This dissertation explores the pivotal role of customer experience (CX) as a strategic driver of business success. It examines how a well-designed and effectively managed customer experience can improve customer satisfaction, loyalty, and engagement, influencing long-term organizational performance. The study begins by establishing a theoretical framework that defines CX, distinguishes it from service experience, and discusses its evolution and multifaceted nature - encompassing emotional, cognitive, and sensory dimensions. The relationship between CX and customer loyalty is also analyzed, including the impact of trust, perceived value, and customer satisfaction.

The research shows how important is the customer journey and touchpoints in shaping overall experiences, as well as the significance of customer engagement, personalization, and the connection between customer and employee experience. Methodologically, the study employs a quantitative survey approach, targeting employees across diverse sectors to assess practices, perceptions, and barriers in enhancing CX. Findings reveal that better-trained employees, improved product/service quality, and the use of customer relationship management systems are key factors in delivering superior experiences. Additionally, emerging technologies such as artificial intelligence and predictive analytics are identified as potential enhancers of CX.

The results underscore the importance of collecting customer feedback, investing in employee training, and overcoming barriers such as limited budgets and lack of expertise. The dissertation concludes that companies focusing on CX improvements, particularly through personalization, responsiveness, and emotional connection, are more likely to foster customer loyalty and gain a competitive advantage.