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2. LITERATURE SURVEY
âThe customer experience is a blend of a companyâs physical performance and emotions evoked,
institutively measured against customer expectations.â âA customer experience can go into such
details as what colour your shoes see, what your briefcase looks like, your first opening line or
your haircut, even what a customer thinks of your stature and image. That immediate contact
builds a perception about the person and therefore the company and thatâs part of the customer
experience (Peter Scott, Customer Service Director, T-Mobile).â Itâs the total experience of
going into a shop. It would be every aspect of what the customer sees, feels very kind of
dimension. Functional elements as well as emotional elements (Beverly Hudson Managing
Director, W.H. Smith UK Retail).1â
Experiences are the fourth economic offering, as distinct
from services as services are from goods, but one that has until now gone largely unrecognized.
Experiences have always been around, but consumers, businesses, and economists lumped them
into service sector along with such uneventful activities as dry cleaning, auto repair, wholesale
distribution, and telephone access. When a person buys a service, he purchases a set of
intangible activities carried out on his behalf. But when he buys a experience, he pays to spend
more time enjoying series of memorable events that a company stages-as in a theatrical play-to
engage him in an inherently personal way.â Experiences have necessarily emerged to create new
value. Such experience offeringsâ occur whenever a company intentionally uses services as the
stage and goods as props to engage an individual. Whereas commodities are fungible, goods
tangible, and services intangible, experiences are memorable. Buyers of experiences-weâll
follow Disneyâs lead and call them guests-value being engaged by what the company reveals
over a duration of time. Just as people have cut back on goods to spend more money on services,
now they also scrutinize the time and money they spend on services to make them more
memorable-and more highly valued-experiences.â2
Todayâs customer is not just influenced by
price and quality. There are many other factors that drive him towards the store. The retailers
have to pay attention to these factors i.e. formulating the right marketing strategies in order to tap
more customer base and become successful in this competitive environment.3
Companies of all
kinds claim to recognize that their customers are important. But what kind of experience are they
providing for customers with their products, their services, their communications, and their
interactions? How are customers really being treated? The answer is often âbadly,â despite all
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the protestations to the contrary. Think of waiting in lines in supermarkets or on the phone.
Think of products that are perfect for someone elseâs lifestyle or work environment, but never
yours. Think of unusable web sites, uninspiring ad campaigns, or unresponsive customer service.
But not all companies provide poor experiences for their customers. Some companies deliver a
great experience, and that gives them a great competitive advantage. These companies have a
real understanding of the customer perspective and use that to provide service, products, and
communications that are relevant to the customerâs lifestyle and deliver a consistent experience.4
âExperienceâ is a term that has spread throughout the business world with increasingly
frequency over the course of the past decadeâsomewhat to the detriment of the concept. Phrases
like âexperience marketing,â âexperience branding,â âexperience design,â âexperience
economy,â and â360 degree brandingâ (a form of experience design) have proliferated, reflecting
a recognition that customers relate to products and services in ways that go beyond their
perception of the functional value of those offerings. Some of companies are well recognized for
the success of their total customer experienceâDisney and Apple, for exampleâand in fact
acknowledge the power and value of this approach. Others are less obvious, such as John Deere,
General Motors, and Procter & Gamble, yet they all identify experience as a significant factor
affecting their financial performance. For all the interest in the concept of the customer
experience, however, thereâs been little concrete discussion of how itâs achieved. Even some of
the companies that have succeeded at it seem to have gotten there by accident or, in rare
instances, been led to their successes by the leadership of a marketing genius, such as Steve
Jobs.â5
A storeâs environment can be defined as external to the person being studied which can
be measured independently of the person (Russel and Mehrabian 1976). That environment is
never natural, but includes cues, messages, and suggestions to consumers (Bitner1992; Markin,
Lillis and Narayan 1976)6
. In sum, based on Lewin's field theory we derived the following
predictions which are consistent with Maister's propositions: (1) Pre-process and post process
delays will be perceived as more inconvenient, frustrating and inappropriate than in-process
delays; moreover, the quality of the service will be rated lower and the consumer will be less
likely to return to the restaurant for another visit. (2) Under conditions of high uncertainty about
the length of the delay, the delay will be perceived as more negative than under conditions of low
uncertainty. (3) Individuals will perceive a delay as more negative if they are in a high need state
(very hungry) than in a low need state.7
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8. DISCUSSION
1. Appeal of the store from outside
A good-looking façade is important as it helps stimulate desire to visit the store. Store facade
attracts attention and provides consumers an out-of-the-world shopping experience, convenience
and satisfaction.store. Store entrance makes a statement to your buyers. It sets the tone for
retailerâs products and services and also creates visual appeal to attract clients to enter in the
stores. Each store needs to constantly invest in re-inventing itself, whether in terms of display,
façade, interiors or products. The elements of store façade include height of the building,
color scheme, business sign, parking areas, the neighborhood, window displays,
illumination of the frontage, approach & the entry door of the store, to mention a few.
The CCD and Barista outlets are located on High Streets with high traffic density and
flanked by large and attractive stores selling high end branded products with eye catching
facades. The Coffee Cafes have to compete with the other stores to gain the attention of
the shoppers. Therefore it is all the more essential on the part of coffee cafes to keep the
façade more and more different, attractive, eye catching and appealing to the customers.
2. There was enough space in the isles to move comfortably in the restaurant
Isle is the place between two racks. If the space between two racks is too narrow in the
isles then it is not possible to move freely between the isles. The customers often shop
with their social groups and need personal space. Personal space is an issue when
trespassed causes customers to feel uncomfortable and frustrated. Personal space in a
retail stores viewed from the perspective of retail environment suggests that when a
shopper is bumped or jostled while looking at merchandise, may become uncomfortable,
get annoyed, lose interest, and leave the area.
Therefore provision of enough spaces for the customers to maneuver makes the
customers comfortable and results in customers spending more time in the store thereby
increasing the possibility of spending more &translating into enhanced profitability for
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9. REFERENCES
1. Colin Shaw & John Evans. Building Great Customer Experiences PP6. New York. 2002.
2. B.Joseph Pine II & James H. Gilmore. The Experience Economy. Boston. Harvard Business
School Press.
3. Ruchi Malik. To Build A Model For The Determination Of Factors That Result In The
Success Of The Organized Retail Sector In India And Analyzing Its Relative Importance (With
Reference To Fast Food Chains And Grocery And Vegetable Outlets. Indian Journal of
Marketing. Volume 42, Number 2, 2012.
http://www.indianjournalofmarketing.com/archives/2012/feb2012.html.
4. Bernd Schmitt. Competitive Advantage through The Customer Experience. The ex group
Customer Experience Consultants.
http://www.exgroup.com/thought_leadership/articles/competitive_advantage_cem.pdf.
5. Steve Diller, Nathan Shedroff & Darrel Rhea. Making Meaning: How Successful Businessesâ
Deliver Meaningful Customer Experiences. Excerpts. http://www.makingmeaning.org/
6. Referred from Shaked Gilboa and Anat Rafaeli: Store Environment, Emotions and Approach
Behavior: Applying Environmental Aesthetics to Retailing
http://iew3technion.ac.il/Home/Users/anatr/COMPLE-FINAL-20-11-02.pdf
7. Laurette Dube-Rioux, BerndH.Schmitt, France Leclerc, Consumers' Reactions to Waiting:
When Delays Affect the Perception of Service Quality. Advances in Consumer Research
Volume 16, 1989 Pages 59-63. http://www.acrwebsite.org/search/view-conference-
proceedings.aspx?Id=6881
8. Greg W.Marshall, Mark W. Johnston. Marketing Management. New York. 2010. McGraw-
Hill Irwin
9. Michael Levy, Barton A Weitz and Ajay Pandit. Retailing Management, Sixth Edition.
Chapter 18, New Delhi. Tata McGraw-Hill Publishing Company Limited.
10. C.R.Kothari, Research Methodology, Methods & Techniques by, Second revised edition,
2010, New Age International (P) Ltd, New Delhi, India.
11. Schiff man & Kanuk, Consumer Behaviour, 9th Edition, Pearson.
12. Anantnarayan & Jayashree Nimagadda. A Hand Book of Research Process - 2009 edition,
Macmillan Publishers India Limited, New Delhi, India.
13. S.C.Gupta, Fundamentals of Statistics, sixth revised and enlarged edition, 2010, Himalaya
Publishing House, Mumbai, India