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2023/2024 KAN-CCMVI2092U Quality Management and Customer Experience (CX)
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| Quality Management and Customer Experience (CX) |
Course information |
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| Language | English |
| Course ECTS | 7.5 ECTS |
| Type | Elective |
| Level | Full Degree Master |
| Duration | Summer |
| Start time of the course | Summer |
| Timetable | Course schedule will be posted at calendar.cbs.dk |
| Min. participants | 30 |
| Max. participants | 60 |
| Study board |
Study Board for cand.merc. and GMA (CM)
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| Course coordinator | |
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| For academic questions related to the course, please contact instructor Fernando Amigo-Quintana at fma.msc@cbs.dk or course responsible Torsten Ringberg (tri.marktg@cbs.dk). | |
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| Teaching methods | |
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| Last updated on 10-01-2024 | |
Relevant links |
| Learning objectives | ||||||||||||||||||||||||||
To achieve the grade 12, students should meet the
following learning objectives with no or only minor mistakes or
errors:
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| Course prerequisites | ||||||||||||||||||||||||||
| Completed Bachelor degree or equivalent. Knowledge of service management and operations and consumer insight might be of help. | ||||||||||||||||||||||||||
| Examination | ||||||||||||||||||||||||||
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| Course content, structure and pedagogical approach | ||||||||||||||||||||||||||
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This course is conceived as a reflection on how traditional
and commonly used quality management models can be applied in the
current business environment characterized by both globalization
and digitalization and considering the growing importance of
customer-centricity in the way relationships between organizations
and customers are evolving and being handled.
Customer experience as the focus of business strategy is in
historical terms a recent development and is at the center of a
number of practices that are being adopted by a growing number of
organizations to compete successfully in a changing business
environment.
Quality management is a philosophy, methodology and system of
tools aimed to create and maintain the appropriate mechanisms
within organizations for continuous improvement. It involves all
departments and employees and helps to reduce costs and exceed
customers and other stakeholders’ expectations. Appropriate quality
management is a basic need for the survival and competitive
development of any organization in the global market. It ensures
that an organization, product or service is consistent with
customer´s expectations. It encompasses the concept of business
excellence and sustainability as a means for competitiveness,
efficiency improvement, and leadership. Quality management focuses
on product/service quality but also on the means to achieve
it.
The process of quality management encompasses four main
components: quality planning, quality assurance, quality control
and quality improvement. In this respect, the development of
quality models to help organizations instill in all their
strategies, processes and employees the idea of quality as well as
the design of systems and tools that assure the best quality for
their products and services through the appropriate control
frameworks, accurate metrics and measurements and feedback
mechanisms, becomes a mandate for leadership and
competitiveness.
In this regard, the course aligns and emphasizes most of the
Nordic Nine principles of education by focusing on providing
context for knowledge, identifying challenges, considering
potential ethical dilemmas and values needed and think ahead for
future generations and sustainability.
Preliminary assignment:
Readings:
Meyer, Christopher and André Schwager (2007). “Understanding
Customer Experience,” Harvard Business Review, February
Activity:
Watch the following video about a situation concerning United
Airlines and the mistreatment of a passenger
https://www.youtube.com/watch?v=VrDWY6C1178
Why did this happen?
Did internal processes back the way United took control of the situation? What was the reaction from customers? How did this affect United Airlines? What were the consequences Class 1: Introduction: course overview, basic concepts, Nordic Nine principles Class 2: Customer Experience management and principles Class 3: Quality Management: concept, context and theories Class 4: The principles of quality management Class 5: The quality management function Class 6: Quality management models and standards I Feedback activity:
Presentation of project ideas to the class for
discussion/feedback.
Home Project Assignments/mini projects are based on a research question (problem formulation) formulated by the students individually. Approval deadline will be defined by the instructor. Hand-in of the problem formulation directly to the instructor by the 3rd teaching week. Class 7: Quality management models and standards II
Class 8: Quality management methods and tools Class 9: Quality Customer Experience models Class 10: Succesful customer experience and CX metrics Class 11: Overview, review, Q&A |
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| Description of the teaching methods | ||||||||||||||||||||||||||
| Presentation of your project ideas to the class for discussion/feedback after three weeks. Ongoing active participation during the course. Case studies and other activities. | ||||||||||||||||||||||||||
| Feedback during the teaching period | ||||||||||||||||||||||||||
| Presentation of project ideas to the
professor/class for discussion/feedback.
Home Project Assignments/mini projects are based on a research question (problem formulation) formulated by the students individually. Approval deadline will be defined by the instructor. Hand-in of the problem formulation directly to the instructor by the 3rd teaching week. |
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6-week course.
Preliminary Assignment: The course
coordinator uploads Preliminary Assignment on Canvas at the end of
May. It is expected that students participate as it will be
included in the final exam, but the assignment is without
independent assessment and grading.
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Mandatory readings:
- Class presentations and related materials (case studies)
- Franco Santos, Mónica, and Pietro Michelli (2017). “Towards
a Definition of a Business Performance Measurement System,”
International Journal of Operations & Production Management,
July, 784-801.
- Klaus, Phil, and Stan Maklan (2013). "Towards a Better Measure of Customer Experience." International Journal of Market Research, Vol. 55, N. 2, 227-242
- Meyer, Christopher and Andre Schwager (2007). Understanding Customer Experience. Harvard Business Review. Boston, MA: Harvard University Press.
- Naseem, Afshan, Sadia Ejaz Sheikh and Khusro P. Malik (2011). “Impact of Employee Satisfaction on Success of Organization: Relation between Customer Experience and Employee Satisfaction,” International Journal of Multidisciplinary Sciences and Engineering, Vol. 2, N. 5, 41-46.
- Parasuranan A. Valerie A. Zeithaml and Leonard Berry (1988). “SERVQUAL: A Multiple-Item Scale for Measuring Consumer Perceptions of Service Quality.” Journal of Retailing, Vol. 64 N. 1, 12-40.
- Puccinelli, Nancy M., Ronald C. Goodstein, Dhruv Grewal,
Robert Price, Priya Raghubir and David Stewart (2009). “Customer
Experience Management in Retailing: Understanding the Buying
Process,” Journal of Retailing, N. 85, 15–30.
- Russell T. Westcott, Editor (2013). Certified Manager of
Quality Organizational Excellence Handbook, 4th ed. ASQ Press:
Milwakee, WI.
- Van Moorsel, Aad (2001), “Metrics for the Internet Age: Quality of Experience and Quality of Business,” Fifth Performability Workshop in Honor of John F. Meyer. HP Laboratories: Palo Alto, CA.
- Zeithaml, Valerie A., Leonar L Berry and A. Parasuraman (1991). “Communication and Control Processes in the Delivery of Service Quality,” Services Marketing, Christopher H. Lovelock Ed. Prentice Hall, Englewood Cliffs, NJ, 406-423.
Case Studies:
Additional relevant readings: Other resources
- American Society for Quality, https://asq.org/
- Business Performance Improvement Resource, http://www.bpir.com - European Foundation for Quality Management, http://www.efqm.org - Japan Quality Assurance Organization, https://www.jqa.jp/english/ - Quality Management Principles, www.iso.org |
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Last updated on
10-01-2024