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Application of the Design Thinking Method in Customer Experience Management

100%

Prorok M. , Kosicka I.

tom 42

nr 4

35-40

The aim of this paper is to conceptualize Design Thinking and customer experience management (CEM), to situate the use of the Design Thinking method in customer experience management processes and to present its practical application based on a case study from the financial services industry - the trade credit insurer, Euler Hermes Poland, Towarzystwo Ubezpieczeń S.A. This article is an attempt to identify actionable Design Thinking process elements and tools and their intersections with the components of the Customer Experience Management processes.

Customer experience management: analysis of customer retention in restaurants in Anambra state, Nigeria

86%

Nwankwo C. A. , Kanyangale M. I.

nr 3

1-26

This study examined the effect of customer experience management (CEM) on customer retention in restaurants in Anambra State, Nigeria. Specifically, the study sought to investigate the influence of affective customer experience, cognitive customer experience, physical customer experience and social-identity customer experience on customer retention in restaurants in Anambra State, Nigeria. The study adopted a survey research method. The study found that affective customer experience, cognitive customer experience, physical customer experience and social-identity customer experiences have a significant effect on customer retention in restaurants in Anambra State, Nigeria. Based on the foregoing, the study concluded that CEM had a significant effect on customer retention in restaurants in Anambra State, Nigeria. The study recommended, amongst others, that management of restaurants should deliberately focus on humanic clues in terms of providing a conducive environment, especially one that is always clean for its customers.

Managerial approaches, frameworks, and practices for business model application in public services management in the VUCA environment

72%

Gaule E. , Jovarauskiene D. , Petrauskiene R. , Pravalinskas M. , Rauleckas R.

Engineering Management in Production and Services

2023

tom Vol. 15, no. 3

84--100

Significant gaps in public services management were highlighted when service-dominant logic emerged in services science, resulting in fundamental changes in attitudes. The business model application in public services was initiated by offering public service logic. However, this concept requires justification of its interfaces with management approaches, frameworks, and practices. The VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) environment has changed the existing managerial approach in organisational performance and services management. This paper aims to highlight the key aspects and justify the application of services management approaches, frameworks, and practices (Agile practices, customer experience management frameworks, and the design thinking approach) that coincide with the business model approach in public services management (public service logic) in a VUCA environment. In this paper, the Cochrane Guide to Literature Reviews was loosely followed. The focus was on academic publications and such expert sources as webinars for practitioners. Only publications and expert sources in English were included. The Scopus search engine was used for academic sources. Publications covering at least two of the following domains were included: Customer experience, business model, Agile practices, design thinking approach, public services, and VUCA. The expert sources were selected using purposive sampling when communities of practice were identified by authors with expert knowledge, and the main communication channels within each community of practice were sampled. The analysis showed that public services are defined as public goods that the State’s government commits to deliver in line with public values by applying a customer-centric approach. Integrating the design thinking approach and Agile practices help create customer-centric solutions for the customer experience management framework as design thinking helps understand what to do, while Scrum (one of Agile practices) gives the autonomy in deciding how to do it. Each analysed managerial method contributes uniquely to improving public services management in a VUCA environment.