Kaveh Abhari

It is nice to qoute Henry James, “Experience is never limited, and it is never complete; it is an immense sensibility, a kind of huge spider-web of the finest silken threads suspended in the chamber of consciousness, and catching every air-borne particle in its tissue”. Customers always are in experiencing process. They update their knowledge and understanding, or recall the previous experiences. That means ‘customer experience’ is endless process. This fact, once again, underlines the significance of experience dynamic in modern marketing. On the other hand, experience is totally personal and customers thus subjectively interpret the evidences in entire interactions into their individual experience. Thereby, there are no two customers with same experience.
The aim of this introduction is to highlight the difference between customer experience management and experience marketing. If we assume experience is completely personal, and then managing experience is based on the...

This note is in line with the previous post, which gave a brief idea about the notion of EEM - 'Employee Experience Management'. It is tried to shed light on 'Employee Engagement Program' as a possible component for EEM.

EEM initially should attract, motivate, and develop the right kind of people, and then strengthen the brand ethos through engagement program (Mosley, 2007). Practically, it is confirmed that employees want to be engaged (e.g. 86% want live experiences and 83% want events to be experiential; Jack Morton, 2006). Clearly, highly motivated and engaged employees can create memorable customer experiences (Millard, 2006). Providing satisfactory and engaging experiences for employee are more likely to be productive instead pure training without presence of their heart. In EEM, we needs to go beyond the internal marketing and bartending, since they tend to form employees’ perceptions, while we need to embed brand ethos in total employee experience (Mosley, 2007)....