Index

Citation

Dew, R. (2018), "Index", Customer Experience Innovation, Emerald Publishing Limited, Leeds, pp. 203-213. https://doi.org/10.1108/978-1-78754-786-520181010

Publisher

:

Emerald Publishing Limited

Copyright © 2018 Emerald Publishing Limited

---

INDEX

ABC. See Corporate Accountability International (ABC)

Abercrombie & Fitch

, 120

Adidas

, 25

Adobe Acrobat Reader

, 156

Advertising

, 109–110

free-to-air broadcast media and

, 112–113

Free-to-Air Radio and

, 112

radio and

, 112–113

TV and

, 112–113

Affinity mapping

, 51–52

AG Barr

, 34

Airbnb

, 25–26

Airline industry

, 140

The Amazing Race

, 56

Amazon

, 26, 28, 33, 78–79, 99, 118, 165

competitive advantage and

, 28

mobile CX and

, 165

One-Click to Purchase button

, 78–79

Amazon Go

, 165

AMD

, 9, 10

Amway

, 60

Anger on Brisbane’s Ferry

, 80–81

Ansett

, 91–92

Apple

, 18–19, 118, 156, 157–158

iPhone

, 137–139

iPod

, 137–139

iTunes

, 137–138

Two Factor Authentication (2FA)

, 19

Apple TV

, 18

Aquafina bottled water

, 96

Art

commercial

, 170

identifying segments as an

, 58–63

modern

, 170

Artists

, 169–170

Asimo (robot)

, 119

Asus

, 132

Audible.com

, 99–100

Australian airline industry

, 91–92

Australian Airlines (TAA)

, 91

Australian beer market

, 69–70

Avis Budget Group

, 74–78

Avis Europe plc

, 74

B2B markets

, 155–164

client experience

, 158–159

value chain and

, 155–164

value chain positioning and

, 158–159

Ballpoint pens

, 173

Bangladesh

Ella Pad

, 127, 129

garment manufacturing in

, 126–127

Bank of Queensland

, 26

Banksy

, 170

Barnes & Noble

, 79

Behavioural segmentation

, 52–54, 58–59, 61–62

Benchmarking

affinity mapping applying at two levels

, 51–52

choosing customers to interview

, 41–43

creating value curves

, 65–66

customers validating their journey

, 46–50

employees infering what customers experience

, 43–46

finding hole in market

, 66–70

identifying segments an art

, 58–63

insight coming from combining two research approaches

, 55–58

mapping the customer journey

, 40–41

market segmentation

, 52–55

sample size

, 50–51

value drivers inform market positioning

, 64–65

Bendigo Bank

, 26

Betty Crocker

, 6

Bezos, Jeff

, 26, 28

BIC

, 173

Bich, Marcel

, 173

Blackwell’s

, 86

Bladerunner

, 111

Blind dates

, 89

Blue Ocean Strategy

, 65

Booking.com

, 25

Brand equity erosion

, 6

Brand hype

, 14–19

Branding

, 5

colour-based

, 110

as strategy

, 14

Brands. See branding

Brand value

customer experience improvement supporting

, 19–21

reputation for quality and

, 13–14

Brew-By-U

, 59–60

Brooks

, 25

Buffard, Edouard

, 173

Burger King

, 142

Businesses

highly customer-centric

, 144

low customer-centric

, 144

online click-and-order

, 160–161

Business to consumer (B2C) markets

, 9, 25, 27, 102, 158

CA. See Chartered Accountant (CA)

Carrier

, 67

Casella Wines

, 174

Causal ambiguity

, 186

CCA. See Coca-Cola Amatil (CCA)

Celeron chips. See Celeron microprocessor

Celeron microprocessor

, 9–10, 138

Certified Practicing Accountant (CPA)

, 12–13

Charles Schwab

, 139

Chartered Accountant (CA)

, 12–13

Chatbots

, 118

‘Choice Happiness and Spaghetti Sauce’

, 52

Christensen, Clayton

, 9

Christian Outreach Centre Toowoomba (COCT)

, 64–65

Coca-Cola Amatil (CCA)

, 34, 126

Coca-Cola Company

, 34, 126, 137

COCT. See Christian Outreach Centre Toowoomba (COCT)

Coke

, 36

See also Coca-Cola Company

Colour-based branding

, 110

Commercial art

, 170

Commonwealth Bank

, 26

Compaq

, 132

Competitive advantages

Amazon and

, 28

EDGE

, 23–24

emergent

, 34–36

factors of

, 24

financial

, 26

first mover

, 29–33

individuals

, 26–27

managing complexity for sustainable

, 36–37

organisation

, 25–26

physical

, 25

reputation

, 25

SANTOS and

, 31–33

technology

, 27

types of

, 24–27

Walmart and

, 29–31

Consumer electronics industry

, 144–145

Corporate Accountability International (ABC)

, 96, 163–164

Cost-plus pricing

, 92

CPA. See Certified Practicing Accountant (CPA)

Credence goods

, 95

See also experience goods

Creed

, 8

See also Rocky VII

Customer centricity

, 43–44

Customer desires

, 141

See also desires

Customer eXperience (CX)

brand hype

, 14–19

brand value comes from a reputation for quality

, 13–14

customer experience improvement supports brand value

, 19–21

firms SCAMPERing for better

, 153–155

importance of improving

, 5–21

incremental product development

, 7–10

market positioning involving price and quality

, 10–13

Customer loyalty reward programmes

, 55

Customer needs

, 141

See also needs

Customer product diversification

, 62–63

Customers

employees infering experience of

, 43–46

experience improvement supports brand value

, 19–21

interviewing

, 41–43

validating their journey

, 46–50

Customer sophistication

, 62

Customer value

, 62

Customer wants

, 141

See also Customer eXperience (CX)

CX accountability matrix

, 179

Dans Le Noir? restaurant

, 110–111

Data

primary

, 55, 57

secondary

, 55

David Ogilvy

, 115

Decision-making

relative

, 42–43

Dell

, 132

Designing new form of public transport

, 146–149

Design Matrix

heuristic

, 145–149

revolutionising product or service

, 145–149

Desires

, 141

See also customer desires

Development races

, 6

Disney

, 137

Disruption

high-end

, 137–138

low-end

, 137

Disruptive innovations

, 133–140

avoiding being disrupted

, 139

competing against non-consumption

, 138–139

follow pattern

, 136–137

‘high-end’ disruptions surprising customers

, 137–138

‘low-end’ disruptions are most common

, 137

sustaining innovation as short-term alternative

, 139–140

Dorco

, 8

Doubletree

, 11

Dyson Appliances

, 27, 35–36

Eastman, George

, 137

Eastman Kodak. See Kodak

eBay

, 25

Eberle, Bob

, 153

EDGE

, 23–24, 30, 102, 186–187

Edison, Thomas

, 125–126, 129

Electric vehicles (EVs)

, 134

Emergent competitive advantage

, 34–36

Emotions, and empathy

, 79–87

Empathy, and emotion

, 79–87

Employees, infering what customers experience

, 43–46

Entrepreneurship

, 56–57

Environmental audio terrorism

, 114–115

Ernst & Young

, 13

E*Trade Securities

, 139

European Union

, 83

Evolution of CX

avoiding direct rivals with novel channel and specialisation

, 166–171

change B2B game by rearranging market’s value chain

, 155–164

design matrix revolutionising product or service

, 145–149

disruptive innovations

, 133–140

finding innovation sweet spot

, 130–131

firms SCAMPERing for better CX

, 153–155

Kano diagrams

, 140–145

mobile CX

, 164–166

shifts in markets and

, 171–174

sustaining innovations

, 133–140

theory of constraints (TOC)

, 150–153

three levels of innovation

, 131–133

unequal innovations

, 125–130

Evolutionary developments

, 130–131

Exit through the Gift Shop

, 170

Expectation management

, 142–143

Expected quality

, 141

Experience goods

, 95

See also credence goods

Facebook

, 166

Feature-based pricing

, 91

Fee for performance

, 102

File sharing

, 109

Financial competitive advantages

, 26, 33

Financing

, 103–104

hire purchase

, 103

operating leases

, 103–104

subscription

, 103–104

First mover competitive advantage

, 29–33

First mover location advantage

, 31–33

FivePointFour

, 98

Fixed pricing

, 102

Ford (UK)

, 21

Fortune magazine

, 34

Freemium

, 103

Free-to-air broadcast media

, 112–113

Free-to-air radio stations

, 113

Free trials and offers

, 103

Fujifilm

, 137

Functional magnetic resonance imaging (fMRI) scans

, 114–115

Furter, Frank N.

, 83

‘Galloping Featuritis’

, 7

Garment manufacturing, in Bangladesh

, 126–127

Garuva restaurant

, 121

GE. See General Electric Company (GE)

General Electric Company (GE)

, 126

GFC. See global financial crisis (GFC)

Gillette

, 7–9

Gladwell, Malcolm

, 52

Global financial crisis (GFC)

, 17

Global Positioning System (GPS)

, 20

Goldratt, Eli

, 150

Goods

credence

, 95

experience

, 95

trademarked

, 14

See also specific goods

Google

, 27, 59, 156, 158

Google Docs

, 131

GPS. See Global Positioning System (GPS)

Graffiti

, 109–110, 170

Grill’d

, 142

Groves, Andy

, 9

Guetta, Thierry

, 170

See also Mr Brainwash

Guzman and Gomez

, 142

Hacking

, 109

Harley-Davidson motorcycle

, 115–116

Hartford, Tim

, 41

HelloFresh

, 98

Hewlett Packard

, 132

High-end disruption

, 137

Highly customer-centric businesses

, 144

High Yield Investment (HYI)

, 89–90

Hilton

, 11

Honda

, 21, 65, 119

Honeywell

, 68

Hungry Jacks

, 142

Hybrid cars

, 134

HYI. See High Yield Investment (HYI)

IBM

, 25, 132

IKEA

, 176–177

Incremental CX improvements

, 130–131, 133

becoming aware of the situation

, 104–108

CX creating sensation

, 108–124

emotion starting with empathy

, 79–87

managing right level of risk

, 87–91

money, role of

, 91–104

pain points

, 73–74

passing the time pain points

, 74–79

pricing and

, 91–104

Incremental product development

, 7–10

Individual competitive advantages

, 26–27

Innovations

accountability and need of resources

, 178–186

choosing right number and kinds of

, 177–178

disruptive

, 133–140

evolutionary developments

, 130–131

as expressions of creativity

, 128

incremental improvements

, 130–131

practical steps for implementing

, 184–186

successful

, 127, 128

sustaining

, 133–140

three levels of

, 131–133

transformational

, 130–131

unequal

, 125–130

useful

, 127, 128

‘world-first’

, 127, 128

Innovation sweet spot

, 130–131

The Innovator’s Dilemma (Christensen)

, 9

Instagram

, 166

Instant lottery tickets

, 89

Intel

, 9, 139, 159

E +  Counterintuitive Choice Offered by

, 10

Pentium/Celeron option strategy

, 9

Interview, choosing customers to

, 41–43

Investors

, 63

iPhone

, 137–139

iPod

, 137–139

Irn Bru

, 34

iTunes

, 137–138

Japanese carebots

, 119

Japanese whisky

, 94–95

JC Penney’s

, 29

Jetstar

, 92

Jobs, Steve

, 158

Johnson Controls

, 67–68

Joseph Marks (creative agency)

, 109

Journey maps

, 44

Juran, Joseph

, 12

Kano, Noriaki

, 140

Kano diagrams

, 140–145

Kano drivers

, 140

expected quality

, 141

sought quality

, 141

unsought quality

, 141

Kano model

, 140–145

KFC

, 27, 142

Kindle

, 26, 28, 156

Kindle.com

, 99–100

Kleiner Perkins Caufield & Byers

, 28

KLM

, 140

Kmart

, 29

Kodak

, 137

Kone

, 67

Legal issues with fine print

, 90–91

Lenovo

, 132

Levitt, Theodore

, 9

Lite n’ Easy

, 98

Logic of Life (Hartford)

, 41–42

Lotte

, 25

Low customer-centric businesses

, 144

Low-end disruption

, 137

Lowe’s

, 120

Market

finding hole in

, 66–70

mapping. See market mapping

positioning. See market positioning

segmentation

, 52–55

Marketing

modern art and

, 170

scent

, 119–121

Marketing communication

, 10–11

‘Marketing Myopia’

, 9

Market map

, 66–68

Market mapping

for Australian beer market

, 69–70

design considerations for

, 68

at Otis Elevators

, 67–68

Market positioning

price and

, 10–13

quality and

, 10–13

value drivers informing

, 64–65

Market segments

, 52-55

behavioural

, 52–54, 58–59, 61–62

identifying

, 58–63

measurable

, 58

preference-based segments

, 52

psychographic

, 52–54, 60–62

Market share

, 154–155

Mason, Matt

, 109

McDonald’s

, 137

expectation management at

, 142–143

Meriton Hotels

, 121

Merrill Lynch

, 139

Microsoft

, 10, 118, 130, 132, 156, 157–159

Excel

, 131

Office

, 156

Office suite

, 131

Outlook

, 131

PowerPoint

, 131

Word

, 131

Microsoft Explorer

, 131

Minimum viable product (MVP)

, 168–169

Minnesota Mining and Manufacturing (3M)

, 27, 34–36

Mobile CX

, 164–166

Amazon and

, 165

local

, 164–166

simple

, 164–166

timely

, 164–166

Mobile phones

, 138

Modern art

, 170

Money, and incremental CX improvements

, 91–104

Moskowitz, Howard

, 52

Motorola

, 164

Mr Brainwash

, 170

See also Guetta, Thierry

Musk, Elon

, 182–184

MVP. See minimum viable product (MVP)

MYOB

, 143–144

Mystery flights and hotels

, 88–89

Nakd

, 15–17

National Australia Bank

, 26

Needs

, 141

See also customer needs

Nespresso coffee

, 167–168

Netscape Navigator

, 131

Network Effect

, 26, 106

New Balance

, 25

The New Gold Standard

, 181

Nike

, 25, 34, 36

Nissan

, 21

Noosa Junction Seafood Market

, 154–155

Norman Hotel, Brisbane

, 108

Novel channel, and transforming CX

, 166–171

Obama, Barack

, 15

OEMs. See original equipment manufacturers (OEMs)

Online click-and-order businesses

, 160–161

Online share trading

, 138

Online shopping

, 160–164

Open-ended questions

, 47, 49

Operating leases

, 103–104

Organization, and competitive advantages

, 25–26

Organisational learning

, 27

Original equipment manufacturers (OEMs)

, 156

Osborne, Alex

, 153

Otis Building Technologies

, 68

Otis Elevators

, 67

Pain points

, 73–74

sensation-based

, 104

time

, 74–79

Pentecostal church services

, 112

Pentium microprocessor

, 9

PepsiCo

, 34, 96, 126

Perfume industry

, 119–120

Personal computer (PC) chip market

, 9

Pfeffer, Warren

, 96

Pfizer

, 27

Physical competitive advantages

, 25

Picasso

, 170

Pilkington Brothers

, 27

Piro, Sal

, 84

Place (eplace.com.au)

, 166–167

Plutchik’s Wheel of Emotions

, 79–80

Polyethylene terephthalate (PET) plastic bottles

, 16

Price pressure

, 5–6

Price/pricing

cost-plus

, 92

feature-based

, 91

fixed

, 102

incremental CX improvements and

, 91–104

market positioning and

, 10–13

prepaid vs. post-paid

, 82

quality search costs and

, 95

right

, 101–104

subscription-based

, 97-98

value-based

, 94

value-minus

, 92–93, 95

wrong

, 96–101

See also specific entries

Pricing formats

6F’s of

, 102–104

fair share of savings

, 102–103

fee for performance

, 102

financing and subscription

, 103–104

fixed pricing

, 102

freemium

, 103

free trials and offers

, 103

Primary data

, 55, 57

Primary quant surveys

, 57

Primary senses

, 108

PROFIT

, 186

Psychographic segments

, 52–54, 60–62

Public advertising

, 109

Public transport

, 146–149

Purchase research

, 56–57

PwC

, 13

QANTAS

, 91–92, 105–106

Quality

brand value and

, 13–14

colour choices as visual signals of

, 110

expected

, 141

lighting levels and

, 110

market positioning and

, 10–13

sought

, 141

unsought

, 141

Quality search costs

, 95

Quant analysis

, 64

Quant research

, 55

Questions, open-ended

, 47, 49

QuickBooks

, 143–144

Radio

, 112–113

Razor industry

, 7–8

Recovered ore material (ROM)

, 150

Reebok

, 25

Relative decision-making

, 42–43

Reputation, and competitive advantages

, 25

Return on investment (ROI)

, 23

Risk

blind dates

, 89

and incremental CX improvements

, 87–91

instant lottery tickets

, 89

managing

, 87–91

mystery flights and hotels

, 88–89

Ritz Carlton Hotel

, 179–182, 184

Rjken Institute

, 119

Robobear (robot)

, 119

Rocky Balboa

, 8

Rocky Horror Picture Show

, 83–86

Rocky II

, 8

Rocky III

, 8

Rocky IV

, 8

Rocky series of movies

, 8–9

Rocky V

, 8

Rocky VII

, 8

See also Creed

ROI. See return on investment (ROI)

Rolls-Royce automobiles

, 115–116

ROM. See recovered ore material (ROM)

Royal Copenhagen Ice Cream

, 120–121

Royal Enfield

, 65

Same-sex marriage

, 163–164

SANTOS (South Australia Northern Territory Oil Search)

, 31–33

Saucony

, 25

Savings

fair share of

, 102–103

as pricing formats

, 102–103

Scent marketing

, 119–121

Schindler

, 67

‘Scratchies’

, 89

Secondary data

, 55

Seek

, 25, 54

Seers and Roebucks

, 29

Segmentation

behavioural

, 52–54, 58–59, 61–62

psychographic

, 52–54, 60–62

Self-driving cars

, 135

Self-managed super fund (SMSF)

, 59, 62

Sensation

CX creating

, 108–124

scented CX is powerful for memories

, 119–121

sensational CX starting with sight

, 108–111

sound CX is worth sharing

, 112–119

touch CX triggering connections

, 121–124

Sensation-based pain points

, 104

Senses, primary

, 108

Sensory pain points

, 108

Share traders

, 63

Sheraton

, 11

Shopping centres

, 111

Sildenafil (Viagra)

, 27

Singapore Airlines

, 120

Sirromet Winery

, 122–123

SMSF. See self-managed super fund (SMSF)

Sought quality

, 141

Sounds

, 112–119

South Australian Gas Company

, 31

Specialisation, and transforming CX

, 166–171

Stallone, Sylvester

, 8

Stefan Floridian Waters scent

, 120

Stockbrokers

, 61–62

Subscription

, 103–104

Subscription-based pricing

, 97

Subway

, 142

Suncorp Car Insurance

, 87–88, 159

SurveyMonkey

, 159–160

Sushi Train

, 142

Sustainable competitive advantage

, 36–37

Sustaining innovations

, 133–140

Sydney Morning Herald

, 96

TD Ameritrade

, 139

Tech-based competitive advantages

, 27, 33

Technology competitive advantages. See tech-based competitive advantages

Television (TV)

, 112–113

TERMS framework

, 37, 55, 64, 82, 123, 187

Tesla

, 134, 179, 182–184

Tesla Model S car

, 20, 182

Teva Pharmaceuticals

, 27

Theory of constraints (TOC)

, 36, 150–153

applying to identify bottleneck

, 151

efficiency improvement and

, 153

transforming CX and

, 150–153

Third World

, 36

3M. See Minnesota Mining and Manufacturing (3M)

Tiger

, 25

Time pain points

, 74–79

Tinder and Grindr apps

, 89

T-Mobile

, 82–83

customer service

, 82–83

E + improvements

, 82–83

TOC. See theory of constraints (TOC)

Toms Social Shoe Enterprise

, 81–82

Touchpoints with customers

, 44, 46

Trademarked goods

, 14

Trade secrets

, 27

Trane

, 67

Transformational innovations

, 130–131, 130–133

Transforming CX

avoiding direct rivals with a novel channel and specialisation

, 166–171

change B2B game by rearranging the market’s value chain

, 155–164

design matrix can revolutionise product or service

, 145–149

disruptive innovations

, 133–140

finding innovation sweet spot

, 130–131

firms SCAMPERing for better CX

, 153–155

getting a jump on market shifts

, 171–174

Kano diagrams

, 140–145

mobile CX

, 164–166

sustaining innovations

, 133–140

theory of constraints (TOC)

, 150–153

three levels of innovation

, 131–133

unequal innovations

, 125–130

Travel agencies

, 166

Turing, Alan

, 124

Turing tests

, 118, 124

Uber

, 25

Unequal innovations

, 125–130

University of the Sunshine Coast (USC)

, 57

Unsought quality

, 141

USC. See University of the Sunshine Coast (USC)

Value-based pricing

, 94

Value chain

, 155–164

online shopping encroaching on retail

, 160–164

in personal electronic devices industry

, 156–157

positioning

, 158–159

raw materials suppliers in

, 156

Value curve graphs

, 66

Value curves

, 65–66

Blue Ocean Strategy and

, 65

creating

, 65–66

Value drivers, and market positioning

, 64–65

Value-minus pricing

, 92–93, 95

Value-minus pricing strategies

, 92–93

‘Venetian flow’ rinsing technology

, 8

Virgin Blue

, 92

VoC

, 55–56

VStar

, 65

Wall, Robert

, 89

Walmart

, 29–31, 33

competitive advantage and

, 29–31

Wants

, 141

See also customer wants

Warhol, Andy

, 170

‘weasel words’

, 100

Whistleblowing

, 96

White Wings

, 6

WOMBATs (Word of Mouth Buy and Tellers)

, 24, 105–106

Word-of-mouth referral

, 43

‘world-first’ innovations

, 127, 128

World War II

, 6

Www.theiconic.com.au

, 162

Xero

, 143–144

Yamazaki whisky

, 94–95

Yield management

, 93

YouFoodz.com

, 98

YouTube

, 166

Zwicky’s Morphological Box

, 145