Table 8.

Propositions and managerial implications.

Propositions	Managerial implications
Proposition 1: Positive and negative emotions can coexist during a CX.	Managers need to simultaneously assess positive and negative consumption emotions. They should use tools that can capture emotional ambivalence, for example, surveys measuring opposing emotions.
Proposition 2: Under specific consumption situations, positive emotions do not automatically lead to positive consumption outcomes, and negative emotions may not necessarily generate negative consumption outcomes.	Managers need to evaluate positive and negative consumption emotions, as well as the opposing results they might bring about. They should use mechanisms that reveal the contrary relationships between emotions and consumption outcomes.
Proposition 3: Under specific consumption situations, customers' positive or negative emotions, triggered by experiences with a company employee, will not necessarily lead to perceive the company positively or negatively.	Managers need to appraise the two entities (company and employees) separately and treat them as such. They require tools that can measure customers' emotional states in respect to the two entities separately.
Proposition 4: Customers can regulate their emotional experiences	Managers need to focus on one-to-one qualitative feedback from customers and not just use data interactions to predict consumer behavior. It is important that the individual drivers of customers' emotional experience are actioned and that managers do not only focus on the outcome.
Proposition 5: Emotions are not purely intrapersonal, since social interactions can influence an emotional experience	Managers need to understand that they cannot always control customer experience, as they cannot manage the entire experience. However, they can design service experiences to control social interactions in advance. For example, a retailer could allocate a service desk, far from the sales desks, for exchanges/refunds