CRM is an essential driver for CEM


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Customer Experience Management’ is highlighted as a process of creating value to achieve business success in the future. In this respect, getting deeper understanding of CEM and its underpinning as well as relevant organizational requirements are vital for implementation. In this post, it is tried to shed light on CRM position. Due to CRM limitations, it cannot be considered as an umbrella term for CEM; however, CRM capabilities can prepare appropriate setting and drive CEM. Hence, CRM is regarded as an antecedent for CEM and CEM is proper complement for CRM weaknesses; but, How?
CEM provides a holistic approach to enhance customer relationships by utilizing all organizational functions – from innovation to manage frontline employees (Kiska, 2002). CRM is empowered by information technology to enhances customer experience especially during direct interaction with firm. CRM facilitates customer interface design by helping firms to personalized service at touchpoints. It also encourages customers to develop their interaction with firm and share their emotional and rational expectations. Customers, while have fruitful relationships with firm, increase their interactions; and as result the chance of engaging with the brands would be increased. On the other hand, effective relationship at entire touchpoints can create memorable experiences, which positively drive future decision-making.
CRM is also helpful in improving customer awareness of the brand. Noticeably, strategic approach to CRM makes firms to focus on improving the customer experience with the brand across all physical and electronic touchpoints (Calhoun, 2001). Additionally, concerning experiential elements in developing relationship reinforce the emotional impacts of experience during interaction. Hence, we can nominate CRM as an underpinning to express preferable brand image, superior value, and functional as well as symbolic meanings of offering. These results are the initial part of what CEM looks for, through applying brand experience management. In short, CRM facilitate CEM implementation in three steps: first understand experiential customer needs in relationship, second build relationships based on customer insights, and finally convey values and memorable experience (Venkat, 2005). These steps help marketing practitioners to meet brand promise and accordingly strengthen active relationships.
Customer relationship complete the learning cycle in organization and result relevant knowledge about customer entire desires. It serves as a tool to recognize customer experiential needs (customer insight). In other words, CRM facilitates collecting customer feedback in order to develop and enhance entire experiences. Correspondingly, CRM can ensure consistency in conveying positive experience through all touchpoints in light of cross-functional integration and knowledge management (Venkat, 2005). In conclusion, we can accentuate that CRM is an essential driver for CEM; while CEM is the best reasonable approach to overcome CRM limitations.


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