Anchored in a conceptual paper titled The Elastic Future of CX, I present four core concepts that together form a new management model: Experience Driven Growth Model (EDGM), CX Elasticity, the CX Elasticity Index (CXEI), and Ambidextrous CX.
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.
Understanding the myriad forces at play is essential for unlocking the potential of Customer Experience (CX) strategies. Read more how dominant logic often still gets in their way to fully embrace Customer Experience as competitive advantage
Will Customer Experience remain a fad without a better business case? Customer Experience has become overused as to almost a cliché, but it remains an important management objective. But many organizations are still struggling to see a clear connection between Customer Experience and the promised impressive financial results. In this article, I will add granularity to the broad definition of Customer Experience which will help organizations to keep Customer Experience measurable and actionable.
There is no single and easy way of understanding your customers’ perception of value. In this article I use the concept of traditional value equations as an approach to find out how the trade-off between perceived customer digital experiential value and supplier value works and how an organization can optimize for a win-win situation. I will dive into the different equations of customer value and will posit that a small change in sacrifice will have substantial leverage on perceived Digital Experiential Value.
Many organisations try to prevent any breakdowns while delivering customer value. But, there is actually a great opportunity for organisations to differentiate when something goes wrong. Read this article about how unconscious digital customer value becomes conscious and how this differs during the different stages of the journey.
How you define value is interesting. It changes from customer to customer and from product to product (or service). According to Burns and Woodruff (1992) customer value is: “Customer value is the customer perceived benefit adjusted with the relative sacrifice.” In this series of articles, I’ll combine the different classifications and put them in the context of Digital Customer Experiences.
This literature review explores different theories of ambidexterity and innovation and uses logical argumentation to combine theories in to a framework. The framework can help organizations to analyse and substantiate how and when an opportunity for innovation arise for their organization.