Woman working on computerDespite well intended plans, many corporate efforts often end up creating a path to weakening the customer experience. How does a company truly avoid a failed user experience? Executives and Senior Management often recognize the advantage of strategies that are rooted in the customer experience because of the reaping of benefits: dedicated and loyal customers, satisfied users, lower budgets for errors and happier frontline employees. However, when it comes to a clear and figurative understanding of the worth of a positive customer experience as it relates to value, many leaders do not know what 10 points of the net promoter score is actually contributing to the value of their revenues.


How to Avoid Lofty Decisions Towards Your Customer’s Experience Strategy

Broad targeted goals to improve the user experience are often launched by experience leaders. Lofty initiatives are mandated by executives with disruptive or unsustainable strategies, which at times fail to address various differences in which their customers are, economically. These initiatives can counteract with business policies that are already established within a company culture and can also challenge the dynamics of existing cross-functional teams. When the actual figurative understanding of the value is not linked along with a viable business case, some strategic decisions behind such initiatives often fail without showing quick wins. In cases such as this, implementation is nearly set up to not meet the goals.


Solid Data Analysis, Market Research & a Methodological Approach

These 3 keys lead to a more successful path, which we discovered by hands on experience. All three concepts often lead to early, quick wins which successfully remove costs from the system that are unnecessary and then simplify the overall business. With the “quick win” savings, using those funds towards supporting other initiatives are ideal. It is these initiatives which will require more exhaustive implementation and cover more ground. Initiatives in this category will tend to change the customer experience and underwrite future and “bolder” company changes. Business cases which are underwritten by the company themselves often have the sustainability to reach the customer-experience in addition to stakeholder buy-in.

When the overlap is quantified between the customer experience and true value, and these facts are excavated- a solid link has been established.  When this link is addressed well, the focus of what matters is simplified. Keeping the simplicity of the business is achievable when the customers/end users experience is high on the list of strategic plans.



This is part one on the customer experience as is relates to true value series. To receive the following articles updates, please subscribe to our mailing list.