Shangri La Hotels

Journal of Retailing 85 (1, 2009) 1–14

Customer Experience Management in Retailing: An Organizing Framework
Dhruv Grewal a,∗ , Michael Levy b,1 , V. Kumar c
213 Malloy Hall, Babson College, Babson Park, MA 02457, United States Retail Supply Chain Institute, Babson College, Babson Park, MA, United States c J. Mack Robinson School of Business, Georgia State University, Atlanta, GA 30303, United States
b a

Abstract Survival in today’s economic climate and competitive retail environment requires more than just low prices and innovative products. To compete effectively, businesses must focus on the customer’s shopping experience. To manage a customer’s experience, retailers should understand what “customer experience” actually means. Customer experience includes every point of contact at which the customer interacts with the business, product, or service. Customer experience management represents a business strategy designed to manage the customer experience. It represents a strategy that results in a win–win value exchange between the retailer and its customers. This paper focuses on the role of macro factors in the retail environment and how they can shape customer experiences and behaviors. Several ways (e.g., promotion, price, merchandise, supply chain and location) to deliver a superior customer experience are identified which should result in higher customer satisfaction, more frequent shopping visits, larger wallet shares, and higher profits. © 2009 New York University. Published by Elsevier Inc. All rights reserved.
Keywords: Retailing; Customer experience; Retailer; Supply Chain; Macro factors; Location; Marketing metrics

Retailing research has always been one of the mainstays of the marketing field, as evidenced by the status of Journal of Retailing as its oldest journal, established in 1925. In line with its rich history of publishing the articles that tackle the most important and substantive issues faced by retailers and their suppliers and to... [continues]

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