens of diffusion of innovation theory. The research was conducted using mixed-method qualitative research. In-depth interviews and a case study content analysis were conducted to collect and analyze the data. The results suggest that consumer perceptions about AI impact levels of adoption when AI is recognized, but there appears to be cognitive dissonance regarding what constitutes AI and complicit acceptance of some of its benefits. Companies in different geographical locations have different levels of AI adoption along the diffusion of innovation stages.

Metoden Kundresekartläggning har använts i årtionden för att kartlägga målgruppers upplevelser, exempelvis kunders upplevelse av en organisations tjänster. I vetenskaplig litteratur saknas beskrivning av hur datainsamling och analys går till i kundresekartläggnings-projekt. För att öka förståelsen för hur metoden går till har kunskap samlats in, främst genom intervjuer med praktiker (user experience designers och tjänstedesigners) erfarna av metoden. Resultatet blev en guide fylld av tips som kan vara bra för praktiker att tänka på inför och under den här typen av projekt, samt hur man kan engagera organisationen (beställaren av kundresekartan) i projektet så att insikterna används vidare även efter leveransen av kundresekartan. I slutet av guiden finns dessutom fem exempel på kundresekartor som praktiker delat med sig av och berättar om.

The theoretical part is devoted to an explanation of the issue. Specifics of services are outlined as well as trends that will shape future services. A service design is presented as a main topic. Its aim is to find all customer-service "touchpoints", to discover a customer's journey through the service and, on the basis of these inputs, to innovate the service for the highest customer satisfaction and efficiency for a provider on the other hand. There are also presented arguments for the service design as well as methods how services can be improved -- "customer journey map", "personas", own experience with the service, "ethnographic research" and "webdesign". These methods are also used in a practical part. The practical use of the service design is shown on a business "Glasses home". Its focus is a sale of glasses through an e-shop bryle-domu.cz as well as through a patented self-service optician "Optiscont". Using the previously introduced methods, a survey for "Glasses home" is realised. The survey have two phases. The first phase is devoted to the testing of a service prototype, the second phase is devoted to the complex assessment of the service that has been innovated based on the first phase. The final part is devoted to interpretation of results. Based on the practical part, a "customer journey map" is compiled, including "personas" -- archetypes of service customers. The "reservoir of good will" is used to present the strengths and weaknesses of the service. Finally, recommendations for innovations are formulated. The main message is to simplify the website, to explain the "Optiscont" concept to customers at the point of sale and to focus on interconnecting all touchpoints.

The current case study served to investigate roles, uses, attitudes, and future implications of a collaborative artificial intelligence system [CAIS] at a user experience and service design firm. Due to the shortage in the body of literature for human machine co-creative collaboration, this study obliged in expanding on it from a qualitative and conceptual level. Findings from a thematic analysis on design practitioners, indicated three main themes: Attitudes, Attributes, and Awareness. Main findings indicate that negative attitudes affect how much autonomy is ascribed to CAIS; There is a lack of actuating design with this type of technology, partly due to lack of knowledge but also a central authority in the community; CAIS is perceived to foster creativity, but not truly collaboratively; Finally, ethical considerations towards designing with such intelligent systems are discussed both regarding the designer and the design process, but also towards the end-user.

Purpose: The purpose of this paper is to investigate key success factors of a business model for digitally enhanced and demand driven manufacturing of personalised apparel products. Through the investigation of a questionnaire and two focus group discussions the research outlines the co-creation of customers and the company when personalising an apparel productafter individual requests. Furthermore, it examines the relationship and impacts of service experiences towards the customer journey of value-adding personalisation. Methodology: This study is based on a mixed-method design. The empirical data weregathered through an online questionnaire, which reached out to 183 participants. Furthermore, the data were collected from two focus group discussions with seven students in total. The  discussions were transcribed, coded and analysed using a comparative analysis approach. The main limitations of the research are the limited amount of questionnaire participants and focus groups as well as the focus on personalisation services regarding apparel products. Findings: The findings of the analysis point out that in order to establish a beneficial demand driven business model for the personalisation of apparel products, a company has to adopt factors such as raising awareness, ensure value-adding integration, ideal information sharing, straightforward operation, incorporate customer’s knowledge, customer satisfaction, enablevaluable personalisation as well as consider customer’s emotion. Additionally, the results illustrate that service experiences have an impact on the customer journey of a personalisation. Contribution: This paper contributes to the academia by investigating a framework for ther elationship between a customer journey and the service experiences while co-designing a product with a company. Practical contributions are made by investigating key success factors for digitally enhanced, demand driven manufacturing of personalised apparel products and by giving new insights in the integration of customers when using the service of personalisation. The generated framework and the key success factors can be principle guidelines for entrepreneurs and established businesses as well as for future investigations.

Företag tenderar att leverera meningsfulla kundupplevelser genom användning av kundresor. En kundresa föreställer ett händelseförlopp som innefattar kundens hela livscykel, från förköpsfas till efterköpsfas. Inom kundresor utgör företagsägda kontaktpunkter en central del, eftersom det är via dessa som företag och kunder utbyter information sinsemellan genom hela kundresan. Rätt information är A och O för att företag ska kunna kommunicera med de rätta kunderna, vid rätt tidpunkt och med relevant budskap, oavsett vilken kontaktpunkt som kunden än väljer. Rätt information förutsätter tillgång till relevanta och kvalitetsrika data samt kräver adekvata åtgärder för att möjliggöra ett entydigt och komplett informationsflöde. Detta är lättare sagt än gjort. Faktum är att det i dagsläget saknas tydliga riktlinjer för hur företag bör integrera kontaktpunkter för att säkerställa ett avbrottfritt informationsutbyte. Inom tidigare forskning saknas studier av faktiska fall. Därför har denna studie genomförts som en fallstudie med syfte att undersöka hur en enskild verksamhet inom biltillverkningsindustrin, integrerar egna kontaktpunkter. Studiens resultat tyder på att det finns negativa faktorer som försvårar informationsutbyte och samtidigt utgör ett hot mot positiva faktorer som innefattar verksamhetens kärnprocesser för att effektivisera informationsutbyte. För att upprätthålla ett effektivt informationsutbyte och för att skydda verksamheten mot negativa faktorer, bör positiva faktorer vara synkroniserade. Lösningen förutsätter en gemensam IT-arkitektur, som innefattar system och verktyg som är lämpade för kundinteraktion samt som kan sammankopplas med verksamhetens kärnprocesser. / Companies tend to deliver meaningful customer experiences by using customer journeys. A customer journey represents a sequence of events that include the customer's entire purchase cycle, from pre-purchase phase to post-purchase phase. In these journeys, company owned touchpoints constitute a key part, as it is through these touchpoints that companies and customers share information with one another throughout the entire customer journey. Accurate information is imperative for the companies to communicate with the right customer, at the right time and with a relevant message, regardless of which touchpoint the customer chooses. Accurate information requires access to relevant and high quality data, as well as adequate measures to enable unambiguous and complete flow of information. In fact, this is easier said than done. There are currently no clear guidelines on how companies should integrate touchpoints to ensure an uninterrupted information sharing. In previous research, there is a lack of studies conducted on factual cases. Therefore, this study has been conducted as a case study, which aim is to study an automobile company’s approach to integrate its touchpoints. The result of this study indicates that there are negative factors that hamper the information sharing, and at the same time pose a threat to positive factors that include core business processes to streamline information sharing. To maintain an effective information sharing, and to protect the business against negative factors, positive factors should be synchronized. This solution requires a corporate IT architecture, which includes suitable systems and tools for customer interaction, and which can be linked to the core processes of the business.