The key findings in the level of total CEM model

Empirical study pointed out the biggest problems in CEM, which is clearly linked to ma-turity of orientation areas. In the table below is presented the key problems in CEM.

Table 10. Barriers and challenges of CEM model in organizational level with number of interviewees mentioned

As we see from the table the key issues are originated from culture. The culture is frag-mented and orientation areas of culture are not attached together. Empirical study shows, that there are two main reasons for it. First one, CE strategy is not defined. It causes that people do not see clear goal where CE is aiming. It is not seen as a mutual objective, but as a stand-alone entity of responsible people. The lack of mutual goal cause that every-body sees CE from their own perspective.

Second and even more important issue that raised in empirical study is that communica-tion is not working. Communicacommunica-tion is the glue connecting the core. Currently these three sectors are not discussing together. It is also related to existence of strategy. Mutual goal or willingness is unable to communicate, when it is not defined. The brand promises a lot, but there is no clear strategy to redeem those promises. Also, the gap between brand promises and actual performance is not understood. The findings are exactly same than Shaw (2005) has described as typical problem of transactional company:

7Communication is not working, there is no mutual vision 6The core is fragmented

5CE is not divide to understandable pieces and made understandable to eveyone

5The management group understanding about CE is not sufficient, it is only one-dimensional 4No clear target

3There is not enough knowledge for people's leadership 3The gap between brand and CE is not understood 3Is not seen to be in common responsibility 3Speeches and actions do not meet

3Employees, money and customers are not in balance in their emphasis

3CE is not communicated internally, which reflects its low importance and being out of the focus in management group 2CE is not clearly in company's DNA and it is not steering all action

1People are the reflection, but are not able to affect sufficiently

4Structures are missing or are very incomplete

4There is no path or forums to communicate CE related topics effectively

2Business' sectors are looking CE from very different perspective, which cause inhomogeneousity in action 1There are no common tools

1CE effect to profit is not able show

5There is no systematic model for CEM

2The culture of fast growing company challenges the unity of culture 2Resistance of change

1The successes are easily generalized

1Management is seen through processes not topics 1The money is seen as an objective not as a result

Structure Culture

Overall

“Brand and actual Customer experience are not aligned. A great deal of time is spent by the Transactional organization in building its brand image, but it has not gone that one stage further and defined how it will manifest itself in the Customer Experience.” (Shaw 2005 p.109)

Employees in customer interface see the distraction between brand promises and actual performance. Same time, internal communication does not speak about CE. So, it looks to employees, that CE is not an important matter or not their concern. Active speaking externally and passive doing internally is signal about true priority CE. Even though it would be considered important among management board, it looks meaningless to peo-ple. Again, the founded problem is exactly the same that Shaw (2005) has pointed out.

“Typically, senior management claim that they are customer focused, but the words and deeds do not match. This contradiction is seen by employees who mimic this behavior”

(Shaw 2005 p.25).

In daily action is not understood the importance of all actions to redeem brand promises, because this unclear objective is not divided to understandable pieces.

“Communication can divide larger strategy to small entities, so that people can under-stand how to act and brand is not glued on top. The whole culture and especially com-munication should do the strategy transparent, so that people understand why CE is im-portant and why we all want to do it.” (H4)

Because culture, the core of CEM model, is not solid, there is no premises to have other constructs either. The mutual structures are missing or they are separate between different business sectors. And further constant improving is impossible, because there are no clear entities to improve.

“When strategy, brand and people are all wondering, it would be naïve to think that CEM would leave very integrated and systematic to structures and everyday action. We must unite the core and through that change everyday action.” (H9)

The fragmented field of CEM leads to overall notifications. The construct and holistic view of CEM is not yet understood in case company. Things that affect to it is seen sep-arate. The CE is seen one-dimensionally and as an own construct. This lack of under-standing causes its low emphasis. All the benefits the CE creates for other simultaneous themes of development are not seen.

Table 11. Enablers and drivers of CEM model in organizational level with num-ber of interviewees mentioned

In organizational level, not so many enablers were identified. Two emerged themes fol-lowed findings from theoretical framework. Service mentality is written in to people’s thinking and to organizational culture. When personality and CE understanding meets, organizational culture enables to create excellent CE.

“There are hero performers, who are able to put the whole ensemble together.” (H9) Other key success factor is high level customer understanding. There are many models, which aim to gain customer understanding and add interaction with customers.

“Verstas, big rooms (both co-creating project development models) and all these are tools with which support producing CE.” (H2)

5The service attitude and ability to interact is built-in to employees thinking and organization culture 3Hero performers are carrying CE

2Customer understanding

2Various models of action are oriented to produce CE

Structure Culture