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| Taking the Customer Seriously--Finally | |
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| Three Misguided Approaches: The Marketing Concept, Customer Satisfaction, and CRM | |
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| The Need for a New Approach | |
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| What Is Customer Experience Management? | |
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| Conclusion | |
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| An Overview of the CEM Framework | |
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| CEM Solves a Variety of Business Problems | |
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| The Five Steps of the CEM Framework | |
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| Must Managers Do the Five CEM Steps in Sequence, or Can They Be Done Simultaneously? | |
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| What Happens Before and After the CEM Project? | |
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| What Are the Application Areas of the Framework? | |
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| What Is Unique About the CEM Framework? | |
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| Conclusion | |
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| Analyzing the Experiential World of the Customer | |
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| Carnegie Hall: Understanding the Concert-Going Experience | |
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| BP Connect: Improving the Experience at the Pump | |
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| Companies Need Customer Insight | |
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| Identify the Target Customer | |
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| Divide the Experiential World into Four Layers | |
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| Track the Experience Along Touchpoints | |
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| Survey the Competitive Landscape | |
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| Research Techniques for Understanding the Experiential World | |
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| Conclusion | |
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| Building the Experiential Platform | |
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| Jamba Juice: A Platform of Fun and Good Health | |
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| Cingular Wireless: Humanizing the Wireless Experience | |
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| Benefits of the Experiential Platform | |
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| The Strategy Components of the Experiential Platform | |
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| Researching and Presenting the Experiential Platform | |
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| Conclusion | |
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| Designing the Brand Experience | |
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| Citigroup: Shaping a Unified Brand Experience | |
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| Prada's "Epicenter": Challenges of the In-Store Experience | |
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| How to Manage the Brand Experience | |
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| The Three Key Aspects of the Brand Experience | |
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| Protecting the Brand Experience | |
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| "Brand Stripping and Dressing": A Method for Managing the Brand Experience | |
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| Conclusion | |
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| Structuring the Customer Interface | |
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| NikePark: A Dynamic Interface for a Performance-Driven Brand | |
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| Hilton: Improving Communication and Guest Focus to Enhance the Service Experience | |
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| The CEM Approach to the Customer Interface | |
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| Three Key Issues in Interface Design | |
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| Interconnecting Interface Touchpoints | |
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| How Technology Improves the Interface Experience | |
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| Conclusion | |
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| Engaging in Continuous Innovation | |
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| Apple Computers: Returning to Its Innovation Roots | |
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| Amazon.com: Small Innovations Lead to a Great Online Experience | |
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| How Innovation Contributes to Customer Experiences | |
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| Customer Experience and Innovation Strategy | |
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| Experience and New Product Development | |
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| Experience and Small Innovations | |
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| Experience and Marketing Innovation | |
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| Conclusion | |
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| Delivering a Seamlessly Integrated Customer Experience | |
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| The Power of Integration | |
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| Strategic Integration from Head to Toe | |
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| Integration within Implementation Domains | |
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| Integration across Implementation Domains | |
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| Conclusion | |
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| Organizing for Customer Experience Management | |
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| Customer Equity: Treating Customers as Financial Assets | |
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| Relating the Customer Experience to Customer Equity | |
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| Organizational Requirements for CEM | |
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| The Employee Experience | |
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| Conclusion | |
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| Notes | |
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| Index | |