Make sure you are getting the right return on your marketing technology investments. Having the right partner in place to manage that infrastructure and provide the always on support that you need to provide a top notch customer experience.

1. Unifying the Customer Experience Across All Channels: | Cover
Unifying the
Customer Experience
Across All Channels:
How CMOs and CTOs Strengthen Brands with
Digital Marketing Infrastructure

2. Unifying the Customer Experience Across All Channels: | Page 1
Table of Contents
Introduction 2
1. Market Trends and Drivers: Why CMOs and CTOs 3
are Under Increasing Pressure in the Customer Era
2 CMOs and CTOs Join Forces to Drive CXM 4
to New Levels
3 Barriers to Performance in CXM 5
4. Partnering to Succeed: Agencies and 6
Systems Integrators
5. The CXM Core: Content, Commerce and Mobile 7
6. Overcoming Hurdles to Successful Execution 8
7. Beyond the Core: Ensuring Reliability and 9
Responsiveness
8. Succeeding in the Experiential Future 11

3. Unifying the Customer Experience Across All Channels: | Page 2
Introduction
Customer expectations are increasingly difficult to satisfy. Influenced by engagement levels
of exceptional brands, customers expect more than ever before. More personalization.
More product options. More ways to communicate. More value for their money.
To meet these escalating expectations, marketing executives are making aggressive new
investments in technologies, products, channels, content, and partnerships. On the tech-
nology front, they are quickly realizing they can’t act alone.
That explains the deepening relationship between Chief Marketing Officers (CMOs) and
Chief Technology Officers (CTOs). Together, they must build the systems of engagement
that turn demanding customers into fierce advocates.
But they are running into extreme obstacles. As one-to-one marketing strategist Don
Peppers explains, brands are increasingly struggling with “friction and fragility.” They are
attempting to create a “friction-free customer experience,” but progressively find them-
selves vulnerable to failure as their complex systems become less reliable, robust, and
resilient.
The situation can seem overwhelming, yet industry leaders are taking bold steps. “Because
there’s a multitude of platforms compared to 20 years ago, marketers can no longer
control the message entirely,” says Phil McAveety, Executive Vice President and Chief
Brand Officer of Starwood Hotels & Resorts Worldwide, Inc. “Instead we have to engage
in a conversation with the consumer, and as an organization. You have to embrace that
reality.”1
Indeed, leaders are anxious to put digital technology in its rightful place so they can
concentrate on the brand and customer experience. As Procter and Gamble’s Global Brand
Building Officer Marc Pritchard puts it, “Let’s focus on creating the great ideas that move
people and build great brands. And let’s leverage the tools, platforms and technology to
make them bigger and engage with people like never before. Our brand building teams,
our agencies and most of the people who see our stuff and buy our products will thank
us for it.”2
Such patterns show why top CMOs and CTOs are now focused on collaboratively
addressing the challenges of Customer Experience Management (CXM). They are particu-
larly focused on personalizing interactions, unifying channels, and ensuring the “CXM
Core” — content, commerce, and mobility — is reliable and robust. Such efforts will be
critical if they are to deliver memorable customer experiences that contribute to profitable
and enduring growth.

4. Unifying the Customer Experience Across All Channels: | Page 3
1. Market Trends and Drivers: Why CMOs and CTOs are
Under Increasing Pressure in the Customer Era
CMOs and CTOs find themselves increasingly focused on addressing the shared challenges and
objectives of Customer Experience Management.
The first challenge they face is the emergence of the omni-
channel imperative. Buyers now expect to have an engaging
relationship with a brand — whether their interactions take
place online, over the phone, in person, or at some other
touch point.
Customer and prospect expectations have never been higher.
According to research firm Gleanster, 62% of brand marketers
cite changing customer preferences and channel proliferation
as their current top challenges.3
And just 4% of companies in
a recent IBM study rated the multi-channel customer experi-
ence associated with their own brand as “excellent.”4
Consistency is the watchword these days — and that means
providing a consistently exceptional experience across all
channels. Influenced by their experiences with leading brands,
customers come to expect the same (or better) from every
brand.
Companies like Nordstrom’s, REI, Starbucks, USAA, and Hotel
Intercontinental set the pace, demonstrating that you can
engage the buyer in a compelling way whenever and wherever
they are prepared to do business.
At the same time, corporate boards and leaders expect high
revenue growth across digital channels. After all, significant investments are being made in
technology and talent. Digital channels — which offer an opportunity for a personal, global, and
always-on (24x7x365) experience — transcend the limitations of physical locations or territories.
While growth is demanded from all channels, truly dynamic growth is now expected from digital
channels.
Yet another notable trend is the accelerating pace of innovation. Companies must launch new
products, services, features and functions at a far greater pace than ever before. They are
expected to simultaneously globalize, localize, and customize their offerings. To guide buyers
through their journey, companies must personalize interactions — engaging customers in a one-
to-one fashion that addresses individual needs, interests, and priorities.
The CTO and the CMO are at the center of these trends and transitions.
“Today’s customers demand an
always-on, unified experience
with the brands they identify
with. Whether they’re looking at
a web property on their mobile,
tablet, or desktop, it needs
to feel like part of the same
conversation. On the technology
backend, that’s difficult to do
and we need to lean on deep
infrastructure expertise to make it
happen.”
Paolo Yuvienco
Global Chief Technology Officer
DigitasLBi, a Rackspace partner

5. Unifying the Customer Experience Across All Channels: | Page 4
2. CMOs and CTOs Join Forces to Drive CXM
to New Levels
Customer Experience Management is a strategy designed to deepen relationships with
customers and thereby increase their loyalty. Executing on this strategy involves atten-
tion to many demanding factors across multiple business disciplines. As brand consultant
Jeananne Rae explains, companies are realizing that “building great consumer experiences
is a complex enterprise, involving strategy, integration of technology, orchestrating busi-
ness models, brand management and CEO commitment.”5
Given these significant demands, CMOs and CTOs have realized they must actively
collaborate to achieve their objectives. CMOs bring a vision that revolves around growth
and customer engagement. With opportunity shifting in this direction, Gartner predicts
that CMOs will manage a larger IT budget than CIOs in the coming years. But they’ll
need expertise and guidance to determine how best to direct their investments. That’s
why they are turning to their CTOs, who bring insight on technology design, architecture,
and infrastructure. CIOs, meantime, play an essential role in ensuring systems are secure,
integrated, and effectively governed.
CXM begins with clarity about customer motives. “Customers do not come to you
in order to experience your product,” says Peppers, who along with Martha Rogers,
co-authored bestsellers such as The One to One Future and Extreme Trust. “The only
reason they have an experience with you is because it’s required to get their problem
solved or need met. If they could meet their needs without buying your product, they
would. They want to minimize the time it takes, the money involved, and the effort
required to meet their objectives.”6
But the challenge of making customer experiences friction-free is increasingly going
unmet. “Few companies can provide a truly outstanding customer experience,” he adds.
“Most can barely provide a frictionless customer experience. That’s an experience that’s
reliable, relevant, valuable, and trustable. In fact, companies are increasingly fragile in a
world of proliferating, yet disparate interaction channels, such as social and mobile.”
As Peppers sees it, companies “keep stretching themselves to accommodate a changing
environment... only to find themselves vulnerable to disruption – lacking resilience and
redundant capacity. When their underlying systems become fragile, the customer experi-
ence becomes fragile. That requires them to rethink the design of their strategy and
technology.”7
To provide an exceptional customer experience, companies must manage interactions
across channels and eliminate all friction in the buyer’s journey. In the digital age, factors
such as unwieldy navigation or long page load times are no longer acceptable. Poor
performance means lost revenue and diminished reputations. That’s why CMOs and CTOs
are working together to make engagement with their brands seamless and compelling.

6. Unifying the Customer Experience Across All Channels: | Page 5
3. Barriers to Performance in CXM
As they contemplate new CXM initiatives, CMOs and CTOs may find themselves confronting a
series of barriers. Here are some of the key challenges they must overcome:
• Inability to provide a seamless experience across channels. As channels proliferate
and customer expectations increase, companies face a growing amount of complexity. They
may quickly realize they lack the strategy, design, and execution capabilities necessary to
launch an advanced, omni-channel initiative. Getting the right strategy and architecture in
place is, to a great extent, a matter of experience. And, given the rapid pace of technology
evolution and the skills necessary to support these endeavors, it’s increasingly difficult to
act alone. Third-party expertise, guidance and support are often necessary to handle the
extreme demands that have emerged.
• Legacy infrastructure that impedes advancement. Companies are now under pres-
sure to provide greater personalization, richer content, and increased localization as they
attempt to penetrate new markets at home and abroad. But they are finding that existing
infrastructure often impedes their ability to roll out and extend omni-channel capabilities.
They are pressed to reach new user populations and reach them on a proliferating array of
devices, particularly mobile devices. Such demands can overwhelm existing web and mobile
infrastructure, leading to declining performance and a diminished brand experience.
• Insufficient expertise to execute a CXM rollout. As brands recognize the necessity to
re-platform their systems and implement new customer-facing capabilities, they are quickly
realizing they lack the skill sets and experienced talent necessary to implement and inte-
grate these fast-evolving technologies. In the absence of necessary skill sets, companies are
unable to adapt to the new demands and expectations of their customers. They must gain
access to this expertise — or fall behind.
CMOs and CTOs are under pressure to collaboratively address these issues. They must bring
to the fore new strategies and execute on them if they are to keep up in today’s fast-paced
markets. They must fuel growth by providing consistency, seamlessness, and personalization
across all forms of technology-driven customer engagement.
But the challenge is multi-faceted. Donovan Neale-May, Executive Director of the CMO Council,
puts it: “There is no point in wasting marketing resources on seducing customers with offers,
incentives and captivating branding if there is a big disconnect on the product, business policy or
service experience side.”8
The risk CMOs and CTOs face revolves around getting locked up in rigid and confining invest-
ments. They need the flexibility to make smart transitions as their markets and customers evolve.
They can’t get tied up in unresponsive vendor relationships or inflexible technology. That’s why
it’s so critical to act with agility and adaptability in mind, identifying partners that can optimally
and flexibly support the demanding transitions to come.
According to a recent report from Accenture called “Turbulence for the CMO,” agencies and
alliance partners “must help CMOs make sense of complexity in the marketplace by improving
their levels of execution and delivery and by providing a broader set of capabilities and deeper
integration across the agency ecosystem.”9

7. Unifying the Customer Experience Across All Channels: | Page 6
4. Partnering to Succeed:
Agencies and Systems Integrators
Given the tremendous challenges they now face,
CMOs and CTOs are increasingly relying on forward-
looking agencies and systems integrators — seeking
their guidance on strategy, infrastructure and applica-
tion design, and execution. They realize they need
the perspective and insight these firms have derived
from working with a broad range of brands across
multiple industries.
But brands are also seeking advanced and adap-
tive platforms to keep up with the rapidly evolving
demands of their customers. That means they need
experts at the leading edge of technology and skill
development. They need partners that can imple-
ment robust and technologically sophisticated
systems, while perpetually maintaining, supporting,
and upgrading them. Indeed, they need service level
commitments that give them a high level of confi-
dence.
CMOs and CTOs are now seeking partners that
can handle IT complexity on their behalf. Today’s
brands “invest in a fragmented array of technolo-
gies to address emerging channels” because “there
really aren’t any turnkey, end-to-end, multi-channel,
Customer Experience Management solutions,”
according to Gleanster. As a result, “integra-
tion continues to be a core value driver for top
performing organizations.”10
This allows the business to focus on its sources of
strength and differentiation, freeing up internal
development and IT teams to focus on more stra-
tegic concerns. Marketing leaders realize their core
competency is not in managing a data center and its
attendant infrastructure.
Such dynamics have contributed to the emergence of a new operating model. Compa-
nies are looking to their agency partners and systems integrators to help them design,
implement, and integrate CXM platforms. And while digital commerce may have revolved
around internal operations and data centers in the past, now companies are seeking to
shift risk and delegate responsibilities for IT infrastructure.
“The first hurdle is changing the
mindset from producing one-off
campaigns to creating a continuing
conversation with your consumers. Once
you look at the challenge that way, it
becomes clear that you need a different
kind of infrastructure. It’s not about a
CRM tool or a CMS. They certainly play
a role, but so do many other disparate
systems. This is an integration challenge.
It’s about creating an engine that can
process your volumes of data, apply
the intelligence gained from customer
insights and segmentation and reach
your customers across any experience
(web, mobile, social, etc), and then
continually optimize those messages by
feed that learning back into the engine.
That’s a large ask and it requires a deep
infrastructure expertise to create the
integration points between your various
enterprise platforms to bring it to life.”
Joe Lozito, CTO
Rosetta, a Rackspace partner

8. Unifying the Customer Experience Across All Channels: | Page 7
5. The CXM Core: Content, Commerce and Mobile
Companies that are unifying the customer experience across channels have recognized
three essential elements of a customer engagement platform: content, commerce, and
mobile.
Call it the CXM Core. These three factors lie at the heart of today’s most advanced
Customer Experience Management initiatives. CMOs and CTOs have recognized they must
provide equal weight to these factors if they are to meet growing customer expectations.
Consider the power and value of each factor individually:
• Content. With advanced approaches to content management, you have the ability
to provide personalized and deeply relevant messages to each customer. You deliver
the right content to the right customer at the right time. You now can individualize
the messages and offers you present. By anticipating and responding to customer
needs, interests, and priorities on an individual basis, you strengthen their loyalty and
dramatically reduce customer churn. Further, you turn your customers into promoters
and advocates – individuals who actively recommend your brand to others.
• Commerce. By guiding your customers through a seamless and compelling buying
experience, you make it easy for them to find what they want and discover new
offerings they may not have considered. Advanced e-commerce ensures they get their
questions answered and keeps them from abandoning their shopping carts. These
platforms support individualized offers, bundles, and recommendations. And with an
exploding number of APIs from which to choose, you can offer new functions, capa-
bilities, and third party services. You expand the options available to your customers
and ensure they get products that are precisely matched to their needs and interests.
• Mobile. While many brands have treated mobile as an afterthought, it’s increasingly
clear that mobile represents a distinct opportunity that deserves careful attention.
In fact, Gartner places mobile apps and applications at the top of its strategic tech-
nology trends in 2014.11
Leading brands are beginning to design customer experiences
with particular mobile devices in mind, recognizing that smart phones and tablets
deliver different user experiences. By optimizing for these various devices, you elimi-
nate friction in the buyer’s experience and amplify the value you deliver.
Collectively, these three factors enable you to provide a powerful and memorable expe-
rience across channels. The CXM Core is the foundation on which exceptional omni-
channel experiences are built.

9. Unifying the Customer Experience Across All Channels: | Page 8
6. Overcoming Hurdles to Successful Execution
But to build this foundation, you’ll need to overcome a series of hurdles.
In terms of content, it’s clear that new demands can be overwhelming. While compelling
content drives activity, it also can degrade site performance. In fact, personalized content
and rich media are putting enormous strains on existing infrastructure. And such difficulties
become even greater as brands attempt to provide personalized content on a global basis.
According to Gleanster, top brands are now trying to give business users increasing access to
their content management systems, but “many organizations are finding it difficult to support
the proliferation of emerging channels with legacy content management solutions.”12
Ecommerce, too, is often hampered by legacy platforms that are incapable of handling all the
growing demands placed on them. In many cases, homegrown or disconnected technologies
can degrade site performance, giving users a frustrating experience. “Incumbent commerce
engines aren’t keeping up with the ever-expanding list of Internet-enabled consumer devices
or the complexities of delivering a ubiquitous experience across them,” contend Forrester
analysts Peter Sheldon and Lily Varon.13
Mobile implementations, meantime, are often hampered by the challenge of designing for a
proliferating series of devices that put new and unfamiliar demands on network infrastructure.
And while “responsive design” approaches may bring discipline to CXM, they don’t neces-
sarily encourage you to design with a specific device in mind or start with “the smallest screen
first.” There’s much work to be done. According to a 2013 IBM survey, just 17% of ecom-
merce and e-business professionals surveyed rated the mobile customer experience associated
with their own brands as “good.”14
Given these new demands, companies are now exploring their options for re-platforming,
replacing existing technologies to keep up with growth demands, competitive threats, and
customer expectations. Central to the success of these re-platforming efforts will be the
support of agency partners and systems integrators who can help brands choose, implement,
and integrate appropriate solutions. Indeed, companies must integrate the CXM Core effec-
tively to provide a truly powerful, omni-channel experience. Otherwise, they will merely be
creating new gaps and silos.
It’s difficult to get there alone. Given the accelerating pace of technology and the growing
demands on skills, most companies will need trusted partners that can support them with
the strategy, design, and execution capabilities to rapidly roll out and continuously adapt the
systems that underlie Customer Experience Management.
Your agencies and integrators will gravitate to recognized and proven solutions to create their
CXM Core. They will rely on software solutions like Adobe Experience Manager, SiteCore,
Magento, and others to build a robust, omni-channel, CXM platform.
Beyond your CXM platform, you’ll also need to consider how best to host and deliver these
services. While some companies have chosen to keep their hosting capabilities in-house to
this point, the increasing and unanticipated demands they face are starting to change their
perspective. To gain access to advanced and adaptive solutions on this front, they realize they
need two things: reliable infrastructure and responsive support.

10. Unifying the Customer Experience Across All Channels: | Page 9
7. Beyond the Core: Ensuring Reliability and
Responsiveness
Whatever investments are made in the front-end factors of CXM, the initiative will inevi-
tably break down or underperform in the absence of reliable infrastructure and responsive
support. You must have an advanced approach to hosting and an optimized platform —
ensuring you have the right resources to deliver the right workloads at the right time.
As Forrester notes, “Some e-business teams are re-architecting their on-premises
e-commerce solutions to allow them to deploy in the cloud, thus allowing them to: 1)
manage peaks and troughs in traffic in a cost-effective manner, and 2) put processing
power physically near end customers in international markets.”15
That idea has encouraged companies to explore managed hosting solution providers that
are dynamic, dependable, and accountable. Given the fast pace of innovation and the
unpredictable nature of market demand, they’ve realized that high performance is best
obtained (or supplemented) through reliance on a focused and proven specialist.
As leaders in CXM have discovered, here are the key parameters of an advanced solution
for managed infrastructure hosting:
• Availability. This factor has a direct impact on user experience and it’s a KPI that can
be actively tracked. Just consider: What is the cost of downtime on your business?
Even seconds of downtime can have an extremely negative impact on many brands. It
can erode brand perceptions and lead to lost revenue. With this in mind, you want a
service provider and a service level agreement that guarantees extremely high uptime.
Look for a provider with a proven track record. Some providers can even provide
virtually 100% uptime on certain critical applications. You want a partner that under-
stands the unique demands and requirements associated with digital commerce —
one that can collaborate with you to create a high-availability solution that is precisely
matched to your business objectives and demands.
• Scalability. Digital commerce is dynamic, often seasonal, in nature. It requires compa-
nies to support periodic spikes in demand. That can lead to jarring shifts between
peaks and troughs. The trick is to “rent the spike” and add capacity to your base as
necessary. Rather than being constrained by your infrastructure, you can ensure you
are prepared to massively scale during peak periods. Further, you can scale up in a
controlled way as you grow as a company. Otherwise, you are required to continu-
ously redesign and re-architect your underlying IT infrastructure, an increasingly costly
and complex task. The key is to ensure your business is supported at every layer of
the application and infrastructure stack. Unless your infrastructure is scalable, your
applications will underperform and your customers’ experience will suffer. Instead,
you want a service provider with a broad portfolio — one that can offer a mix of
private and public cloud solutions as well as dedicated co-location.

11. Unifying the Customer Experience Across All Channels: | Page 10
• Security. Your brand and business are utterly compromised if your customers don’t
feel secure. You don’t want to be the next target of a cyber attack. That’s why it is so
critical to rely on a partner that not only meets standards of compliance, but far exceeds
them. You want a service provider that designs your solution with deep security at the
forefront, drawing on the skills of experienced security experts. Expect your partner to
be highly rated by recognized authorities in terms of its security capabilities (including
PCI-compliance). And you want a partner that can help you navigate the maze of
compliance to meet your distinct security needs and requirements. Does your partner
have deep security experience with digital commerce? Can your partner provide relevant
client references that demonstrate a high level of commitment to this critical objective?
You should have tremendous confidence on this front before stepping forward.
You want a managed hosting partner with the expertise and infrastructure to address these
critical criteria. You want training and expertise in terms of the ability to design solutions —
even hybrid IT solutions — that are matched to the specific demands and objectives of your
environment. You shouldn’t have to rip and replace your existing infrastructure to meet your
goals. You should be able to leverage and extend it.
And, once you’ve implemented your solution, you want responsive support and ongoing
expertise around design and performance. You need to know that your partner can provide
dedicated account management and support from experts 24x7x365, across all your geog-
raphies. Global support means an ability to provide expertise and infrastructure capabilities
throughout the world.
But you also want reliable and dynamic infrastructure that is highly available, scalable, and
secure. “Growth in user populations, devices, and dynamic content are each ramping up —
and make your top challenge scaling up your web capacity and performance,” according to
Forrester.16
You want a partner that’s capable of handling the unique digital requirements of
today’s most demanding brands.
Given that your managed hosting provider will be responsible for hosting your CXM Core,
you also want to ensure this partner is familiar with the specific applications you implement.
Your partner should have expertise in these applications so that it can quickly spin up and
roll out user instances while ensuring these apps are appropriately monitored, maintained,
and upgraded.
After all, you may rely on your agency partner or system integrator to design or re-platform
your CXM solution, but it’s your managed hosting partner that’s on the hook for application
performance on an ongoing basis. The tighter the alliances in this ecosystem of software,
agency, and hosting providers, the more seamless and integrated the outcome.
Ultimately, your managed hosting provider should guarantee support for a powerful
customer experience. You want rapid page load times, multi-channel enablement, global
coverage, responsive support, and strong commitments on uptime and availability. Just
remember: Your ability to delegate underlying infrastructure responsibilities (while holding
your partner accountable) enables you to concentrate on higher-order concerns associated
with managing the customer experience across channels. With confidence in your underlying
infrastructure, you can commit more resources to the experience itself.

12. Unifying the Customer Experience Across All Channels: | Page 11
8. Succeeding in the Experiential Future
In their path-breaking book The Experience Economy, Joe Pine and Jim Gilmore argued
the transition to selling experiences “will be no easier for established companies to
undertake and weather than the last great economic shift, from the industrial to the
service economy. Unless companies want to be in a commoditized business, however,
they will be compelled to upgrade their offerings to the next stage of economic
value.”17
Those words were written 15 years ago. Now, brands are truly challenged to make
experiences exceptional and memorable. But, as plenty of research suggests, most
companies struggle to eliminate friction and make experiences merely satisfying.
As companies seek the next stage of differentiation, it’s clear that attention and
resources must be shifted into staging, delivering, and managing customer experiences.
CMOs and CTOs must master the CXM Core — content, commerce, and mobility — to
ensure their brands stand out and succeed. They’ll have to unify the customer experi-
ence across all channels without becoming vulnerable to new forms of fragility.
To meet all these goals, they’ll need solid partners that can help them navigate this
new world of technological, organizational, and channel complexity. The future belongs
to brands that are free of friction and fragility, able to anticipate and address tomor-
row’s expectations. The future, just as Pine and Gilmore imagined, has arrived.

13. Unifying the Customer Experience Across All Channels: | Page 12
References:
1 “Transforming Starwood From Bricks And Beds Into Lifestyle Brands,” Forbes.com, May 16, 2012.
2 “P&G’s Marc Pritchard: ‘The Era of Digital Marketing is Over,” MarketingWeek, Sept. 19, 2013.
3 “How Top Performing Retail Organizations Embrace Web Content Management and E-Commerce Integration,”
Gleanster.com, 2012.
4 “Delivering a Seamless Experience Across Every Channel,” IBM.com, 2013.
5 “The Importance of Great Customer Experiences,” BusinessWeek, November 27, 2006.
6 Rackspace interview with Don Peppers, May 7, 2014.
7 Ibid.
8 “Time for Business Execution to Match Brand Expectation,” CMO Council, March 20, 2014.
9 “Turbulence for the CMO: Charting a Path for the Seamless Customer Experience,” Accenture, 2013.
10 “How Top Performing Retail Organizations Embrace Web Content Management and E-Commerce Integration,”
Gleanster.com, 2012.
11 “Gartner: Top 10 Strategic Technology Trends For 2014,” Forbes.com, Oct. 14, 2013.
12 “How Top Performing Retail Organizations Embrace Web Content Management and E-Commerce Integration,”
Gleanster.com, 2012.
13 “10 Pitfalls to Avoid During E-Commerce Replatforming,” Forrester Research, March 7, 2014.
14 “Delivering a Seamless Experience Across Every Channel,” IBM.com, 2013.
15 “Optimize Performance for Global E-Commerce,” Forrester Research, March 14, 2014.
16 “Shifting Performance Strategies and Solutions for Mobile and Web Delivery,” Forrester Research, August 2012
17 Pine, J. and Gilmore, J. (1999) The Experience Economy, Harvard Business School Press, Boston, 1999.

14. Unifying the Customer Experience Across All Channels: | Page 13
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