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We consider start-up companies that have been established for rapid growth and are active in the international market. In this study, we examine the conditions required for starting a start-up. We analyze how it is possible to add value to an idea that makes a business unique. First, we’ll show you when to talk about start-up. The starting point is that a start-up company is organized on a community basis. This much greater knowledge is coupled with high-level technological competences. In addition, there is a need for some “big idea,” innovation, which investors see as fantasy. A new niche market must be found where hundreds of thousands of customers worldwide can be served without any geographical constraints. The founder must have a high-risk appetite, and even naughtiness, because the novelty he invented will narrow the market of others and harm the interests of others. Here’s a look at the financing options for start-ups. At the end of this chapter you will find case studies on different start-ups.

In recent years, with the development of technology, the number of contact points between companies and their customers has multiplied. From the company point of view, companies may reach their customers through multiple marketing channels. Moreover, business intelligence necessitates increasing data sources, strengthening the power of analysis tools, and developing knowledge to be used as a competitive advantage. On the other hand, today’s mostly digitized customers expect more than just commoditized products or services. Customer activation creates experiences that make them feel strong as agents perpetrating the structure (brand strategies) by taking an active role instead of being passive. In other terms, customers are in the main decision position to plan the structure. Thus, companies should design unique and memorable customer experiences through different channels in an integrated way, which is called omnichannel. Omnichannel customer experience management is possible by determining and coordinating customer touch points. In other terms, a melody should exist at these interaction points. This book aims to contribute to this advancement by first providing general reviews of the literature, then covering the pillars to design omnichannel customer experiences, and lastly providing technology-enhanced applications from several industries. This book aims also to provide fresh conceptual insights and thinking about the ways to design and develop omnichannel customer experiences.