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The Origin of
Pine and Gilmore are credited with describing the
experience economy, the next economy following the
agrarian economy, the industrial economy, and the most
recent service economy.
They argued businesses must orchestrate memorable
events for their customers, and that memory itself
becomes the product — the "experience".
More advanced experience businesses can begin charging
for the value of the "transformation" that an experience
offers. This is a natural progression in the value added by
the business over and above its inputs.
Forrester and Temkin both define
Customer Experience as
How Customers Perceive Their
Interactions with Your Company.
The Path to
Success in the age of the customer requires the ability to
design, implement and manage customer experience in a
Companies can build this capability by following a four-
phased path: Repair, Elevate, Optimize and Differentiate.
Each phase requires employees to adopt new, increasingly
sophisticated customer experience management practices
that fix what’s broken and prevent future problems.
Getting good at finding
and fixing experience
Making delivering good
experiences the norm.
practices that set a
company apart in their
Best-in-class and known
Consistent, shared understanding
of customers, their perception of
interactions with the brand – real,
A experience strategy that aligns
with the business strategy and
brand purpose and attributes.
Becomes the decision—making
guide, “the North Star”, across
A system of shared values and
behaviors. Focuses employees on
delivering a great experience.
Falls into three categories:
(1) hiring; (2) socialization;
and (3) rewards.
Manage experience in a proactive
and systematic way. Assigns
responsibilities for changing
Envision and implement
interactions to meet/exceed needs
– includes people, products,
interfaces, services and spaces
across multiple touchpoints.
Quantify experience quality
consistently across the enterprise,
give actionable insights to
employees and partners.
Raising performance requires a disciplined approach.
Customer experience performance is defined as how well an
organization routinely performs practices across all six
Consistently Deliver and Improve the Right Customer Experience
Define the Right Customer Experience
Forrester found that better customer experience drives
millions in revenues benefit across industries
Index Score (Cxi)
“A great customer experience can deliver tremendous
strategic and economic value to a business, in a way that’s
difficult for competitors to replicate.”*
Higher revenues – due to better retention, less price
sensitivity, greater wallet share and positive word-of-mouth.
Lower expenses – due to reduced acquisition costs, fewer
complaints, and the less intense service requirements of
happy, loyal customers
*SOURCE: The 2015 Customer Experience ROI Study, Watermark Consulting.