In a world where customer expectations evolve faster than business models can keep up, many organizations still treat Customer Experience (CX) as a secondary function, an afterthought behind sales, operations, or marketing. But the reality is clear: customer experience, when designed strategically, is not a cost center. It’s a growth engine

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CX as a Strategic asset rather than a Cost center – the concept of CX Diminishing returns and how to find the tipping point (spoiler alert, NPS is not a good indicator)….

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Products and services can be copied or improved upon by competitors, but a well-executed Customer Experience strategy builds long-term relationships that are resilient to competitive pressures. Read more why CX is a crucial strategic element for organizations.

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Customer Experience (CX) has emerged as a cornerstone of modern business strategy, driven by its potential to enhance customer satisfaction, loyalty, and advocacy (Lemon & Verhoef, 2016; Homburg et al., 2017). And most of the organizations invest heavily in designing seamless and memorable experiences to differentiate themselves in competitive markets.

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Competitive advantage grows fundamentally out of value an organization can create for its buyers that exceeds the organizations cost of creating it. Value is what buyers are willing to pay, and superior value stems from offering lower prices than competitors for equivalent benefits or providing unique benefits that more than offset a higher price

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CX has become a critical topic in boardrooms. Discover why CX is a key strategic priority for organizations aiming for long-term success and how it directly impacts financial results. So, don't dash CX first if things go different

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When breaking down customer experiences, there are three categories. An expected experience, a live perceived experience and a memorized experiences. A bit of an open door probably, but it is important to understand the customers expected experience otherwise you will be quite off when preparing and delivering to the customer.

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