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In today's economy, experiences are a distinct offering that have become the core selling point for some of the world's most successful companies. From banking and transportation, to home exercise and healthcare, companies have differentiated themselves by designing distinct experiences alongside their core goods and services. And at the heart of this transformation are the data, systems, processes, and culture needed to understand more about customers and employees in order to design unique experiences for every individual. In this chapter we explore how success in the experience economy is not simply a case of gathering more data, but instead looking at a different type of data – Experience Data. With examples and case studies from some of the world's most successful companies, we look at how the discipline of experience management (XM) and the technology available to organizations today is fundamentally changing how companies operate – and win – in the experience economy.

This methodological paper demonstrates how service firms can use digital technologies to quantify and predict customer evaluations of their interactions with the firm using unstructured, qualitative data. To harness the power of unstructured data and enhance the customer-firm relationship, the use of computerized text analysis is proposed.

Three empirical studies were conducted to exemplify the use of the computerized text analysis tool. A secondary data analysis of online customer reviews (n = 2,878) in a service industry was used. LIWC was used to conduct the text analysis, and thereafter SPSS was used to examine the predictive capability of the model for the evaluation of customer-firm interactions.

A lexical analysis of online customer reviews was able to predict evaluations of customer-firm interactions across the three empirical studies. The authenticity and emotional tone present in the reviews served as the best predictors of customer evaluations of their service interactions with the firm.

Computerized text analysis is an inexpensive digital tool which, to date, has been sparsely used to analyze customer-firm interactions based on customers' online reviews. From a methodological perspective, the use of this tool to gain insights from unstructured data provides the ability to gain an understanding of customers' real-time evaluations of their service interactions with a firm without collecting primary data.

This research contributes to the growing body of knowledge regarding the use of computerized lexical analysis to assess unstructured, online customer reviews to predict customers' evaluations of a service interaction. The results offer service firms an inexpensive and user-friendly methodology to assess real-time, readily available reviews, complementing traditional customer research. A tool has been used to transform unstructured data into a numerical format, quantifying customer evaluations of service interactions.

Describes how companies can make managing the emotional expectations of customers the frontier of the customer‐focused enterprise.

Customer experiences have emotional characteristics that companies historically haven't been good at delivering. The customer experience is more than an analysis of hard metrics about speed, availability and information. These performance measures are critical, but real progress in shaping the customer experience comes from addressing the emotional aspects of their interactions.

The key to success is to fully understand the customers' needs and expectations. By doing so, companies can identify what the most important interactions are – key “moments of truth” – and prioritize delivery on these interactions.

By employing a customer experience framework to prioritize resources according to the impact of particular customer interactions, paying particular attention to emotional experiences, companies can build achievable operational models that create customer advocates.

Best‐in‐class companies understand the entire customer experience and use a Customer‐Focused Enterprise model to foster customer advocates while deploying resources effectively and efficiently. The six characteristics of the CFE are: customer authority, customer dialog, integrated execution, solution experience, human performance and customer focused organization.

The purpose of this paper is to inform funders and potential funders alike of the likely outcomes of their financial contributions. Additionally, the authors reported on the assessment of the underlying logic model or theoretical underpinnings of what the authors will term the “Habitat Model.”

This study utilized a one-shot case study design to obtain data. In a one-shot case study the experimental group is exposed to the independent variable (X), then observations of the dependent variable (O) were made. No observations were made before the independent variable was introduced. A one-shot case study design was necessary as this is the first impact study conducted by BAHFH because of the changes within BAHFH over the years as well as the lack of consistent archival data on families and operations.

Most of the feedback obtained from stakeholders was positive. Many of the demographic variables showed significant improvement in partner family life style since moving into a Habitat house.

The findings of this study provide evidence of positive economic, social, and psychological impacts on families participating in BAHFH homeownership and on their communities. It also showed substantial economic impacts on the communities served. Furthermore, this study showed that other stakeholders in the process were substantially and positively impacted. Finally, this study pointed to a number of things that BAHFH needed to change such as homeowner education, financial counseling, and the opening of a local ReStore.

The current study provides data that provide evidence of positive economic, social, and psychological impacts on families participating in BAHFH homeownership opportunities.

In the era of digital disruption and customer loyalty loss, it has become even more important to shape the experience journey of a firm’s stakeholders. The benefits of experience data (XD) analysis for a competitive advantage and firm performance are well proven in the business-to-customer context. Therefore, this study aims to explore the limited exploitation of XD in the business-to-business (B2B) context.

The data of 338 B2B firms is generated through computer-assisted telephone interviewing using a structured interview guideline. A Mann–Whitney U test and binary linear regression are applied to test hypotheses derived from literature.

The results suggest that XD non-collectors see XD increase efficiency, whereas XD collectors view XD strategically beyond customer data. Additionally, the successful application of XD in firms can be fostered by connecting XD with operational data through digitalised processes, strategic usage and data collection at certain defined points of time.

This study contributes to the understanding of XD perception between collectors and non-collectors and develops determinants for the successful application of XD management. Based on the results, B2B marketing executives from academics and practice can foster the implementation of XD management to improve all firm’s stakeholders’ experiences. In this way, this study contributes to the understanding of managing not only customers’ but other stakeholders’ experiences.

Community informatics can be defined as a strategy or discipline that focuses on the use of information and communication technologies by territorial communities. This paper analyzes the emerging community informatics evaluation literature to develop an understanding of the indicators used to gauge project impacts in community networks and community technology centers. This study finds that community networks and community technology center assessments fall into five key areas: strong democracy; social capital; individual empowerment; sense of community; and economic development opportunities. The paper concludes by making recommendations for future community informatics evaluations.

Successive governments have called for greater “empowerment” of the patient, reflected in the chief medical officer's call for more patient‐related outcome measures (PROM). This paper aims to bring together three‐linked studies.

First study: in 1999, the neurosurgical patient was seen as “expert” to identify PROM outcomes, based upon a patient and carer‐designed self‐administered postal questionnaire in a regional two‐year retrospective survey of subarachnoid haemorrhage (SAH) patients with a 77 per cent response rate, designated treatment‐as‐usual (TAU) cohort (n=142).Second study: in the same region, following the implementing of the specialist neuro‐vascular nurse (SNVN), the SNVN recommendation was evaluated in a two‐year prospective study (n=184) that provided family‐specific psychosocial support and a continuity of care linking hospital and community; the response rate was 87 per cent. Third study: A re‐analysis of the national SAH study (n=2,380), by projecting the TAU and SNVN results onto clinically matched patients within the National cohort to estimate the potential “savings” if all 34 neurosurgical units had an SNVN type service.

First study: respondents identified many psychosocial and fiscal problems but recommended a SNVN to reduce these difficulties. Second study: the TAU and SNVN patient's were a close clinical match and using the TAU as a control group, it was found that there were major psychosocial and fiscal benefits for SNVN patients and carers, who more speedily re‐established their lives.Third study: it was estimated that this would have produced major financial benefits, e.g. 4,165 fewer bed occupancy days, saving £2.5million; reduced time‐off work for patients and carers, saving £8.1million; and, after deducting cost of a national SNVN service, a combined saving for the service and families of an estimated £9.83 million p.a. Thus, addressing PROM outcomes, through an integrated psychosocial service in neurosurgery was cost‐effective, benefited families, the service, and the wider economy and should be a factor when considering pressurised departmental budgets.

Overall, what the two regional studies and the re‐analysis of the national study showed was that there are benefits from treating the “patient as expert” and taking on board their agendas. There is a need for a more integrated approach to treatment and care that is of value to the service, patients, families and the wider economy.