The omnichannel customer experience in tourism and hospitality represents a dynamic journey that seamlessly integrates online and offline interactions for customers, reflecting an increasingly prevalent trend in the digital era. However, previous literature has yet to explore this rising phenomenon comprehensively within tourism and hospitality. This dissertation aims to fill this research gap through a three-study mixed-methods research design. Study 1 adopted a netnographic approach to qualitatively investigate the characteristics of the omnichannel customer experience in tourism and hospitality. The findings revealed that sequences of the omnichannel customer experience journey can vary (online → offline or offline → online). Different levels of consistency in omnichannel customer experience cater to varying customer needs. The online tours can serve five roles: offline tour substitution, offline tour planning, offline tour promoting, offline tour recalling, and offline tour complementing. Study 2 employed a propensity score matching approach and causal tree analysis to explore the impact of launching online tours in addition to offline experiences on customer satisfaction. The findings indicated that launching an online virtual tour in addition to the offline experience significantly increases customer satisfaction regarding advertising accuracy. Study 3 adopted an experimental approach to examine how omnichannel customer experience consistency affects customer satisfaction, revisit intention and recommendation intention, and to explore the moderating role of novelty seeking. The findings demonstrated that consistent omnichannel customer experience leads to more positive customer satisfaction, revisit intention, and recommendation intention towards online tours and omnichannel tours. When omnichannel customer experience consistency is low, individuals with high novelty-seeking motivation exhibit higher customer satisfaction, revisit intention, and recommendation intention towards offline tours compared to those with low novelty-seeking motivation and those experiencing highly consistent omnichannel customer experience. This dissertation provides valuable insights into the evolving omnichannel landscape of tourism and hospitality, shedding light on the nature and impact of the omnichannel customer experience journey. / Tourism and Sport

The thesis deals with differences in perception of customer experience between generations X, Y and Z. It focuses on how the representatives of generations represent the ideal course of the customer journey and how their expectations conflict with reality. The theoretical part summarizes the knowledge of generation issues and customer experience. The work deals with methods of measuring customer experience. The empirical part examines how customer experience changes based on the concept of X, Y and Z generations. The aim of this thesis is to show the differences between generations using in-depth interviews and mystery shopping. Research shows that generational differences in customer experience are not significant. However, the relationship with the bank as a financial institution manifests itself as different depending on the life stage of human life. Key words Ideal customer experience, generation, concept of generation X, Y, and Z, customer experience, in-depth interviews, mystery shopping

Notre recherche propose un enrichissement du paradigme expérientiel en s’intéressant aux conséquences de l’expérience. Nous soutenons la thèse qu’une approche par le souvenir de l’expérience peut, en partie, pallier les limites de la satisfaction pour comprendre la relation unissant le consommateur à l’enseigne. Notre revue de la littérature s’intéresse à l’articulation existant entre expérience, souvenir de l’expérience et expérience de souvenir. La conduite de deux études longitudinales permet de : [1]. conceptualiser les dimensions constitutives du souvenir de l’expérience de magasinage ; [2]. de comprendre l’évolution du souvenir au fil du temps ; et [3]. d’étudier ses effets sur la satisfaction du client, son attitude et son attachement à l’enseigne, ainsi que sur ses comportements. Nos résultats confirment que le souvenir de l’expérience semble être un meilleur prédicteur de la relation à l’enseigne que ne l’est la satisfaction, que l’expérience soit vécue dans un magasin, un centre commercial ou sur un site internet. Notre travail se termine par la suggestion de pistes opérationnelles permettant d’aider les enseignes dans leur « management du souvenir de l’expérience client » (Customer Experience Memory Management - CEMM). / Our research proposes an enrichment of the experiential paradigm by focusing on the consequences of experience. We support the view that an approach by the memory of the experience can partly compensate for the limitations of satisfaction in understanding the retailer-customer relationship. Our literature review leads us to a better understanding of the relationship between experience, memory of the experience and remembered experience. The completion of two longitudinal studies helps to: [1]. conceptualize dimensions of the memory of the shopping experience; [2]. understand the evolution of memory over time; [2]. study its effects on satisfaction, retailer attitude, retailer commitment, and consumer behaviors. Our results confirm that the memory of the experience seems to constitute a better predictor of the retailer-customer relationship than satisfaction, no matter whether the experience occurs in a store, in a mall or on a website. Our work concludes on the suggestion of operational avenues to assist retailers in their “customer experience memory management” (CEMM).

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

Thesis (PhD (Business Management))—University of Stellenbosch, 2009. / In 2008, retail banking in South Africa is a highly competitive industry with extensive customer bases that expect increasingly more from their banking experience. The retail bank with an appropriate strategic differentiator will gain a sustainable competitive advantage in the changing retail banking environment and add value to all its stakeholders. This study was conducted within the evolving retail banking industry and investigated customer experience as a possible strategic differentiator in this industry. The investigation included a literature study on the evolution of retail banking globally and in South Africa, the concepts strategy, differentiation and sustainable competitive advantage and customer experience. Quantitative and qualitative measurement frameworks were applied to measure the total customer experience and thereby illustrate through the research results the value of understanding the customer experience as differentiator in an organisation. The researcher determined through the investigation that customer experience can be a valuable strategic differentiator in retail banking today as it gives an organisation a competitive advantage through the focus on the total customer experience which includes the previous differentiators in the industry, namely product, price and service. The researcher also indicated that customer experience evolved over time and includes service quality and customer service from which it evolved. The implications of the study focus on management‟s role in developing a differentiated strategy which describes customer experience as the differentiator and implementing such a strategy implies a thorough understanding of customers and their experiences when interacting with the organisation and entrenching a customer experience culture and orientation in the organisation on all levels.

The concept of customer perceived value occupies a prominent position within the strategic agenda of organisations, as firms seek to maximise the value perceived by their customers as arising from their consumption, and to equal or exceed that perceived in relation to competitor propositions. Customer value management is similarly central to the marketing discipline. However, the nature of customer value remains ambiguous and its measurement is typically flawed, due to the poor conceptual foundation upon which previous research endeavours are built. This investigation seeks to address the current poverty of insight regarding the nature and measurement of customer value. The development of a revised conceptual framework synthesises the strengths of previous value conceptualisations while addressing many of their limitations. A multi-dimensional depiction of value arising from customer experience is presented, in which value is conceptualised as arising at both first-order dimension and overall, second-order levels of abstraction. The subsequent operationalisation of this conceptual framework within a two-phase investigation combines qualitative and quantitative methodologies in a study of customer value arising from subscription TV (STV) consumption. Sixty semi-structured interviews with 103 existing STV customers give rise to a multi-dimensional model of value, in which dimensions are categorised as restorative, actualising and hedonic in type, and as arising via individual, reflected or shared modes of perception. The quantitative investigation entails two periods of data collection via questionnaires developed from the qualitative findings, and the gathering of 861 responses, also from existing STV customers. A series of scales with which to measure value dimensions is developed and an index enabling overall perceived value measurement is produced. Contributions to theory of customer value arise in the form of enhanced insights regarding its nature. At the first-order dimension level, the derived dimensions are of specific relevance to the STV industry. However, the empirically derived framework of dimension types and modes of perception has potential applicability in multiple contexts. At the more abstract, second-order level, the findings highlight that value perceptions comprise only a subset of potential dimensions. Evidence is thus presented of the need to consider value at both dimension and overall levels of perception. Contributions to knowledge regarding customer value measurement also arise, as the study produces reliable and valid scales and an index. This latter tool is novel in its formative measurement of value as a second order construct, comprising numerous first-order dimensions of value, rather than quality as incorporated in previously derived measures. This investigation also results in a contribution to theory regarding customer experience through the identification of a series of holistic, discrete, direct and indirect value-generating interactions. Contributions to practice within the STV industry arise as the findings present a solution to the immediate need for enhanced value insight. Contributions to alternative industries are methodological, as this study presents a detailed process through which robust value insight can be derived. Specific methodological recommendations arise in respect of the need for empirically grounded research, an experiential focus and a twostage quantitative methodology.

With the emergence of the internet as a new business channel and its impact on the overall role of today's customers, existing models for the measurement of perceived quality, satisfaction and loyalty are worth revisiting. This is specifically important in light of the prominent progress of some of the new business concepts, particularly customer experience management, and the rising emphasis on customers' hedonic and emotional needs. This study attempts to bridge the gap in existing literature by examining the online customer experience in its entirety, attending within the study to both the utilitarian and hedonic needs of online customers and giving special attention to emerging aspects in the online environment, such as customer engagement in self-driven experiences. Therefore, the study includes a comprehensive review of a large body of knowledge, both in consumer behaviour and marketing literature as well as quality management literature, in addition to a scrutiny of 50 studies for different evaluation models in the online environment. This is in order to identify a list of attributes and factors that impact customer evaluations of online experiences. Upon the synthesis of the list of attributes and factors that impact customer evaluations of online experiences, an online blog was created as an environment for asynchronous focus groups. The online blog was beneficial in creating a deeper understanding of what online customers want and what impacts their experiences. Following, an online questionnaire was administered in two stages, once for measure purification purposes which received 90 pilot responses and once for mass data collection purposes which received 366 responses. As a result of this study, an integrated model for the measurement of online customer experience that emphasises the significance of the emotional component was proposed. The model consists of three components, each serve a specific measurement purpose. The XQual construct which consists of 7 attributes and 30 factors, is a performance measure of the experience in relation to specific aspects that address customers' utilitarian and hedonic needs. The satisfaction continuum consists of four factors and is an output measure for each experience or transaction with the online firm. The loyalty continuum consists of four factors and is an outcome measure that indicates customers' attitudinal commitment towards the online firm.

Technology is becoming more central to people’s lives than ever before, and the most widely embraced technological device on the consumer market are mobile phones. This creates an ever-increasing market place for mobile apps, which during 2016 had revenues amounted to 88.3 billion U.S. dollars. The number is expected to increase, and together is estimated to generate 188.9 billion U.S. dollars in revenues 2020. One of the industries affected by this strong online presence is direct selling, where branded mobile apps have started to be used as a sales tool for sales representatives. The apps aim to facilitate the sales representatives’ daily work and bring new opportunities to engage with the end customers in a more convenient way. However, limited research exists about how the sales representatives experience the branded mobile apps in the industry. The purpose of this paper is to explore the sales representatives’ behavior and attitude towards using branded mobile apps within the direct selling industry. This study has been conducted by a quantitative descriptive and exploratory study using a survey. Sales representatives that placed an order exceeding 100 Euros during the last three weeks in five Western culture countries for one direct selling company were targeted. In total, 460 responses were gathered. The result gave some valuable insights although the initial hypothesized benefits could not be confirmed. The findings instead suggest separate items that contributed the most to sales representatives’ satisfaction and purchase intentions. In order to increase satisfaction among sales representatives, branded mobile apps used in direct sales should 1) facilitate the interaction with the company, 2) be easy to navigate with, 3) provide relevant information, 4) be convenient to shop from, and finally 5) work as a good conversation topic in a social context. Further on, the item identified to have the greatest contribution to purchase intentions is how convenient the app is to shop from, i.e. the same as number 4) above. The future challenge for the direct selling industry and its managers is thus to take advantage of these insights and further study how the attributes more practically can be implemented for their business. By focusing on these actions in the creation and development of branded mobile apps, the direct selling industry can expect to achieve higher satisfaction among their sales representatives and also increase their purchase intentions. / Dagens teknik har blivit en allt mer central del i människors liv, och den vanligaste enheten på konsumentmarknaden idag är mobiltelefoner. Detta har skapat en ständigt ökande marknad för mobilappar, som år 2016 genererade 88.3 miljarder U.S. dollar. Antalet appanvändare framöver förväntas att öka, och tillsammans generera 188.9 miljarder U.S. dollar i intäkter år 2020. En av de branscher som påverkats av denna starka närvaro online är direktförsäljning, där appar har börjat användas som försäljningsverktyg för konsulenterna. Apparna syftar till att underlätta konsulenternas dagliga arbete och ge nya möjligheter att engagera sig med slutkunderna på ett lättare och mer fördelaktigt sätt. Dock existerar det lite forskning och kännedom om hur konsulenterna upplever användandet av appar i branschen. Syftet med detta examensarbete är att undersöka försäljningsrepresentanternas beteende och attityd gentemot att använda appar inom direktförsäljningsbranschen. Studien har varit både beskrivande och undersökande, och har genomförts genom en samla in kvantitativ data med hjälp av en enkätundersökning. Kunder som har lagt en order över 100 Euros de tre senaste veckorna i fem västeuropeiska länder för ett direktförsäljningsföretag har studerats. Totalt erhölls 460 svar. Resultatet gav flertalet värdefulla insikter, även om de initiala hypoteserna syftade till att undersöka olika fördelar inte kunde bekräftas. Resultaten föreslår istället separata aspekter med störst påverkan på hur nöjda konsulenterna är, samt deras köpintentioner. För att öka nöjdheten bland konsulenter bör appar som används i direktförsäljning 1) underlätta samspelet med företaget, 2) vara lätta att navigera med, 3) tillhandahålla relevant information, 4) vara bekväm att handla från och slutligen 5) fungera som ett bra samtalsämne i ett socialt sammanhang. Vidare kunde det ses att den identifierade aspekten som bidrar mest till konsultenternas köpintentioner är hur bekvämt appen är att handla från, det vill säga samma aspekt som identifierades för konsulenters tillfredställelse under nummer 4) ovan. Den framtida utmaningen för direktförsäljningsindustrin och dess chefer är således att utnyttja dessa insikter och studera vidare hur dessa aspekter kan lämpas mer i praktiken för deras företag. Genom att fokusera på dessa åtgärder vid skapandet och utvecklingen av appar kan direktförsäljningsindustrin räkna med att erhålla högre tillfredsställelse bland sina konsulenter, samt att även öka deras köpintentioner.

A experiência dos clientes no ambiente varejista, seja físico ou virtual, ganha destaque na literatura e nas discussões de marketing devido a seu importante papel nos delineadores do comportamento de compras, influenciado por inúmeros fatores, entre os quais as próprias experiências. O estudo das características do varejo experiencial visa compreender as técnicas contemporâneas para a criação e o gerenciamento de experiências atraentes e marcantes para os clientes. Proporcionar experiências positivas de consumo é um dos atuais desafios da gestão de marketing, seja em âmbito estratégico ou operacional, proporcionando diferenciais de mercado perante os concorrentes. Apesar de a literatura apresentar teorias seminais sobre as experiências do consumidor desde a década de 1960, o assunto ganha mais relevância quando as ofertas são comoditizadas; as empresas devem apresentar propostas de valores diferenciadas. O objetivo deste estudo foi identificar como as dimensões da integração dos ambientes off-line e on-line estão presentes no gerenciamento da experiência do cliente, sob a perspectiva de varejo supermercadista. Ressalta-se que se realizou o estudo a partir da perspectiva do varejista, abordando suas implicações gerenciais em um relevante segmento da economia e do cotidiano dos clientes. Essa perspectiva envolve características culturais, capacidades dinâmicas, orientações estratégicas e dificuldades operacionais para integrar os diferentes canais disponíveis aos clientes. Realizou-se uma pesquisa exploratória, com método qualitativo, tendo o estudo de caso como estratégia de pesquisa. Coletaram-se os dados por meio de entrevistas com roteiro semiestruturado, utilizando o modelo de projeto de gerenciamento de experiências dos clientes de Schmitt (2004). Realizou-se o estudo de caso no maior varejo supermercadista do Brasil, considerado o valor de faturamento, com entrevistas da diretora de marketing da operação brasileira e com um diretor de operações de hipermercado. Após as transcrições, os dados foram codificados, gerados atributos específicos também codificados, o que possibilitou a análise de conteúdo. Os resultados foram apresentados seguindo a codificação dos atributos e as etapas do modelo mencionado. Encontraram-se balizadores na literatura e na pesquisa empírica que permitiram confirmar os dois pressupostos iniciais do estudo: (1) a integração dos canais físico e virtual tem levado o cliente a mudar seus comportamentos e (2) o varejo deve agregar serviços às atividades no ambiente físico para melhorar a experiência de consumo. Também apresentou-se um novo constructo envolvendo o gerenciamento das experiências especificamente no varejo supermercadista. Esta concepção implementa o constructo de Terblanche (2018) e, por isso, é nomeada de constructo da experiência ampliada do cliente no supermercado, com uma dimensão adicionada: a integração das operações off-line e on-line. Essa nova dimensão congrega o acesso ou conhecimento dos clientes no canal físico do supermercado, integrando recursos, tecnologias e características do ambiente digital, tendo abrangência de operações dos canais sob a concepção omnichannel. Os principais objetivos desse constructo são: implementar as experiências do cliente no ponto de venda e fornecer vantagem competitiva ao varejista. O trabalho apresenta implicações acadêmicas e contribuições gerenciais que possibilitaram sistematizar aspectos da gestão de varejo, considerando o gerenciamento das experiências dos clientes. / Customer experience in the retail sector, whether physical or virtual, gains prominence in the literature and marketing discussions because of its important role in the delineators of shopping behavior, influenced by many factors, including experience itself. The study of the experiential retail characteristics aims at understanding contemporary techniques for creating and managing attractive and striking customer experiences. Delivering positive customer experiences is one of the current challenges of marketing management, whether strategic or operational in scope, providing market differentials. Although the literature has presented seminal theories on customer experience since the 1960s, the issue becomes more relevant when deals are commoditized; companies must submit differentiated value propositions. The objective of this study was to identify how the dimensions of off-line and online environments integration are present in the management of customer experience, from a supermarket retail perspective. It should be emphasized that the study was carried out from the perspective of the retailer, addressing its managerial implications in a relevant segment of the economy and the customers\' daily lives. This perspective involves cultural characteristics, dynamic capabilities, strategic orientations and operational difficulties in integrating the different channels available to clients. Exploratory research was carried out through a qualitative method, with a case study as a research strategy. Data were collected through semi-structured interviews, using Schmitt\'s (2004) customer experience management project model. The case study was carried out in the largest supermarket retailer in Brazil, considering the billing value, with interviews of the marketing director of the Brazilian operation and an operations director of a single hypermarket. After the transcriptions, the data and the specific attributes generated were coded, which enabled content analysis. The results were presented following the coding of the attributes and the steps of the mentioned model. We have found indicators in the literature and empirical research that allowed us to confirm the two initial assumptions of the study: (1) the integration of the physical and virtual channels has led clients to change their behaviors and (2) the retailer must aggregate services to the activities in the physical environment in order to improve consumer experience. We also presented a new construct involving the management of experiences specifically in the supermarket retail. This conception implements the Terblanche (2018) construct and, therefore, is named the expanded construct of customer experience in the supermarket, with an added dimension: the integration of offline and online operations. This new dimension brings the access or knowledge of the customers together in the physical channel of the supermarket, integrating resources, technologies, and characteristics of the digital environment, covering the operations of the channels under the omnichannel conception. The main objectives of this construct are to implement customer experiences at the point of sale and provide a competitive advantage to the retailer. The study presents academic implications and managerial contributions that enabled systematizing of aspects of retail management, considering the management of client experience.

La satisfaction client et la création d’expérience de service positives sont des enjeux forts pour les entreprises. Il faut désormais envisager ces concepts comme des processus évolutifs au fur et à mesure que se construit la relation client. Cette thèse s’inscrit qualitativement et quantitativement dans cette démarche. Elle propose, dans le cas d’expériences de services hédoniques, d’étudier l’évolution de la structure de la satisfaction client au fur et à mesure qu’il multiplie ses expériences. Le secteur spécifique des jeux vidéo est choisi ; un accord a été passé avec une entreprise privée. La partie qualitative, par des entretiens de joueurs, d’experts et des données secondaires, permet de définir l’expérience client autour de quatre dimensions (cognitive, affective, sensorielle, sociale). Ces dimensions sont confirmées par une première étude quantitative portant sur un jeu de quêtes et d’aventures auprès de 2198 joueurs américains. Une seconde étude quantitative est menée auprès de 2208 joueurs dont la satisfaction est mesurée à trois moments de la relation client afin d’observer l’évolution dans le temps du poids des dimensions de l’expérience. Les résultats démontrent qu’au cours du temps il y a bien une évolution du poids des dimensions sur la satisfaction avec notamment un rôle croissant de la dimension affective. Nous avons également pu conclure à l’importance des éléments cognitifs de l’expérience dont le poids sur la satisfaction devient constant dans une phase de relation longue avec le service. Ces apports permettent d’envisager la mise en place d’actions managériales permettant d’améliorer la gestion de l’expérience de service hédonique au cours du temps. / Customer satisfaction and the creation of positive service experiences form part of the main stakes of companies nowadays. It is now necessary to consider these concepts in a time dynamic perspective observing their changes during the different stage of the customer relationship. It is the approach followed quantitatively and quantitatively in this thesis. We propose in the case of hedonic service experiences, to study the evolution of the structure of customer satisfaction as experiences accumulate. We focus on the specific sector of video games – an agreement has been signed with a private company. Thanks to semi-structured interviews, experts’ interviews and secondary data, the first qualitative part aims to define the customer experience around four dimensions (cognitive, affective, sensorial, social). These dimensions are confirmed in a first quantitative study with a panel of 2198 American gamers of a quest and adventure video game. A second quantitative analysis based on 2208 American gamers has been done to observe the evolution of the weight of experience dimensions on satisfaction over time. Measuring their satisfaction at three different stages of the customer relationship, the results demonstrate that, over time, there is an evolution of experience dimensions weight on satisfaction. We underline a growing role of the affective dimension as experiences accumulate. We also conclude about the importance of the cognitive dimension even if it becomes constant as the customer goes into a long-term relationship. In a managerial perspective, this thesis offers some cues to better manage the customer hedonic service experience over time.