Abstract
Customer experience is acknowledged as a dominant objective for organizational strategy, affecting sustainable differentiation from competition. However concerning planning, application and measurement of experiences literature has failed to create a universal continuum. This study based on a qualitative inquiry with 22 upscale hotel managers, uses the value chain concept in order to determine the activities affecting customers’ experiential value for services. Interviews with managers were content analyzed and compared with relevant literature before experiential value creating activities were grouped under human resources, technology, procurement & strategic alliances, and physical design.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
