You are required to write a 2,500 word report on the customer experience (CX) strategy of Samsungfor their mobile phone product lines. You should base your report on the analysis of their CX strategyin one specific country in which they operate, which you must identify in the introduction to yourreport.You should write your report for the Board of Directors. Within the business report, referenceshould be made to relevant CX concepts, literature and application as appropriate. Only use tables toanswer the requirements where it is suggested to do so.You need to address the following tasks:1. The importance of customer experience : you should define and explain what ismeant by and included under the term customer experience. Appraise the importance of CXin the case of Samsung mobile phones. 2. Customer journey : explain what a customer journey is and why it is important toCS strategy, including the purpose of each of the main elements: journey stage, activities,feelings and needs. 3. Persona creation : explain what a consumer persona is and evaluate its role indeveloping effective CS strategy. In application to Samsung identify and justify three key,different consumer personas. Select one of the three consumer personas and for thispersona provide the following elements in a visual format (table or graphic):a. Demographics and storyb. Profilec. Motivations for using a Samsung mobiled. Goals for using a Samsunge. Painpoints a Samsung mobile solves4. Mapping the customer journey (8 marks) In relation to your most significant consumerpersona identified in task 3, using a table, map their customer journey. This should includethe following:a. Stages of journeyb. Activitiesc. Feelings and needsd. Potential opportunities for improvement(Suggested word count: n/a since table format.)5. Omnichannel marketing : explain what is meant by omnichannel marketing andthe role of interaction and customisation in omnichannel marketing. Identify for Samsungmobiles the different marketing channels used and analyse how effective Samsung is inachieving a seamless customer journey. 6. CX performance metrics: identify 5 CX performance metrics and evaluate theirimportance. This can be presented in table format. Propose and explain which 2 are themost important in the case of Samsung mobiles. 7. CX processes in different industries : briefly compare the CX processes inSamsung to that of another company of your own choice in another industry and discuss andexplain 5 key success factors common to both. Appraise the role of the CX governance indriving successful CX strategy. 8. Conclusion (5 marks): having completed your report provide a conclusion on how effectiveSamsung's CX strategy is, using evidence from the previous seven tasks to support yourreasoning.9. Presentation : present your report in a structured and professional manner usingHarvard referencing guidelines.

Research options for measuring and addressing employee engagement  issues at CapraTek and then write a 2-3 page internal memo for the  leadership team to propose possible actions. Use the information in the  interactive learning module to give you the scenario at CapraTek. Today's employees have the expectation that their job will be more  than a place of work where they will spend a minimum of 40 hours a week.  HR professionals pay attention to all facets of the employee  experience, from what it feels like to be recruited, to the step-by-step  process of onboarding a new employee, and ultimately to how an employee  separates from the company. The stages that employees go through during  their career in your organization are known as the employee life cycle. Multiple people are responsible for ensuring employee engagement  throughout the employee life cycle in an organization, including  managers and HR professionals. Many organizations are measuring employee  engagement via different tools and strategies because they are aware of  the potential ROI (return on investment). HR professionals should anticipate a need before it actually happens  in the organization, at least to the greatest possible extent. As the  managers of the organization’s most valuable resource—people—even the  smallest negative influences can have a major impact. Part of  anticipating these needs is knowledge of employee engagement and the  Gallup model of the employee life cycle. Then, HR pros need to be able  to research the situation and provide leadership with options for a  solution to the employee or workplace issue the organization is facing.  This assessment takes the learner to the HR role, having to respond to a  situation that introduces one of a group of first line supervisors who  are not sufficiently engaged with their direct reports. Scenario Be sure to read the background for this scenario in the interactive learning module for this assessment. Currently, CapraTek is experiencing what senior leaders in the  organization consider poor engagement. In some cases, supervisors and  managers are disconnected from their subordinates. Some leaders are  being seen as insensitive to their direct reports' professional needs  and desires. Based on information gathered, gossip, and actual formal  complaints, many employees say they don’t see their first line  supervisors as invested in their futures, so they only focus on getting  work done. Among the many supervisors at CapraTek is Karla, whose employees and  others have recently approached the HR department about the lack of  connection, recognition, and professional development offered from first  line supervisors to employees. Karla has a history as a good  supervisor; she's quite shy and reserved and supports her employees, but  she is not really engaged with them and spends way too much time in her  office. She avoids making contact with her direct reports and has not  nominated any of them for recognition in four years, something that  every other leader in the organization does. These types of complaints  have been repeated by the employees of two other supervisors in  CapraTek. Alley is an HR Pro at CapraTek, responsible for the organization  that Karla and her employees are part of, and she is about to attend a  meeting with senior leaders. The senior leaders have been doing a lot of  chatting among themselves about employee engagement. Alley wants to be  ready to ask the questions she knows are coming, and she wants to have a  plan of action to present to senior leaders if they ask what strategy  she is planning to use to address the employee engagement challenge. The  HR Pros are now in a situation where they will need to collect  information from employees about their attitudes and opinions on their  supervisors, managers, and the leadership overall. Exactly how this will  be accomplished is a major component of this assessment. Your Challenge As an HR professional at CapraTek, you have been tasked with putting  together an internal memo that briefly describes the employee  engagement issues that have been observed and options that the  leadership team could consider to address the engagement issues in  advance of a meeting with the organization's leadership team. Instructions Write an internal memo of approximately 2–3 pages that an HR  professional could use as a reference when attending a meeting with the  organization's leadership team. Include the following in the memo: Format your paper as an internal memo that includes the following fields at the top of the page:      To, From, Internal Memo: CapraTek Employee Engagement, Date. The rest of the memo can be written as a normal paper including an introduction, conclusion, and the following elements:      Describe the current employee engagement situation at CapraTek as observed from the material throughout the course. Explain the stages in the employee life cycle according to the Gallup model. Explain theories of motivation that lead to organizational commitment, employee retention and employee development. Prepare a list of tools and practices that could be used to collect data about employee engagement at CapraTek.        What are the actions that could address the engagement problems? Analyze what criteria would be present for you to know that  employees at CapraTek are engaged and functioning as effectively as  possible in the workplace.        What is the ideal state of employee engagement? What would that look like in the day-to-day work of employees? Submission Requirements The deliverable for this assessment applies professional skills in  Human Resources Management (HRM) to workplace situations which you will  likely encounter in your day-to-day work in HRM. As part of your  learning, we focus on the development of effective professional  communication skills for the workplace.