|| 11 minute read ||
Many companies begin their efforts to change the customer experience with a broad aspiration to transform it. Executives launch disruptive initiatives to delight customers with bold moves and innovations. But they often fail to quantify the economic outcomes of differences in customer experiences, so their efforts end up having clear costs and unclear near-term results. Customer-experience transformations invariably raise questions about business policies, cross-functional priorities, and how to invest in innovation. Without a quantified link to value and a sound business case, such efforts often can’t show early gains, build momentum among functional executives, and earn a seat at the strategy table. They stall before they ever really get going.
There is a better way, anchored in science, fresh research, and a structured methodology. Read it here.