The practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty, and advocacy sounds straight forward. The reality can be different.

The good news is, we're here to help.

CX definition.

/ˈkʌstəmə ɛkˈspɪərɪəns /



The internal response of an individual to their interactions with and organisation’s product, people, process, technologies, and environments. These include the thoughts, feelings, sense, physical reactions, and emotions experienced as a result of the interaction.


Good experience is made up of three elements:

  1. Useful - they deliver value

  2. Usable - the value is easy to find and engage with

  3. Enjoyable - they’re emotionally engaging and people want to use them

The quality of this interaction has a direct impact on long term business success; the greater the experience the greater the positive impact.

Annette Frantz, the Principal of CX Journeys and a CXPA board member, defines it as:

  • the sum of all the interactions that a customer has with a company over the course of the relationship lifecycle

  • the customer's feelings, emotions, and perceptions of the brand over the course of those interactions.

At the end of the day, the customer experience is any interaction an individual has with a brand. Customer experience is an all-encompassing term due to the range of interactions a brand can have with their customers. This can span from the in-store experience to the call centre to contact centre to digital interactions, which include the in-app, mobile, desktop and tablet experiences.

CX characteristics.

“Customer experience” is often used as an all-encompassing term.


Bruce Temkin, co-founder and chair of the CX Professionals Association (CXPA), defines it as the perception that customers have of their interactions with an organisation.


According to Econsultancy 89 percent of consumers said a great customer experience is a key factor in brand loyalty.


According to Gartner 89 percent of companies plan to compete primarily on the basis of the customer experience by 2016.

Harris Interactive found 86 percent of consumers stop interacting with and buying from businesses if they have a bad customer experience.


Additionally Forbes found that 86 percent of buyers will pay more for a better customer experience. Yet only 1 percent of customers feel that vendors consistently meet their expectations.

Gartner identified that 64 percent of people think that customer experience is more important than price in their choice of a brand.

Oracle reported that multichannel integration - a key component of a great customer experience - has the ability to increase profitability by 25 percent.

CX benefits.

CX and your bottom line.

In practise most businesses simply don’t know enough about their customers, their experiences, or have methods of incorporating that insight into their operations, products, brand, or their business strategy.


The rationale for focusing on CX tends to be by instinct and “it’s the right thing to do”, and accordingly businesses often don’t take full  advantage of a cohesive CX strategy.


The reality is quite black and white. Improved CX has a direct correlation to increased sales, greater retention, and reduced costs.


And that’s nothing but good news for the bottom line.



The equation is simple…the  higher your customers rate their  experience with you, and your products or services, the higher the revenue from those customers.


Studies indicate that those with the highest CX rating are likely to spend 240% more with you.


But the evidence proves worthwhile even for those that don’t’ rate you perfectly. Those with a good or better CX rating spend 140% more than those whose experience is poor.



Whereas a transaction-based business is interested in how often customers return, a subscription-based business is primarily interested in how long their customers remain loyal.


Having the right data about your customers is critical, but in doing so predictions about the future membership length based on the quality of experience is possible.


On average, a member who gives the lowest score will likely only remain a member for a little over a year. Compare that to a member who gives the highest score — they are likely to remain a member for another six years.

CX saves as well.

The good news is not simply on the revenue side.


The greatest pushback for investing in a a holistic CX strategy is that the cost is high, but the reality is in fact the opposite, with cost-to-serve reductions evident as CX strategies flow on to business cost centres.


Unhappy customers are expensive — being, for example, more likely to return products or more likely to require support.


By systematically solving the source of dissatisfaction, you don’t just make them more likely to return as customers— you reduce the amount they cost you to serve.


For example, US giant Sprint has gone on record as suggesting that as part of their focus on improving the customer experience, they’ve managed to reduce their customer care costs by as much as 33%.


That’s real money off your bottom line.