What does customer experience (CX) really mean?

If you look at the enormous number of articles published on the topic of 'Customer Experience' (CX), you would think that practically every company today knows how to stage the customer experience perfectly.

In the CX area, people are ranting about jam, even though the bread has not yet been baked

To list a few developments that have become accentuated in recent years: Many companies want to prevent any telephone contact with the help desk. There are no longer any telephone numbers to contact in case of problems - or they are so well hidden that you have to search for them for (too) long. Checking in is now done exclusively at a machine, and if you want to unsubscribe from a newsletter that is annoying, the link you "discovered" after a long search doesn't work. Some time ago, the post office told its customers that they wanted to improve the service - and then the mail arrives two hours later. This is truly an 'experience' - if one wants to sell the reduced service to the clientele as an improvement as well.

Publications on customer experience are complicated and not «with the people»

Back to the customer experience (CX). This is described as the 'experience' that 'customers have with a company at all touchpoints'. And if you want to manage this, then it is important to satisfy the emotions and wishes of the clientele and to give the customers a good feeling. So far so good. But if you read about how you can achieve this and what you have to do, then you will come across pages and pages of publications that are so mechanistically presented and so difficult to understand that you will quickly give up. At least I do. Again and again.

As I have had these experiences with CX literature again and again, my impression has been reinforced that - unless you really are a specialist in a large company - you are almost bound to fail due to the high level of complexity. You can no longer see the forest for the trees and don't know where to start.

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First things first – last things not at all.

Peter Drucker

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I am now convinced that customer experiences should be broken down into "partial experiences" in most cases. These are then manageable and can be implemented quickly and cost-effectively. Furthermore, there are experiences that are far more weighty and should therefore be prioritized. What good is it if I have excellent customer service, but my product or service is only mediocre or no longer up to date? The Covid 19 pandemic shows impressively how quickly consumer habits can change.

Define - and manage - only relevant pain points

For years we at deeptrue have been thinking about how to be as close as possible to the consumer without failing due to time or budget issues. In addition, we ask ourselves how we can reduce complexity for our customers and how we can ensure quick wins for our customers. We have therefore developed tools that can be used as a tailor-made solution for a specific objective within a defined customer experience. Whether you want to get feedback on an idea, check a concept or evaluate a logo or design with consumers.

Probably everyone who knows their company and their products knows where the pain points are that need to be prioritized if they want to be successful in the future.

So deeptrue has gone the route of 'manageable pain points' - less complex, less sophisticated - but close to consumers and those who want to ask consumers for feedback on a very specific question. And - to quote Walt Disney freely:

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You should implement those things that customers want to experience again ... and then bring their friends along.

Walt Disney

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