Customer experience management and business performance
International Journal of Quality and Service Sciences
ISSN: 1756-669X
Article publication date: 16 March 2015
Abstract
Purpose
The purpose of this paper is to examine how essential dimensions of customer experience management (CEM) drive business performance in Danish companies.
Design/methodology/approach
An empirical study is conducted to investigate the relationships between seven CEM dimensions, differentiation, market performance and financial performance. The conceptual model is operationalized by a structural equation model, and the model is estimated and tested by using the partial least squares method. A survey among 484 companies in Denmark forms the empirical basis for the study.
Findings
The findings provide evidence that the seven CEM dimensions influence differentiation, market performance and financial performance. High-performing companies differ significantly from low-performing companies with regard to how they master the CEM, meaning that those companies which incorporate superior customer experience into their products and service enjoy measurable financial success.
Research limitations/implications
This study is limited to the seven identified CEM dimensions in Danish companies.
Practical implications
This study has clear implications in terms of identifying and measuring the importance of essential CEM dimensions which influence business performance. The results can help companies to understand CEM and develop CEM strategies.
Originality/value
The paper provides a deeper insight into CEM and how CEM works.
Keywords
Citation
Grønholdt, L., Martensen, A., Jørgensen, S. and Jensen, P. (2015), "Customer experience management and business performance", International Journal of Quality and Service Sciences, Vol. 7 No. 1, pp. 90-106. https://doi.org/10.1108/IJQSS-01-2015-0008
Publisher
:Emerald Group Publishing Limited
Copyright © 2015, Emerald Group Publishing Limited