01323nas a2200205   4500008004100000022001400041245007600055210006900131260004200200300001000242490000700252520067100259653002400930653002100954653002700975653002801002653002301030100003401053856003001087       2021                        eng d  a1927-032100aHow Can Firms Effectively Use Technology in Customer Journey Management0 aHow Can Firms Effectively Use Technology in Customer Journey Man  aOttawabTalent First Networkc10/2021  a32-470 v113 aCustomer Journey (CJ) mapping offers a view of the Customer Experience (CX) from a customer's standpoint, which acts as the first step towards a myriad of actions that can be performed to improve CX. While CJ mapping has proven to be helpful in a wide range of use cases, companies still struggle to apply technology to make it effective. This research performs a literature review to identify how IT and digital assets can be used in the CJ context, providing practical examples for organizations willing to implement a consumer-centered IT strategy. As a result, it was found that IT can be used in three primary contexts for CJ: mapping, enabling, and monitoring.10acustomer experience10acustomer journey10adigital transformation10aManagerial Requirements10aTechnology Drivers1 aHelouani, William, Boscardini  utimreview.ca/article/145500863nas a2200277   4500008004100000022001400041245006400055210006100119260004200180300000800222490000600230653002400236653002700260653003100287653004200318653002800360653002300388653002200411653001500433653002200448100001800470700002300488700002000511700001800531856003600549       2015                        eng d  a1927-032100aEditorial: Technology in Service Innovation (February 2015)0 aEditorial Technology in Service Innovation February 2015  aOttawabTalent First Networkc02/2015  a3-50 v510acustomer experience10aelectronic procurement10aemployee-driven innovation10aknowledge-intensive business services10apersonal health systems10aservice innovation10asystem innovation10atechnology10avalue co-creation1 aMcPhee, Chris1 aVargo, Stephen, L.1 aToivonen, Marja1 aRajala, Risto  uhttp://timreview.ca/article/86801892nas a2200229   4500008004100000022001400041245009600055210006900151260004200220300001000262490000600272520118900278653002401467653002201491653002401513653002201537653002201559100001601581700001401597700001501611856003601626       2015                        eng d  a1927-032100aThe Role of Self-Service Mobile Technologies in the Creation of Customer Travel Experiences0 aRole of SelfService Mobile Technologies in the Creation of Custo  aOttawabTalent First Networkc02/2015  a24-320 v53 aThrough the use of self-service mobile devices, the traditional marketplace interaction is being replaced by a marketspace transaction, in which the foundation of customer-company interaction has changed. This article discusses the main actors of experiencial value creation through the physical world and virtual world in the context of transport service. The empirical data is collected from semi-structured interviews with 19 young urban transport commuters. The results show that self-service mobile devices enhance the information accessibility for passengers to create customized travel experiences through a closer interaction with other actors, including transport service providers, transport-related service providers, and other passengers. Moreover, the scope of travel experience was expanded beyond the traditional service encounter both temporally and spatially. This article is an exploration of the influence of self-service mobile devices in the changing roles of customers and companies. A key message is that executives must pay attention to how their companies create experience value in both the physical world and the virtual world, separately or in combination.10acustomer experience10amobile technology10aself-service device10atravel experience10avalue co-creation1 aLu, Chaoren1 aGeng, Wei1 aWang, Iris  uhttp://timreview.ca/article/871