Towards practical relevance — Delivering superior firm performance through digital customer experience strategies
Managers, consultants and scholars alike consider the digital customer
experience (CX) as the next competitive battleground for firms
worldwide. The development of corresponding CX strategies, however,
faces a number of challenges. First, similar to all emerging fields of
management, there is no universally accepted definition of the concept,
its scope and how it relates to associated management initiatives, such
as quality and satisfaction. Second, it is widely accepted that CX is
very context-specific and that there is unlikely to be a generally
applicable ‘play book’ appropriate across all industries and company
strategies. Scholars portray CX disparately by exploring important
facets at, regrettably, high levels of abstraction. Therefore, their
research fails to consider the vital role of management in the process.
In spite of a plethora of published CX definitions and conceptual
frameworks, there remains a need for both theoretical and conceptual
development, and empirical research to determine which digital CX
strategies and practices have the most positive influence on
organizational performance. To contribute to the development of CX
practice and what the author characterizes as a Theory of Relevance,
this article argues that scholars must conduct research to reveal
current CX management practices as a necessary foundation for providing
direction. A typology of CX practice will act as the foundation to
explore the link between practice and performance. This study uses this
typology to highlight the superior performance of firms executing a
value-driven digital customer experience strategy. These vanguards,
unlike others, apply value creation to all stakeholders of their
business. Their business practice reflects these principles by
developing a strategy crossing departmental boundaries and integrating
all of the firm’s functions into one aim — delivering superior digital
customer experiences.
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