Impact of Globalization on USA and Canadian Businesses

Examining the experience strategies employed by experience-centric companies can provide valuable insights into customer experience management (CEM). These strategies have proven to be effective in delivering desired customer experiences and fostering customer loyalty. In the upcoming section, we will delve into the four experiential strategy choices and how they shape the formation of customer experience. Delivering experiences consistently necessitates a well-suited set of strategies. Voss et al. (2008) emphasize that companies aiming to be experience-centric must focus on adopting and integrating Based on this definition, orgware mainly consists of two aspects: the leadership and the human resources (HR) systems and policies of a company. Senior management's involvement is crucial in driving experience-focused strategies across the organization (Shaw & Ivens, 2002). 

Orgware Service Operations Strategy

Integrating the customer experience concept into the service delivery system. In this perspective, authors embraced the core concept of service operations strategy. The service operations strategy involves the coordinated process of utilizing different resources, such as human resources and technology, to deliver the appropriate offerings to customers at the optimal times. This approach enables companies to provide satisfying customer experiences at multiple touchpoints.Based on their research, Voss et al. (2008) proposed the "Experience Strategy Framework" after analyzing the common practices of experience-centric businesses. The framework highlights four experience strategy choices known as stageware, orgware, customerware, and linkware. The sequence of events for implementing the experience strategies can be illustrated as follows: experience operations strategy leads to the overall customer experience at different touchpoints, which in turn elicits customer emotions and reactions, ultimately resulting in purchase, loyalty, and engagement behaviors.As previously mentioned, CEM lacks standardized and structured approaches (Gentile et al., 2007).  According to Voss et al. (2008), orgware refers to the management systems that are used to establish and sustain an organizational culture, with the goal of creating meaningful customer experiences. 

It is crucial for CEOs and other senior members to demonstrate a sincere dedication to customer orientation through their actions.

Implementing new approaches of CEM can pose challenges for companies striving for success. Without the active participation of top management, it can be quite challenging to achieve the desired goal.There are several HR strategies that can be utilized, including recruitment, training, retention, and rewarding, to ensure that employees embrace and embody a customer-oriented mindset.Within the organization and in their interactions with customers, as discussed by Voss et al. (2008). According to Shaw & Ivens (2002), having employees who are empathetic is crucial for creating positive customer experiences. From this perspective, HR can use the recruitment process to identify talented individuals who align with the brand's values (De Chernatony et al., 2006).Studies indicate that companies frequently prioritize the practical and logical aspects of employee abilities, such as the quality of technical expertise and timely response to phone calls (Mosley, 2007; Shaw, 2007). Operational consistency is a crucial factor, but it alone is not sufficient to foster long-term customer loyalty and advocacy. We should prioritize the human aspect of customer experience. Employee education and training are crucial in ensuring that a company can consistently deliver a great customer experience at every touchpoint.Disney, a prime example of a company focused on creating memorable experiences, invests significant time and resources into training their employees. This ensures that their staff can establish emotional connections with visitors during service interactions (Pullman & Gross, 2004). However, it is important to have a suitable performance appraisal system and to motivate employees in relation to customer orientation.

In addition to the orgware practices mentioned earlier, Voss et al. (2008) argue that the presence of a Customer Experience Officer (CXO) is crucial for the effective implementation of experience design.

The person in charge can effectively oversee the strategic management of customer experience across the organization. For instance, CXO can help coordinate resources and talents to collect and analyze customer insights, which must be acted upon to provide consistent and unique customer experiences. However, simply assigning a CXO-type position may not guarantee success in CEM implementation. Instead, it is crucial for the leadership of a company and its HR practices to be in sync with the organizational culture in order to strengthen the customer experience (Shaw & Ivens, 2002).Stageware Typically, stageware encompasses the strategic elements of planning and designing the physical context or servicescape of a service setting. When it comes to delivering a great customer experience, the physical surroundings play a crucial role. This is because services are both created and consumed at the same time (Bitner, 1992).Individuals rely on their five senses (sight, sound, taste, smell, and touch) to perceive and make sense of the world (Arnould et al., 2005). In a similar way, customers rely on their senses to create impressions of the service environment. The senses also provide a direct way for customers to emotionally connect with the experience (Zomerdijk & Voss, 2009). The level of emotional engagement customers have with an experience directly impacts how memorable that experience becomes (Pine & Gilmore, 1999; Berry & Carbone, 2007).