The Experience-Centric Organization
summary
Claims that customer experience drives competitive advantage with numbers: 86% of business leaders say CX is vital, 89% of companies compete on CX, and BMW customer lifetime value quoted at ~$143,500. Examples and tools: Tesla’s three-pronged strategy—better faster more fun—and Ulstein’s practice of inviting captains aboard to sell ships. Practical steps and methods include an 11–12 point roadmap (start with experience, define personality, map experiential journey), ethnographic tools—see the customer hear the customer be the customer—and organizational maturity planning.
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chapters (26)
- 0:00Intro
- 4:26Electric cars now and then
- 6:45The experience economy
- 8:47From function to emotion
- 15:09Idealistic needs
- 16:34Customer experience as the key competitive differentiator
- 18:54Quote by Lisa Feldman Barrett
- 20:20Even B2B
- 21:48Desirability
- 22:52Mini task
- 25:08Crafting a way forward
- 25:55Put purpose at the core of your strategy
- 26:431. Start with the experience
- 27:282. Be honest about ambition & position
- 29:083. Develop a terminology & use it
- 29:414. Integrate deep customer empathy
- 31:225. Find your mix
- 32:036. Focus upon the customers' experiential journey
- 32:557. Define your personality
- 34:108. Sweat the big things & the detail
- 36:189. Experience is viewed through the customers' eyes
- 36:3210. Understand that this relates to the whole organization
- 37:3411. We are all designers
- 37:5212. Plan your organizational maturity journey
- 38:03Conclusion
- 38:32Outro
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