Services Literature seems to pay each time more attention to organizations that are systematically applying the principles and tools of customer-experience management to strengthen customer loyalty.
Emerging research on destinations, boutique hotels, “try and buy” retail concepts, theme park retail, and full experience portfolios are some examples. Converging technologies phenomena, which tend to transform rapidly the environment in many industries, and the ever-increasing competition that many industries experiment nowadays could be some of the causes. The latter carries an increasing commoditization of products, increasing margin pressure and a need to develop loyalty, and successful customer experiences are an alternative, as they put the customer at the central place for rethinking the firms’ value proposition. [1]
Furthermore, customer experiences are unavoidable: they are the natural result of customer’s interaction with a company. Studies in certain experience-intensive services such as theatres and entertainment shows corroborate empirically the importance that experience design has on eliciting emotions and their role for acquiring customer loyalty. There seems to be a close relationship among some elements of service design, the perception of customers’ experiences, and customers’ intention to come back and to recommend the service via “word of mouth”.
Firms should be capable of managing this relation, through design and continuous innovation, mainly when customers` loyalty depends on a relation each time more close and personal. That is why delivering successful experiences could not only constitute a base of competitive advantage, but also an important necessity for many organizations. Moreover, this way of conceiving the service broadens the concept of category, and examines the meaning of the specific consumption situation in its broader sociocultural context.[2]
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