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Taking care of physical beauty is important for people, especially teenagers. Since the face is the first body part that others see, focusing on a product or service on facial skincare contributes much revenue in this industry. Facial skincare products are unique among cosmetic products in that they are often deemed necessary by medical professionals, particularly products that offer UV protection. The global skincare products market size is projected to reach USD 183.03 billion, according to a report by Grand View Research (2019). Acne is a kind of facial disease that can be caused by an intrinsic factor, the human body, and external factors such as the weather and wearing a mask in a pandemic crisis, as proved by many skilled care experts (Sae-ra et al., 2020; Jongwook et al., 2020). This skin problem is present among teenagers of all nationalities, which is advantageous for skincare cosmetics. Due to the large volume of skincare products, companies continue to offer consumers innovative products for fighting the effects of skin problems, while online shops and retailers deliver good services and information to increase sales volume. Knowing that “curatives care urgently to care while preventive care can relax with time constraints” is essential for writing concisely and precisely at the homepage introduction (Kenkel, 2000). The path of finding skincare products and meeting urgent needs is highly correlated.
The customer journey (CJ) is widely used by marketers as an effective tool in strategic implication and management services (Zomerdijk & Voss, 2010; Dhruv & Anne, 2020; Andrews & Eade, 2013). The customer journey is a set of events that define key experiences in the life cycles of customers. The customer journey map (CJM) is a blueprint that represents a firm’s product plan for a customer, whereas touchpoints are the interactions between customers and service providers. Crosier & Handford (2012) reported the benefit of using CJMs for marketers to improve customer value. Past research on CJMs had several perspectives, including design and management services, integrating customer experience, and co-design (Wechsler, 2012; Rawson, Duncan, & Jones, 2013). The customer journeys experience includes the customer’s emotional, social, and spiritual responses to all individual contacts and indirect contacts with a firm at distinct touchpoints in time (Homburg, Jozić, & Kuehnl, 2017; Lemon & Verhoef, 2016). Providing customers with quality experiences depends on a firm’s competency to reduce pain points; fragmented and frustrating interactions, therefore, lose revenue to the competing brand. Recently, Sharon & Aaron (2020) suggested that the patterns and drivers of consumer pre-purchase activities, purchase decisions, and post-purchase commitments may differ significantly across cultures.