1. REPORT PREPARED FOR: THE TWO DEGREES MOBILE LIMITED REPORT TITLE CUSTOMER EXPERIENCE MODEL ANALYSIS   BY AUTHOR NAME EKATERINA FURSOVA   MBUS/POSTGRADUATE DIPLOMA IN BUSINESS APMG 8119: DIGITAL ENTERPRISE Semester 2, 2018
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2. Business background Our Values
Company name: The Two Degrees Mobile Limited
Brand name: 2degrees
Industry: Telecommunication services   
Established in: 2001, commercially launched in 2009
Market share: 23%
Geographical market: New Zealand, 1.4 million customers, 76,000 business users
Audience: New Zealand residents, corporate users, enterprises
Customer groups: individual, business, enterprises
Key Executive: Mr Stewart Sherriff, Chief Executive Officer 
Retrieved from:
Our Values

3. 2degrees website and online shop

4. Analysis of the consumer experience map
Prior knowledge and experience required to determine the demand;
Service brand should be easy-to-use as well as useful to attract wider audience;
Online attributes determine the positiveness of interaction with e-retailer;
Satisfaction determines loyalty and outcomes: attitude the the service brand and online shopping.
Promised experience =
Simplicity: should be accessible to experts and non- experts;
Constant contact with the customer: should have two- channel communication and seamless response;
Integrity: clear and transparent terms and conditions;
High value of community: should understand the client and offer customized service.

5. Real virtual experience
hypothesis
Result
comment
Online attributes determine higher trust addressed to the website and the service brand
Accepted (4/6)
Ambiguous terms of delivery - lower Trust
Online attributes determine to higher satisfaction from the website and service brand
Lack of two-way communication – lower Satisfaction
Higher trust leads to higher satisfaction from the website and the service brand
Accepted (2/3)
Perceived trust is higher for experiences users
Consequence 1: overall satisfaction
Achieved (100%)
Positive OCE, positive attitude to service brand
Consequence 2: re-purchase intention
Positive perception of service brand, positive attitude to online shopping in general
Frequent online shopper
>3 years with 2degrees
Executive management
Male, 27
Rare online shopper
<1 year with 2degrees
Middle management
Female, 33
"Almost never" online shopper
>5 years with 2 degrees
Female, 48

6. Implications Antecedents Customer background
Factor
Theoretical thesis
Managerial thesis
Example
Antecedents
Antecedents predetermine customer behavior and attitude to service brand
Effective application of online attributes smoothens customer perceptions
Additional benefits / rewards of the customer may cover perceived risks
Customer background
Prior experience and knowledge predetermine customer experience
Continuous revision of customers backgrounds assists in e-store optimization
Prior online shopping experience increases trust
Service brand as a mirror of physical brand
Online store must keep the same level of quality and show clear benefits to the client
Real store values and standards should be followed to increase customer trust and loyalty
Emphasized benefits, strong associations with real brand
Customer context
Detailed customer profile helps to predict behavior and drive the customer experience
Continuous monitoring of the customers background; service customization
Real time communication, two-way interaction

7. References
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Mackenzie, D. (2017, April 3). 2Degrees making inroads. Otago Daily Times. Retrieved from: inroads
Novak, T.P., Hoffman, D.L., & Yung, Y.F. (2000). Measuring the customer experience in online environments: A structural modeling approach. Marketing science, 19(1), p
Park, J.Y., Byoungho, J. (2006). The Moderating Effect of Online Purchase Experience on the Evaluation of Online Store Attributes and the Subsequent Impact on Market Response Outcomes. Advances in Consumer Research, 33, p
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The Two Degrees corporate website. Available from
Thusyanthy, V., Tharanikaran, V. (2017). Antecedents and Outcomes of Customer Satisfaction: A Comprehensive Review. International Journal of Business and Management, 12 (4), p doi: /ijbm.v12n4p144
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