Customer Experience Management in Construction Company
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In companies, the importance of CE is understood, but its true meaning is largely unknown. CE is though equal with customer service. CEM is not systematic and the creation of experiences happens randomly. There are no clear models for business leaders to manage customer experience effectively. They are not able to understand the whole entity, review the current status or set understandable targets to improve company’s action. This study is conducted as a qualitative single case study. The main focus of this study was to evaluate and deeply understand CEM in the case company in organizational wide level. This study brings general perspective of CE and CEM to case company and possibles further development in construction business overall. This study combined a new generic model for CEM, which is suitable for construction companies. The other creation was the framework, which offers a way to define the maturity of different sec-tors in the model of CEM. With it current performance can be understood and systematic transformation towards company’s target maturity and ability to gain business ad-vantage is possible. These created models were tested and evolved in empirical study and case company’s action was analyzed. The case company’s current status of CEM orientation areas were defined. The barriers, enablers and necessary actions to gain maturity of the separate orientation area and overall was recognized. These findings are highly related to the case company, but exploitable to companies with similar purposes, problems and status. CE is originated from the unite culture of creating experiences. The organization wide understanding and engagement are primary premises for CE. CEM needs to be systematic to exceed brand’s created expectations systemically. To create business advantage the company needs to create a CE strategy which defines its unique CE and takes into account its field of action. The target level of CEM is highly dependable about rivals’ and business sectors’ maturity. This study suggests that there are some construction business related characteristics, but mostly all general principles of CE and CEM apply also in the case company. The second suggestion was the new generic model for systematic CEM. The model includes inner abilities to produce CE in interactions. The third creation, is linked strongly to the model of CEM. Inner abilities are divided to orientation areas, of which maturity is evaluated with new framework. It offers clear visual sight to current maturity and premise for systematic improvement.