The service encounter - one of the foundational concepts in service research - is fundamentally changing due to rapid evolutions in technology. In this paper, we offer an updated perspective on what we label the "Service Encounter 2.0". To this end, we develop a conceptual framework that captures the essence of the Service Encounter 2.0 and provides a synthesis of the changing interdependent roles of technology, employees, and customers. We find that technology either augments or substitutes service employees, and can foster network connections. In turn, employees and customers are taking on the role of enabler, innovator, coordinator and differentiator. In addition, we identify critical areas for future research on this important topic. (C) 2017 Elsevier Inc. All rights reserved

In response to initial voices that put the customer experience (management) (CX(M)) movement into question, this article aims to introduce a formal nomenclature to push the CX(M) field toward a more mature state. First, drawing from an inductive analysis of 143 CX(M) papers, the authors identify 12 basic CX components that aggregate into three overarching building blocks—touchpoints (T, i.e., points of interaction between the customer and brand/firm), context (C, i.e., situationally available resources internal and/or external to the customer), and qualities (Q, i.e., attributes that reflect the nature of customer responses and reactions to interactions with the brand/firm). The TCQ nomenclature offers a language to make CX actionable, moving beyond the breadth of the current definition and frameworks by disentangling CX into small bite-sized chunks (i.e., the CX components) that any academic and practitioner, regardless of their discipline, may understand and use to discuss and manage CX. Second, using the TCQ nomenclature, the authors assess the current state of the CX(M) literature and identify mature (e.g., firm-controlled touchpoints and cognitive and emotional qualities associated with CX) and underdeveloped (e.g., nonfirm controlled touchpoints and the market and environmental context in which CX emerges) areas ripe for future research. In addition, they also provide a set of recommendations to strengthen the methodological rigor of the field. Third, the TCQ nomenclature may support managers in auditing their current CXM practices and/or serve as a basis for CX design and innovation.

Purpose: Smart technologies and connected objects are rapidly changing the organizational frontline. Yet, our understanding of how these technologies infuse service encounters remains limited. Therefore, the purpose of this paper is to update existing classifications of Frontline Service Technology (FST) infusion. Moreover, the authors discuss three promising smart and connected technologies – conversational agents, extended reality (XR) and blockchain technology – and their respective implications for customers, frontline employees and service organizations.Design/methodology/approach: This paper uses a conceptual approach integrating existing work on FST infusion with artificial intelligence, robotics, XR and blockchain literature, while also building on insights gathered through expert interviews and focus group conversations with members of two service research centers.Findings: The authors define FST and propose a set of FST infusion archetypes at the organizational frontline. Additionally, the authors develop future research directions focused on understanding how conversational agents, XR and blockchain technology will impact service.Originality/value: This paper updates and extends existing classifications of FST, while paving the road for further work on FST infusion.

Service failures represent temporary or permanent interruptions of the customer’s regular service experience. Although the literature identifies an extensive set of organizational alternatives for recovering from service failures, researchers have approached these responses as discrete organizational actions that are loosely connected to the dynamic nature of the recovery experience. In this article, we address this shortcoming by introducing the idea of the service recovery journey (SRJ). We first conceptualize the SRJ as the outcome of a service failure that is composed of three phases: prerecovery, recovery, and postrecovery. We then synthesize the organizational responses to service failures reported in 230 journal articles and integrate them with the novel SRJ perspective. Thereafter, we provide an extensive set of questions for future research that will expand our knowledge about the prerecovery, recovery, and postrecovery phases and address the interaction between the customer’s regular journey and the SRJ. Finally, we outline six considerations for recovery research seeking to affect business practice and discuss the managerial implications of adopting an SRJ perspective.