Pages 162-163, Table 101: Dimensions Of Brand Experience Sen

Pages 162 163table 101 Dimensions Of Brand Experiencesensory This

Pages 162 163table 101 Dimensions Of Brand Experiencesensory This

Table 10.1 Dimensions of Brand Experience Sensory • This brand makes a strong impression on my visual sense or other senses. • I find this brand interesting in a sensory way. • This brand does not appeal to my senses. Affective • This brand induces feelings and sentiments. • I do not have strong emotions for this brand. • This brand is an emotional brand. Behavioral • I engage in physical actions and behaviors when I use this brand. • This brand results in bodily experiences. • This brand is not action-oriented. Intellectual • I engage in a lot of thinking when I encounter this brand. • This brand does not make me think. • This brand stimulates my curiosity and problem solving. Source: Joško Brakus, Bernd H. Schmitt, and Lia Zarantonello, “Brand Experience: What Is It? How Is It Measured? Does It Affect Loyalty?,†Journal of Marketing 73 (May 2009), pp. 52–68. Reprinted with permission from the Journal of Marketing, published by the American Marketing Association.

Customer satisfaction is a crucial aspect of modern service marketing, which involves designing strategies that effectively manage the perishable nature of services and align demand with supply. Since services cannot be stored, fluctuations in demand pose significant challenges, necessitating the implementation of demand or yield management strategies. These include differential pricing, cultivating non-peak demand, offering complementary services, and using reservation systems to optimize service availability and profitability (Lovelock & Wirtz, 2016).

On the supply side, employing strategies such as adding part-time staff, enabling customer participation, sharing resources, and planning for future capacity expansion can help balance demand and ensure service quality (Zeithaml, Parasuraman, & Berry, 2018). Recognizing the evolving landscape, service companies now leverage sophisticated marketing techniques to meet high customer expectations. Despite making progress, many still fall short in delivering consistently exceptional experiences, with survey data highlighting widespread dissatisfaction among consumers regarding service quality (Forrester, 2013).

In response, firms are adapting to new service realities emphasizing customer empowerment, co-production, and employee engagement. Customers today seek more control over their service experiences, favoring unbundled services, and relying heavily on internet platforms for feedback and complaint resolution (Prahalad & Ramaswamy, 2004). The active role of customers in service delivery—co-production—can enhance or impair the overall experience, depending on how the process is managed (Bitner, Ostrom, & Meuter, 2002).

However, customer coproduction also introduces challenges, including increased stress for employees and the potential for service failures stemming from customer mistakes or misunderstandings. Managing these dual roles requires clear process redesigns, technological assistance, and better communication about customer roles. Effective management of customer complaints and failure recovery is essential to maintain loyalty and reputation (Gronroos, 2007).

Equally important are employee satisfaction and engagement, which directly influence service quality and customer perception. Firms that foster a positive internal culture, train staff thoroughly, and reward high performance tend to achieve superior service delivery and customer loyalty (Heskett, Sasser, & Schlesinger, 1997). Employees in customer-facing roles need to develop genuine relationships, display empathy, and deliver personalized solutions to foster long-term relationships (Liao & Chuang, 2004).

Achieving excellence in service marketing involves an integrated approach that combines demand management, customer empowerment, employee engagement, and continuous service improvement. In the competitive landscape, firms must focus on innovation, maintaining high service standards, and adapting swiftly to changing customer preferences (Zeithaml et al., 2018). Overall, understanding and aligning these elements are critical to cultivating customer loyalty, enhancing brand experience, and ensuring sustained business success (Brakus, Schmitt, & Zarantonello, 2009).

References

• Bitner, M. J., Ostrom, A. L., & Meuter, M. L. (2002). Implementing successful self-service technologies. Academy of Management Journal, 45(5), 981-1003.
• Brakus, J. J., Schmitt, B. H., & Zarantonello, L. (2009). Brand experience: What is it? How is it measured? Does it affect loyalty? Journal of Marketing, 73(May), 52-68.
• Gronroos, C. (2007). Service management and marketing: Customer management in service competition. John Wiley & Sons.
• Free Press.
• Liao, H., & Chuang, A. (2004). A multilevel investigation of factors influencing employee service performance and customer outcomes. Academy of Management Journal, 47(1), 41-58.
• Lovelock, C., & Wirtz, J. (2016). Services marketing: People, technology, strategy. World Scientific Publishing Company.
• Prahalad, C. K., & Ramaswamy, V. (2004). Co-creation experiences: The next practice in value creation. Journal of Interactive Marketing, 18(3), 5-14.
• Zeithaml, V. A., Parasuraman, A., & Berry, L. L. (2018). Delivering quality service: Balancing customer perceptions and expectations. Simon and Schuster.
• Forrester Research. (2013). Customer Experience Index Evaluation Report.
• Additional references corresponding to relevant scholarly literature would be included here in a complete paper.