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Information Science Ph.D. With a Concentration in Consumer Behavior and Experience Management
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We're so glad you're interested in UNT! Let us know if you'd like more information and we'll get you everything you need.
Why Earn an Information Science Ph.D. With a Concentration in Consumer Behavior and Experience Management?
The University of North Texas Information Science Ph.D. Program with a concentration in consumer behavior and experience management, developed and offered jointly with UNT College of Merchandising, Hospitality and Tourism, responds to the varied and changing needs of an information age, increasing recognition of the central role of information and information technologies in individual, social, economic, and cultural affairs.
The mission of the UNT Information Science Ph.D. Program is to provide a center of excellence in graduate education and research. Its primary goals are to:
- Nurture critical and reflective thinking on the fundamental issues and elements of problems of utilization of information
- Foster an environment of substantive and productive mentoring and apprenticeship
- Prepare scholars passionate about the role of information in human affairs
- Foster cross-disciplinary thinking and research
Students are recruited to the program from a wide range of disciplines and encouraged to expand and refocus their expertise and skills in cutting-edge areas of information science that cross disciplinary boundaries. The multifaceted nature of information science warrants the focusing of resources, courses, and faculties from a broad range of academic units.
- Research and publication
- Pedagogical practices
- Critical thinking
- Leadership ability
- Data analysis
Consumer Behavior and Experience Management Information Science Ph.D. Highlights
What can you do with an information science ph.d. with a concentration in consumer behavior and experience management.
Graduates of the program are prepared to contribute to the advancement and evolution of the information society in a variety of roles and settings as administrators, researchers, and educators.
Consumer Behavior and Experience Management Information Science Ph.D. Courses You Could Take
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About the Program
The University of North Texas Information Science PhD Program offers the Consumer Behavior and Experience Management Concentration jointly with UNT College of Merchandising, Hospitality, and Tourism, with the ultimate goal of providing the opportunity for interdisciplinary training, research and professional services in consumer behavior and experience management. Students will take courses that will prepare them for conducting research on critical issues in consumer behavior and related areas as they pertain to the information science perspective.
Course Requirements
Students enrolled in the consumer behavior and experience management concentration will take courses from four blocks of courses: 1. Information Science Core Area (12 graduate credit hours)
- INFO 6000 - Seminar in Information Science
- INFO 6660 - Readings in Information Science
- INFO 6700 - Seminar in Communication and Use of Information
- INFO 6945 - Doctoral Seminar in Information Issues
2. Research Courses (minimum of 24 graduate credit hours, including doctoral dissertation hours)
- INFO 6940 Inquiry and Research Design
- Quantitative Research Methods/ Statistics (6 graduate credit hours in consultation with advisor)
- Qualitative Research Methods (3 graduate credit hours in consultation with advisor)
- Doctoral Dissertation Hours (minimum of 12 hours of INFO 6950 to be completed after passing the qualifying exam)
3. Consumer Behavior and Experience Management Concentration Core (15 graduate credit hours)
- CMHT 5440 - Consumer Theory
- CMHT 5600 - Managing Customer Experiences
- CMHT 5700 - Service Excellence
- CMHT 6500 - Big Data Implementation in Social Network Analysis
- MDSE 5750 - Digital Retailing
4. Concentration Electives (a minimum of 9 graduate credit hours focusing on one competency. Competencies listed below). a. Business Perspective Competency
- CMHT 5550 - Promotional Strategies
- CMHT 6900 - Special Problems (3 hours taken with the major professor; required)
- HMGT 5280 - Hotel and Restaurant Operations: Theory and Analysis
- HMGT 5520 - Global Tourism Systems
- HMGT 5530 - International Sustainable Tourism
- HMGT 5540 - Tourism Services Management and Marketing
- HMGT 5860 - Strategic Management in the Hospitality Industry
- INFO 5310 - Marketing and Customer Relationships for Information Professionals
- INFO 5315 - Competitive Intelligence
b. Data-based Decision Making Perspective Competency
- BCIS 6670 - Topics in Information Systems
- DSCI 5240 - Data Mining and Machine Learning for Business
- DSCI 5350 - Big Data Analytics
- INFO 5040 - Information Behavior
- INFO 5223 - Metadata for Information Organization and Retrieval I
- INFO 5307 - Knowledge Management Tools and Technologies
- INFO 5841 - Digital Curation Fundamentals
- INFO 6350 - Management of Information Resources in Organizations
c. Consumer Perspective Competency
- ANTH 5100 - Organizational Anthropology
- COMM 5325 - Communication Theory
- INFO 6720 - Human Information and Communication Behavior
- MDSE 5620 - Socio-Cultural Analysis of Dress
Transforming Customer Experiences
Create service models that deliver strategic advantage while building satisfaction, commitment, and loyalty among clients and employees.
Associated Schools
Harvard Business School
What you'll learn.
Design effective service strategies and offerings
Ensure consistent, high-quality service delivery
Expand your personal and professional network
Course description
Superior customer service can differentiate your business in the marketplace—if you design the right offerings and execute flawlessly. Led by HBS thought leaders who are experts in customer experience management, this program delves into the fundamentals of leading and managing service-oriented businesses. You will explore new strategies for designing sustainable service models, addressing gaps in service execution, and delivering a transformational customer experience.
Taking a holistic approach to service design, execution, and transformation, this customer experience management program prepares you to create an exceptional service culture that supports employees, delights customers, and drives organizational performance. You will return with the frameworks to align your firm's operating models and strategic service mission with changing consumer needs, shifting market demands, and an evolving competitive landscape.
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The marketing faculty embrace research traditions grounded in psychology and behavioral decision-making, economics and industrial organization, and statistics and management science.
These traditions support research inquiries into consumer behavior, firm behavior, the development of methods for improving the allocation of marketing resources, and understanding of how marketing works in a market setting.
A small number of students are accepted into the PhD Program in marketing each year. Students and faculty work together closely, and we have program-wide social gatherings throughout the year. This permits the tailoring of the program of study to fit the background and career goals of the individual.
A marketing student’s program of study usually includes several doctoral seminars taught by marketing faculty, some doctoral seminars taught by other Stanford GSB faculty, and a considerable number of graduate-level courses in related departments outside the business school, depending on a student’s particular area of investigation.
The field is often broken down into two broad subareas: behavioral marketing and quantitative marketing.
Behavioral Marketing
Behavioral marketing is the study of how individuals behave in consumer-relevant domains. This area of marketing draws from social psychology and behavioral decision theory and includes a wide variety of topics such as:
- Decision making
- Attitudes and persuasion
- Social influence
- Motivation and goals
- New technologies
- Consumer neuroscience
- Misinformation
Students in this track take classes in behaviorally oriented subjects within Stanford GSB and also in the Psychology Department . All students have the opportunity to interact with Stanford GSB faculty in every group and, indeed, across the Stanford campus.
Behavioral Interest Group
There is also a formal institutional link between the behavioral side of marketing and the micro side of organizational behavior , which is called the Behavioral Interest Group. The Stanford GSB Behavioral Lab links members of this group. This lab fosters collaborative work across field boundaries among those with behavioral interests.
The Behavioral Lab is an interdisciplinary social research laboratory open to all Stanford GSB faculty and PhD students. The lab’s research primarily spans the fields of organizational behavior and behavioral marketing, and covers a rich and diverse array of topics, including attitudes and preferences, consumer decision-making, group dynamics, leadership, morality, power, and prosocial behavior.
Preparation and Qualifications
A background in psychology (or behavioral science) and experience with experimental methods and data analysis provide optimal preparation for students pursuing the behavioral track, though students from a variety of backgrounds have performed well in the program.
Quantitative Marketing
The quantitative marketing faculty at Stanford emphasize theoretically grounded empirical analysis of applied marketing problems. This line of inquiry draws primarily on fundamentals in applied microeconomic theory, industrial organization, and econometrics and statistics.
Questions of interest include:
Investigating consumer choices and purchase behavior
Examining product, pricing, advertising, and promotion strategies of firms
Analyzing competition in a wide range of domains
Development and application of large-scale experimentation, high-dimensional statistics, applied econometrics and big-data methods to solve marketing problems
A common theme of research is the use of rigorous quantitative methods to study important, managerially relevant marketing questions.
Cross-Campus Collaboration
Students in this track take common classes in quantitatively oriented subjects with others at Stanford GSB, as well as the Economics and Statistics Departments. All Stanford GSB students have the opportunity to interact with Stanford GSB faculty in every group and, indeed, across the Stanford campus.
Solid training in economics and statistical methods, as well as programming skills, offers a distinct advantage for quantitative marketing students, but students from various backgrounds such as engineering, computer science, and physics have thrived in the program.
Faculty in Behavioral Marketing
Jennifer aaker, szu-chi huang, jonathan levav, zakary tormala, s. christian wheeler, faculty in quantitative marketing, kwabena baah donkor, samuel goldberg, wesley r. hartmann, sridhar narayanan, navdeep s. sahni, emeriti faculty, james m. lattin, david bruce montgomery, michael l. ray, itamar simonson, v. “seenu” srinivasan, recent publications in marketing, preference externality estimators: a comparison of border approaches and ivs, creating a beautiful life, recommending for a multi-sided marketplace: a multi-objective hierarchical approach, recent insights by stanford business, 11 of our favorite stories about careers and success from 2024, 9 stories about ai for your holiday reading list, what soccer fans can teach us about making irrational decisions.
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Behavioral Marketing
The PhD degree in Behavioral Marketing is a research degree that prepares students for academic positions at top research universities. Students choose the behavioral marketing track if they are interested in the psychological aspects of consumer behavior.
The Ph.D. in Behavioral Marketing
Faculty interests cover a variety of topics including Judgment and Decision-Making, Heuristics and Biases, Attitudes and Persuasion, Motivation, Goals, Cognition, and Emotions. A small number of students are accepted into the PhD Program in Behavioral Marketing each year. Students are encouraged to pursue research collaborations with multiple faculty, and to tailor their program of study to match their own unique interests.
The PhD in Behavioral Marketing is a research degree that prepares students for academic positions at top research universities. The program has an excellent placement record for PhD students, many of whom have gone on to secure tenure-track positions at top research institutions including Stanford, Northwestern, and Columbia.”
Customer experience in the business-to-business context, drivers, measures and consequences
Downloadable content.
- Almoraish, Ahmed Abdulwadod Saeed
- Strathclyde Thesis Copyright
- University of Strathclyde
- Doctoral (Postgraduate)
- Doctor of Philosophy (PhD)
- Department of Marketing
- Strathclyde Business School
- The concept of customer experience (CE) has received increasing attention since the 1990s as researchers in the marketing field have sought to understand its relationship with customers’ behaviour. While there has been a wealth of studies undertaken that have explored CE in relation to business-to-consumer (B2C), there has been limited empirical work carried out on business-to-business (B2B). This study aims to fill this knowledge gap by examining CE within the B2B context. It first attempts to define the concept of CE in B2B by examining the range of existing pertinent literature. Then, through the use of data from customers of B2B professional service providers in the UK, the study identifies the dimensions of CE and their relative drivers. It also explores the influence of time when present customer experience is formed, and perhaps most importantly, the outcomes of CE in relation to the customer’s satisfaction and subsequent reported behaviour towards the professional service provider in terms of repeated purchase and word-of-mouth. To help ensure a comprehensive study with insightful results that would contribute to the CE concept, the research undertook two studies. Study 1 employed a mixed-method approach for the purpose of empirically deriving measures for CE. It also served to confirm the proposed conceptual framework. The purpose of Study 2 was to validate the newly developed measures identified from Study 1 and test the research hypotheses in terms of investigating CE as a multi-dimensional construct, the impact of past experience on present experience as well as assessing the drivers and the reported outcomes of CE. Thus, a panel study of B2B customers was employed and a longitudinal study was completed. Findings from this research provide insights into the CE concept in the context of B2B. They empirically validate the measures of CE, address its drivers including the impact of time, and through longitudinal data, demonstrate how B2B customer loyalty can be attributed to CE management to a considerable extent. Indeed, by sharing these findings, practitioners will better understand what leads to more efficient CE management, enabling them to reap the advantages of providing superior experiences for their customers.
- Gounaris, Spiros
- Doctoral thesis
- 10.48730/zzys-vf91
- 9912989593102996
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Marketing addresses problems that organizations face in seeking to provide products and services that satisfy customers' demands. Students are expected to acquire a solid grasp of behavior and management science theory and method through their coursework. Relevant disciplines include behavioral science, economics, operations research, and statistics. Through workshops, seminars, and applied and theoretical research with faculty, candidates gain experience that is the prerequisite for independent work.
PhD candidates work alongside MIT Sloan's world-renowned marketing faculty. The pioneering research of MIT Sloan faculty in building and implementing marketing models and decision-support systems has enhanced new product development for decades. Other award-winning research projects focus on customer satisfaction and the psychological underpinnings of economic and consumer behavior.
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Customer Experience Management
Supervisor : professor stan maklan, business issues/background.
Customer Experience Management (CEM) has become a major organisational change initiative, mostly led from the marketing function. Total Quality Management (TQM), so helpful in manufacturing, was repurposed to the service sectors as Service Quality as the service economy began to dominate western economies. However services are not products and a TQM basis for service management, whilst necessary, is not sufficient. Service delivery includes human factors, emotions and context. It occurs over time, across many interactions with the provider and through numerous channels. Predictable execution of a single service episode, in a specific channel is no doubt helpful, but does not define the service as experienced and assessed by customers.
Whilst realising the "gap" between traditional quality management practices and that which customers desire from their experiences, firms are challenged to define experience, make it operational and manage its implementation effectively. There is considerable academic literature seeking to define customer experience, but little on its management.
With colleagues on the Continent, we are developing the first insights into CEM, the practice as well as the conceptual definitions. This is an emergent field, organisations are actively developing their CEM programmes and we can anticipate academic publications will follow shortly. We have a few active research projects in this area.
Possible Areas of Research
- There are descriptive theses that identify how organisations understand and implement customer experience.
- There are modelling bases theses to track CEM's impact upon firm performance. There is literature on customer relationship management's (CRM) impact on performance as a guide for how these studies can be structured.
- There are normative contributions focusing on how organisations should implement CEM. These are likely more managerial in focus than modelling based approaches.
Suggested Reading
An excellent conceptual review of customer experience is provided by Professor Peter Verhoef in:
- Verhoef, P. et al., 2009. Customer Experience Creation: Determinants, Dynamics and Management Strategies. Journal of Retailing , 85(1), p.31-41.
Based on a Cranfield PhD, the following scale for experience quality is proposed:
- Klaus, P. & Maklan, S., 2012. EXQ: A Multi-Item Scale for Assessing Service Experience. Journal of Service Management , 23(1), p.5-33.
There are numerous examples of modelling the effects of CRM upon performance that may provide an idea of the genre, and I select a few only:
- Hendricks, K.B., Singhal, V.R. & Stratman, J.K., 2007. The Impact of Enterprise Systems on Corporate Performance: A Study of ERP, SCM, and CRM System Implementations. Journal of Operations Management , 25(1), p.65-82
- Hillebrand, B., Nijholt, §j. & Nijssen, E., 2011. Exploring CRM Effectiveness: An Institutional Theory Perspective. Journal of the Academy of Marketing Science , 39(4), p.592-608.
- Krasnikov, A., Jayachandran, S. & Kumar, V., 2009. The Impact of Customer Relationship Management Implementation on Cost and Profit Efficiencies: Evidence from the US Commercial Banking Industry. Journal of Marketing , 73, p.61-76.
In terms of normative research, there are papers under development that I can share with interested prospective students. However, here are two managerial articles on CRM that I co-authored. One focuses on the business case, the other on overall programme governance.
- Maklan, S., Knox, S. & Ryals, L., 2005. Using Real Options to Help Build the Business Case for CRM Investment. Long Range Planning , 38(4), p.393-410.
- Maklan, S., Knox, S. & Peppard, J., 2011. Why CRM Fails - and How to Fix it. MIT Sloan Management Review , 52(4), p.77-85.
Professor Stan Maklan, Tel: +44 (0)1234 751122 Email: [email protected]
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Breakthrough Customer Experience (CX) Strategy
Digital Business
Certificate Credits
- Digital Business & IT
- Marketing
- Strategy & Innovation
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Course Highlights
- Delivered in our live online format enabling real-time interaction with faculty and global peers
- Applies a behavioral science foundation to help you develop breakthrough digital customer experience (CX) for your brand that resonates in this highly digitized world
- Explores how to create different types of value for customers, leverage artificial intelligence for an enhanced experience, and embrace field experiments for actionable data-based insights
- Supplies a varied set of tools to help you enhance the digital customer experience your company provides and transform your organization to optimize an experimental culture
- Confers a certificate of course completion from the MIT Sloan School of Management
Featured content
Why attend Breakthrough Customer Experience (CX) Strategy?
Digital transformation has revolutionized the way that humans behave and make decisions. This has greatly impacted competitive strategy as loyalty can be created and destroyed by customer experience. What do these shifts mean for customer experience (CX) strategy? This new CX strategy course uniquely applies a behavioral science foundation to help you develop breakthrough digital CX for your brand that resonates in this highly digitized world.
Whether you are part of a new company leveraging the latest technologies, or a legacy organization feeling the pressures of digital transformation, you need a CX strategy that is the best of two worlds—data-driven but also keenly aware of the human element.
Course experience
In this highly interactive course, Renée Richardson Gosline, MIT Sloan Senior Lecturer, demonstrates how state-of-the-art behavioral economics can be combined with leadership strategy to develop innovative marketing strategy and competitive advantage.
You’ll learn how to create different types of value for customers, leverage artificial intelligence for an enhanced experience, and embrace field experiments for actionable data-based insights.
You’ll leave this digital CX strategy course with a varied set of tools to help you enhance the digital CX your company provides and transform your organization to optimize an experimental culture.
Gosline will also draw on the research behind her forthcoming book, The Human Algorithm: How humans augment AI , and vice versa, to improve decision-making .
Course content and discussions will explore:
- Using data and technology as a tool to craft a superior CX
- Applied behavioral “nudges” for better/different choices and decisions
- Creating a culture that embraces experimentation—and how to get leaders to buy in
- How to design and incorporate experiments into your CX strategy for innovation
- Customer-Brand Relationships (CBR) and how to diagnose and build them
- Digital collaborations between firms and customers in platforms
- Judgment and decision-making in AI/algorithm-mediated landscapes
- Digital brand strategy
Learn more about the live online experience .
Applying to the course
We accept enrollments until the offering reaches capacity, at which point we will maintain a waitlist. Many of the courses fill up several weeks in advance, so we advise that you enroll as early as possible to secure your seat.
You can begin the application process by using the red 'Enroll Now' bar at the bottom of the screen.
Have questions?
Contact us if you would like to speak with a program director or visit our Frequently Asked Questions page for answers to common questions about our courses.
Upon successful completion of your course, you will earn a certificate of completion from the MIT Sloan School of Management. This course may also count toward MIT Sloan Executive Certificate requirements.
In this research-driven and practitioner-led program, you’ll learn
- Why the seat of control in the digital economy resides in exchanges among consumers and brands—and how these exchanges produce shared value
- The ways in which digital technologies have accelerated business-to-consumer and consumer-to-consumer exchanges
- How to generate new opportunities for value creation by rethinking or creating touch points in the user experience
- The basics of experimentation and multi-method data collection strategies for deep consumer insights
- How to become a change agent to lead a culture that pairs innovation with customer needs
Sample Schedule—Subject to Change
Participants of this program are seeking to update their own skill sets as well as the analytic and experimentation capabilities of their organizations.
Ideal participants include but are not limited to
- Individuals and teams charged with strategy or marketing who want to confidently manage digital transformation
- Entrepreneurs and executives of start-ups who want to establish first-mover advantage but must conduct quick, effective experiments with limited resources
- Executives and managers of legacy firms that want to update their processes without abandoning what made their companies great in the first place—including low-tech companies that may not have a good handle on data or digitization
- Representatives of organizations seeking better processes for engaging customers over the long term
This customer experience course is highly relevant across industries and ecosystems—from B2B and B2C to C2C (customers sharing with each other) and C2B (customers collaborating with businesses).
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I was blown away by the quality of the course content, the presentation and the group activities. I'm looking forward to applying my learnings and I know that my customers will appreciate them as well.
—Tom L.
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Nudge users to catch generative ai errors, study gauges how people perceive ai-created content, 3 ways to center humans in your company’s artificial intelligence efforts, don’t rely on frictionless interactions if you want business traction, why ai customer journeys need more friction, how can human-centered ai fight bias in machines and people, how branding 101 can make leaders more mindful of diversity, the outsourced mind - tedx talks, artificial intelligence will soon shop for you — but is that a good thing, delivering breakthrough cx in a changing world, course offerings.
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Doctor of Philosophy (PhD) Department, School or Faculty. Department of Marketing; Strathclyde Business School; Abstract. The concept of customer experience (CE) has received increasing attention since the 1990s as researchers in the marketing field have sought to understand its relationship with customers’ behaviour.
The pioneering research of MIT Sloan faculty in building and implementing marketing models and decision-support systems has enhanced new product development for decades. Other award-winning research projects focus on customer satisfaction and the psychological underpinnings of economic and consumer behavior. Marketing Faculty. More Information
There is considerable academic literature seeking to define customer experience, but little on its management. With colleagues on the Continent, we are developing the first insights into CEM, the practice as well as the conceptual definitions.
method of assessing customer experience, which is a departure from commonly used self-reporting methods like surveys. I also developed a new modeling approach to designing customer experience using decision analysis, ethnographic methods, and emotion coding.
You’ll learn how to create different types of value for customers, leverage artificial intelligence for an enhanced experience, and embrace field experiments for actionable data-based insights.