The article discusses the features of Customer Experience Management (CEM) in the field of tourism and hospitality in the context of the development of the digital environment and the demonstration by consumers of new purchasing behavior. Analysis of the scientific literature and empirical data allows us to formulate the following conclusion: new generations of consumers are changing their usual purchasing behavior, require adaptation of the sales model, and traditional tools cease to correspond to real market trends, for the reasons that consumers are looking for a more personalized and faster experience; they are more informed and prone to self-study; their values and expectations are different (e.g. emphasis on ethics, ecology, transparency). Consequently, the role of preventive management as a key tool for the growth of loyal clientele, the scalability of personalization and the creation of individual interaction scenarios is sharply increasing in these conditions. This study focuses on building a terminology framework for effective customer experience management. The author justifies the conclusion that the management of consumer behavior in the field of tourism and hospitality is possible only taking into account the meaning of tourist products and services, which is seen in the proposal of the latter, taking into account the identification of factors that determine the formation of a purchase decision. Along with the change in the economic situation, the development of business processes from preparing tours for service, from hotel service to creating value has led to the dominance of the concept of customer experience management, and personalization and experience are among the leaders in the struggle for customer attention. The design of this concept is built by those points of contact that form the consumer experience, simultaneously acting as identifiers of the uniqueness of a competing brand ("imprinted" in the client's memory). Taking into account the complex multi-component relationships with customers when transforming their purchase decision-making models creates prerequisites for more effective control and optimization of the customer path, adapting the strategy and strengthening ties with customers. This, in turn, contributes to the formation of long-term loyalty, strengthening a competitive position in the market and increasing business profitability. CEM creates unique customer experiences, optimizes internal business processes, and drives innovation. The achievement of effective customer satisfaction is due to active work with feedback, attentiveness to audience requests, overcoming objections and careful analysis of the reasons for failures. As a result, manufacturers of travel products and service providers achieve an increase in repeated sales, an increase in recommendations and an increase in brand strength.
consumer journey, customer journey, contact points, shopping cycle, user experience, customer experience, consumer experience management, customer experience emotionalization, accumulated mass of customer experience, travel products and hospitality services
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