A Guiding Framework For
Customer Experience
Transformation
Motiv Strategies
A Guiding Framework For
Customer Experience
Transformation
After years of studying customer
experience exemplars, Motiv
Strategies has developed a
framework to guide corporate
alignment of efforts targeted
at transforming the way others
experience your offerings.
For much of the last 100+ years, the
recipe for success in consumer-facing
industries was simple: create and
nurture brands that consumers could
grow to recognize and trust, and invest
heavily in multimedia ad campaigns
yelling “at” consumers. Fortunately—or
unfortunately, depending on your
proximity to Madison Avenue—those
days are numbered, as companies now
realize the importance of delivering a
compelling customer experience, in
addition to their products and services.
A customer experience is the
multisensory experience of a brand,
delivered through a set of end-to-end
touchpoints that span awareness
through re-purchase. For many
companies, the customer experience
has traditionally been limited to the
point-of-sale of a product or the
point-of-delivery of a service, but today’s
customer experience champions deliver
compelling experiences before, during
and after the consumption of the
product or service.
The need to deliver engaging customer
experiences has largely been driven by
the consumer, who is not only better
informed to make decisions constant
connectivity enabled by new technology,
but whose limited attention span is
increasingly difficult to capture. Today’s
industry leaders have acknowledged
that delivering superior customer
experiences—rather than competing on
price, quality and brand alone—is a key
means of differentiation from the
competition.
In today’s world where the customer
experience reigns supreme, brands are
no longer just a wrapper to deliver a
product or service to a customer;
instead, they have become consumers’
friends, teachers, etc.—living entities in
their own right that are the conduit for
forming personal relationships with
consumers. For example, consumers
engage with Nike on social media
platforms to receive encouragement and
fitness advice. Nike’s brand “speaks” to
its customers in a way that engenders
engagement and loyalty through the way
its system knows them and their
preferences.
Building a robust customer experience is
not a one-off investment to impress your
customers or fix what’s broken. Instead,
it should be viewed as an innovation
initiative that can help identify new
growth opportunities. Look at Boeing’s
new Dreamliner, for example: when
A Guiding Framework For Customer Experience Transformation
1
Motiv Strategies
Customer Experience Vision
Setting
Vision
Executing
Refining
Leadership
Alignment
Brand
Culture
Technology
Processes
and Tools
Employee
Engagement
Training
Metrics
Customer
Feedback
Communication
Partnerships
How
Boeing developed a plethora of services
to maintain the jets it manufactures for
its customers, it was simply taking
ownership of numerous pain points in
the customer experience. The result is a
series a new revenue streams for Boeing
that confers significant value to, and
drives loyalty from, the customer.
In this paper, we propose a framework
for building and managing compelling
customer experiences, using case
studies from industry leaders to discuss
the “Customer Experience Vision,” the
“Who,” or human-related management
aspects, and the “How,” which
addresses the operational realities of
producing a cohesive and satisfying set
of interactions with customers.
Customer Experience Vision
A customer experience vision is the
high-level goal that the organization
aspires to achieve in its interactions with
customers along all points of the journey
of consumption. Its should aim to
identify the various points where the
company interacts with its customers, to
Who
empathize with what customers need,
and to establish processes and tools
that enable the organization to deliver
the ideal experience. Most importantly, it
should evoke the emotions the
organization wants its customers to
experience along their journeys.
Figure 1: Producing great
customer experiences
requires a framework to
drive execution.
Starbucks is a great example of a
company whose customer experience
vision is brought to life in all its offerings.
The company’s Customer Experience
Vision can most clearly be articulated as
“The third place between work and
home,” a vision it has built a global retail
empire around over the previous three
decades. Every element of the customer
journey, from the multisensory
experience of entering the retail shops to
the manner in which Starbucks
employees meet and treat customers, is
carefully thought out and filtered through
the company’s customer experience
vision.
Such a customer-centric vision is
apparent in all of Starbucks’s offerings,
but perhaps in no element is it more
evident than the company’s successful
Starbucks Digital Network. Established
A Guiding Framework For Customer Experience Transformation
2
Motiv Strategies
in 2010, the Digital Network offers
customers free, one-click Wi-Fi that
provides access to a wide collection of
premium digital content. It offers exactly
what the company’s customer
experience vision promises: speed,
simplicity, and premium service that
make customers look forward to walking
into the store. “The online destination will
be true to, and expand upon, the
Starbucks experience,” says Stephen
Gillett, Chief Information Officer. “[It] will
deliver free, premium offerings that are
selected specifically for our customers
and localized for increased personal and
community relevance.”
One only has to look at the morning line
at the corner Starbucks (or even the one
immediately across the street!) to see
how an intangible customer experience
vision translates into real financial gains
while leaving less sophisticated
competitors in the dust.
Leadership Alignment
Is Key To Success
In order to put forth a genuine effort to
execute a customer experience vision,
senior leaders from all functional areas
must understand and buy into the
organization’s vision, and align to the
responsibilities, activities, and incentives
that support it. Having top brass aligned
to the company’s customer experience
vision is necessary to show that
delivering superior customer
experiences is the new “business as
usual.”
Richard Branson’s Virgin Group, where
he is Chairman and leader of a business
empire comprised of over 400
companies, is a great example of an
organization where there is clear
alignment among senior leaders to the
customer experience vision. Branson
has established a customer-centric
culture, and puts himself on the front line
to illustrate the organization’s
commitment to its main stakeholders:
“When he flies, he doesn’t sit in upper
class,” says Liz Brackley, head of
relationship marketing at Virgin Atlantic
airline. “He’ll be walking up and down
the plane, especially in economy, asking
customers what they think of Virgin,
asking for their ideas, suggestions and
views. It’s a case of him being around
the business and showing an interest,
asking people how they are feeling about
the company and themselves.”
Every element of the
customer journey is
carefully thought out
and filtered through the
customer experience
vision of the company.
These types of actions send a message
to everyone from investors to customers
that the organization is fundamentally
invested in the customer experience,
and is always striving to make it better.
Leaders who recognize the goodwill
created among customers by these
types of actions are seen as
transformative; by ignoring hierarchies
and inserting themselves into all levels of
the organization, they are able to
harness new ideas, create a culture in
which all employees are valued, and stay
in touch with relevant customer issues.
But leadership alignment doesn’t stop
here. Leaders from up and down the
hierarchy and across functional lines
must also prioritize customer
experience-related program investments
by providing their time and energy to
review and participate in initiatives and
by getting rid of roadblocks that stand in
the way of their staff getting customer
experience problems solved. There is
nothing worse for corporate customer
experience alignment than an executive
who doesn’t get what the value of
becoming a customer experience
exemplar can mean to his or her
company, just as there is nothing better
than to feel like the company is all in it
together working towards the common
goal of producing a well-articulated
customer experience vision.
A Guiding Framework For Customer Experience Transformation
3
Motiv Strategies
Over the past 16 years, Amazon has grown from a scrappy online bookstore to a publicly
traded company valued at more than $80B due in large part to its customer-centric focus,
which is evident in all its offerings, from one-click purchases to its free two-day shipping for
subscribers of its Prime service. “I believe that the success we have had…has been driven
exclusively by that customer experience,” says Jeff Bezos, Amazon’s founder and CEO. “We
are not great advertisers. So we start with customers, figure out what they want, and figure out
how to get it to them.”
Amazon was one of the first online companies to move beyond simply aggregating information
to making recommendations—in other words, it learned to use its technology expertise to make
sense of vast amounts of data in an effort to perfect its customer experience, becoming more
than a search engine for products in doing so. Amazon uses data it collects from its customers
to build a better experience for them, perpetuating a cycle of continuous improvement in the
experience. In effect, it has literally built a customer experience system that is continuously
refined per the customers’ feedback. When a customer loads the Amazon home page, he is
provided with recommended products based on previous browsing and purchase history;
these recommendations make online shopping easier and more engaging for customers, who
continually “train” the recommendation algorithm while shopping.
Figure 2: Amazon has
grown in large part due
to its customer-centric
focus.
Such a platform and offering not only lead to more individual product sales, but also create a
better customer experience with ’stickiness’ between the customer and the brand. By storing
a customer’s purchases and recommendations over a long period of time, Amazon creates a
shared history with the customer that leads to loyalty and a long-term customer relationship.
Branded Experiences
Are Memorable Experiences
Your organization should strive to infuse
its brand’s promise, values, and identity
at every customer touchpoint because
these are the most important places that
consumers will associate with a
particular customer experience. Your
brand is what drives differentiation from
the competition, and is experienced
through your organization’s human and
technological interfaces.
W Hotels has built a brand that truly
embodies the organization’s customer
experience vision—in this case, the
experience is a luxurious escape from
day-to-day life. A subsidiary of
Starwood, the W Hotel brand focuses on
creating an atmosphere of luxury for its
customers at every interaction it has with
those customers. When one enters the
hotel, he does not walk into the lobby;
instead, he enters the “living room.” The
polished granite floors, leather couches,
and massive ceiling mirrors serve to
further evoke a brand that is all about
helping its customers retreat from the
outside world into a luxurious fantasy.
“We want to provide access to a world of
wow,” says Eva Siegler, W Hotels’ global
brand manager. “Basically, [we want to]
help you to escape from the fears and
from the mundanity of every day life, and
come into a world where everything is
possible.” Hotel employees eschew
nametags and unflattering, permapressed uniforms, instead opting for
outfits designed by big names such as
Michael Kors and Gwen Stefani. And no
guest request is too odd to be fulfilled—
as long as a guest is willing to pay for it.
A Guiding Framework For Customer Experience Transformation
4
Motiv Strategies
And W patrons are: an analysis by W
indicates that customers are willing to
spend about $80 more per trip to
experience all that W Hotels offer.
The lesson from W is clear: infuse every
touchpoint with a consistent brand
promise and identity, and loyal
customers (and hopefully profitable
customers as well) will follow in droves.
Big Challenge for Management:
Create an Empowering Culture
What all customer experience exemplars
have in common is an enterprise-wide
commitment to identifying customer
needs, and building offerings around
those needs. A customer-centric culture
is necessary to ensure that the customer
experience vision is properly defined and
executed, and permeates the
organization, from the hiring process to
the various rules, policies, and
processes that govern the firm.
Disney excels at delivering compelling
customer experiences across the board,
but its Disneyland business is
particularly appropriate to illustrate the
role of culture in delivering the customer
experience—even in a franchised
business model. The self-proclaimed
“Happiest Place on Earth,” Disneyland
focuses on culture because, in the words
of former executive Bill Ross, “We
cannot lose sight of the fact that this is a
feelings business—we make our profits
from that.” The actions of Disneyland
employees are capable of either
amplifying or dampening customer
spirits, and therefore are a core concern
of the business. Any breakdown in the
culture—rude words, indifference, etc.—
undermines the entire customer offering.
So how does Disney ensure that its
customer-centric culture shines
through? There is, of course, a set of
rules that define physical appearance—
no facial hair, no fancy jewelry, and
polished shoes, for starters—but more
important are the rules that govern
employee behavior. The legendary
“people skills” of Disney employees are
developed and delivered through acts as
simple as smiling at customers,
maintaining an upbeat attitude, and
answering questions honestly.
Disney excels at creating a culture in
which teamwork is valued; for example,
it offers a social calendar for employees
that includes sports leagues, company
picnics, and employee nights at Disney
parks, among other fun events. The cost
for a business to undertake such a
culture management is relatively low,
and the rewards, as Disney has
demonstrated, can be plentiful.
“We cannot lose sight
of the fact that this is a
feelings business—we
make our profits from
that.”
Bill Ross
Former SVP, Public Affairs
Walt Disney
What Resources Are
Critical For The “How” Of
Customer Experience?
Aligning to the customer experience
envisioned by your organization is one
thing, but delivering that experience is
another challenge. The most important
elements to consider and leverage in
order to deliver and refine the customer
experience are: technology, metrics,
customer feedback and processes. (See
Figure 2 for a case study of a company
that embodies best-in-class practices of
leveraging “How” elements to deliver
superior customer experiences:
Amazon.)
Technology
In order to ensure quality and a high
degree of personalization, customer
experience exemplars use a wide range
of technologies to deliver their customer
experiences, including databases,
mobile apps and web-based utilities.
Customer experience exemplars
leverage technology to drive
engagement, garner feedback, and
ensure customer needs are met or
exceeded.
Customer experiences such as
Amazon’s (see Figure 2) leverage
A Guiding Framework For Customer Experience Transformation
5
Motiv Strategies
Enterprise Rent-a-Car expanded from a single office to the nation’s largest car rental company
due in large part to its founder Jack Taylor’s philosophy of “Put your customers and employees
first, and the profits will follow.” In effect, Taylor cites his investment in employee engagement
and training as a main reason for his company’s success. His investment seems to have paid
off: Enterprise is regularly rated one of the best companies to work for, as well as one of the
consistently highest-ranked companies for customer satisfaction.
Enterprise once identified a major reason why customers stop doing business with the
organization as “the poor way they were treated by employees of the company.” Regardless
of the superiority of a product or service, if it is not delivered by well trained, customer-centric
employees, the odds of building loyal consumer relationships decrease dramatically.
How do you identify, hire and train employees to be customer-centric, and to consistently
improve the customer experience? Encourage accountability and provide incentives.
Figure 3: Enterprise
Rent-A-Car grew to
be America’s largest
car rental company
thanks to founder Jack
Taylor’s management
philosophy.
Enterprise is well aware of the potential return on investment it can achieve from its
management trainees in the form of increased revenues and customer loyalty, so it puts forth
significant effort in recruiting and training. Only candidates demonstrating innate customercentric skills are hired for Enterprise’s management trainee program, which has been billed
by the firm as an “MBA without the IOU.” Enterprise employees undergo vigorous training that
teaches them to deliver better customer service by focusing on the needs of the customer,
rather than the needs of the business.
Additionally, Enterprise incentivizes its employees to be customer-centric with the most
inspiring carrot possible: a share of branch profits. Enterprise built a system of metrics to
determine how promotions are divvied out. By treating employees as owners of the company,
Enterprise ensures that its staff will continually strive to improve the customer experience.
technology to not only deliver superior
experiences (as in the case of welldesigned digital interfaces), but also to
measure, refine and perfect those
experiences. We see tremendous
evidence that customer experience
exemplars have an IT strategy that is
very closely aligned with their customer
experience strategies.
Metrics
“What gets measured gets managed”
has been a frequent refrain from
managers since management guru Peter
Drucker uttered those words many years
ago. An overall customer satisfaction
score might tell an organization how well
it is doing with its customers in general,
but it will not reveal what points in the
customer journey are systemically
broken and frustrating for its customers.
Quality standards should be identified
for each customer touchpoint, and the
measurement of how each compares to
others along the continuum in the
customer journey will reveal areas for
improvement. Because a single “broken”
touchpoint can ruin the entire experience
for an individual, establishing metrics—
and reacting to those measurements—is
essential to driving continuous
improvement in the entire customer
experience.
A Guiding Framework For Customer Experience Transformation
6
Motiv Strategies
Customer experience exemplars have
evolved beyond the customer
satisfaction score to create new metrics
evaluating the customer experience
journey at multiple points of interaction;
in fact, an entire industry of software and
consulting companies espousing
proprietary systems to track the
customer experience has evolved in
recent years to assist clients in their
endeavors to create and track more
compelling customer experiences.
Customer service is not just about
working against a benchmark; it is an
absolute. For starters, treat each
customer as an individual —not just
another member of the statistical data
set—and your customer experience will
improve immediately.
Customer Feedback
Producing a great customer experience
is a two-way street. By not engaging
customers to inform the organization
how well it is doing, the producer of the
experience misses out on opportunities
to drive greater relevance for that
customer, or to improve upon, or cure a
problem within an existing experience.
Enable the customer to be a co-creator
of the customer experience. What do
they want, and how can you deliver it? It
is his or her experience, after all!
From car rental companies to online
footwear and apparel shops, some of
the most successful customer
experience exemplars have learned to
embrace customer feedback in order to
build more successful offerings. Since
its founding in 1999, Zappos has grown
into the world’s largest online shoe store
through an unerring dedication to
customer service. The company’s
famous customer service call center
answers 5,000 calls per day on average,
and customer feedback is consistently
addressed and built into the continually
evolving Zappos offering.
Process and Tools
Managing the development and delivery
of customer experiences is a very
challenging task, particularly in large
organizations that must “templatize” the
experience in order to roll it out across
various interfaces, from online platforms
to tens of thousands of retail locations,
as is the case of McDonald’s. For this
reason, customer experience exemplars
turn to user-centric design tools and
processes, including ethnography,
customer journey mapping, customer
co-creation, and rapid prototyping, to
design and refine the customer
experience before rolling it out.
Because a single broken
touchpoint can ruin
an individual’s entire
experience, establishing
metrics is essential
to driving continuous
improvement throughout
the entire customer
experience.
Managing an overall vision and change
management for large systems at scale
requires synthesis of large quantities of
information. Frameworks to direct action
and communication efforts make these
methods and tools very valuable.
Who Should Be Involved In
Customer Experience
Efforts?
Even with advanced technology,
sophisticated tools and processes, and
clear alignment among senior leadership
to a customer experience vision, at the
end of the day, an engaging customer
experience cannot be delivered without
dedicated, engaged employees or key
partners who bring assets and
capabilities that may not be your core
competency. Employee engagement,
partners, communication, and training
are four key elements of the customer
experience framework that are most
relevant to the matter at hand.
Rental car company and industry
pioneer Enterprise Rent-a-Car
exemplifies best-in-class use of the
“Who” elements in the delivery of its
customer experience, and warrants a
closer look (see Figure 3).
A Guiding Framework For Customer Experience Transformation
7
Motiv Strategies
Employee Engagement
Regardless of the superiority of your
product or service, if it is delivered to the
customer by a rude, uninformed or
generally unhelpful employee, the
customer experience has been soured
for that user, and you can be sure that he
will not only share his experience with
others, but also will more than likely not
be returning. A Gallup poll highlighting
the importance of employees in
delivering the customer experience
found that in various industries,
consumers were many times more likely
to repurchase from organizations with
employees considered to be outstanding
in terms of customer service. If customer
loyalty is your goal, engaged employees
are integral to building that loyalty.
For systems in which the customer
experience is physically delivered (as
opposed to digitally delivered), the level
of employee engagement is a key
indicator of whether the organization can
produce a compelling, high quality
experience. Organizations that can
effectively communicate their customer
experience vision and rally employees to
deliver on the “higher purpose” of driving
customer satisfaction and delight have
aligned themselves for success.
Training
If the customer experience is physically
delivered by, or involves in some
capacity, a retail associate, a sales
person, a service representative, or
manager of front-line employees, training
is an integral element to drive quality and
consistency across all points of the
customer journey. Equally important is
the need to communicate how to handle
exceptions to any employee who might
encounter a situation that needs to be
made “right” in order to stay in the
customer’s good graces.
A report issued by the American Society
for Training and Development reported
that companies that spend more per
employee on training dramatically
outperformed those at the lower end of
the spectrum of spending on the
following measurements: net sales per
employee, gross profits per employee,
and “market-to-book” shareholder value.
In effect, the study showed that investing
in your employees is not only an
effective way to ensure the delivery of a
better customer experience, but also a
means of growing your revenues.
Partners
The challenge of producing high quality,
compelling experiences requires a
myriad of talents and sometimes
products and services that might not be
core internal competencies for the
organization. In that case, fostering
connections between companies (e.g.,
McDonald’s tight global partnership with
Coca-Cola; Apple’s stable of third-party
software developers and product
accessory manufacturers) to “complete”
a customer experience is an effective
strategy that achieves the end goal while
reducing risk. Partnerships, therefore,
are essential to cultivate and manage as
part of any Customer Experience
strategy.
Outside firms should
not be seen as threats;
instead, a company can
look outside its walls
and leverage innovative
partnerships to improve
its overall customer
experience.
Apple has famously employed a “closed”
operating model in which it exclusively
controls the entire customer experience
from the first touchpoint to the last. Yet
one of Apple’s greatest innovations was
a significant deviation from this
“business as usual” strategy: partnering
with thousands of developers in the
creation of its App Store. Apple’s system
allows it to outsource software
development, while retaining complete
autonomy and decision-making
regarding which applications eventually
make it into the store.
This platform is a win-win for Apple, as
its products are improved and, more
importantly, the customer experience is
enhanced because partnerships with
outside developers give customers
A Guiding Framework For Customer Experience Transformation
8
Motiv Strategies
Action
Objective
Leadership Alignment
Capability Audit
Capacity Development
What is the value to our
organization of investing in
customer experience?
How are we positioned to
deliver on our customer
experience vision?
How should we resource and
build out our organizational
capabilities that impact
customer experience?
How do we build an
organization and culture
that prioritizes customer
experience?
Raise awareness of the
importance of customer
experience: articulate and
communicate how it fits with
business goals; establish
customer experience as a
explicit organizational priority
Understand the current state
of the organization’s ability to
deliver a customer experience
by assessing the “who”
and “how” of the customer
experience framework
Building on existing capabilities
as a foundation, redesign the
structure, systems, resources,
and processes as necessary to
support the desired state
Create an aligned organizational
structure and culture that
understands and carries out the
customer experience vision
•Identify and engage
leadership and functional
managers across the
organization to promote
alignment
•Analyze each element of
the customer experience
framework for its capability to
support the desired vision
•Invest in relevant technology;
hire and train staff
•Establish communication
channels that can be used
to inspire and enable key
functional areas
•Gather information about the
current customer experience
•Map results to the intended
vision; prioritize outcome for
action
•Study best-in-class customer
experience exemplars
•Identify gaps and
opportunities for improvement
•Define and test new
processes
•Apply branded elements at
key touchpoints
Aligned management team with
a customer experience vision
to serve as “True North” for
customer experience efforts
High-level strategy & preliminary
roadmap for building
organizational capabilities
access to hundreds of thousands of
software applications. At the time of this
writing, Apple customers have
downloaded 35 billion apps from its
selection of over 700,000 offerings,
making this business model one of the
most influential of all time.
The key takeaway here is that outside
firms, which have traditionally been a
cause of fear among management, do
not have to be seen as threats; instead, a
company can look outside its walls and
leverage innovative partnerships to
improve its overall customer experience.
Communication
The need to drive system alignment
around a customer experience vision
requires an equal, if not a more urgent,
need to foster communication across all
•Create performance
measurement metrics and
reward good performance
•Plan and communicate
•Establish a permanent
customer experience
management structure
Organizational structure and
processes that support the
delivery of the desired customer
experience
An organization capable of
effectively executing against the
customer experience vision
•Develop a customer
experience vision that fits
with brand values and
organizational culture
Outcome
Organizational
Transformation
levels: management to employees;
organization to customer; customer to
organization; and organization to its
market and other stakeholders, to name
a few. The role of communication in the
delivery of compelling customer
experiences is to convey the brand’s
promise, values, and identity, all of which
must be continually reinforced through
consistent messaging.
Figure 4: Motiv’s
model for driving
customer experience
transformation.
Apple’s retail business is a great
example of communication being
effectively used to deliver the customer
experience. Even amidst the chaos of a
day during the busy holiday season,
navigating an Apple store is surprisingly
easy because of the extent to which the
employees effectively communicate with
customers, setting expectations and
delivering upon their promises. When
potential customers enter an Apple
A Guiding Framework For Customer Experience Transformation
9
Motiv Strategies
store, a knowledgeable employee whose
role is to understand and fill customer
needs greets them; rather than having to
seek out a customer service employee,
that person comes to the customer.
Apple’s retail experience also addresses
one of the most frustrating aspects of
any customer experience: the customer
“hand-off.” If an employee cannot meet
a customer’s particular needs, he or she
clearly articulates why that is the case
and how he or she will address the issue;
if that customer is directed to a different
employee, the issue is openly briefed so
that the customer and his issue are
cleanly transitioned. Apple’s retail
presence has been so successful in
large part because of its ability to
dramatically improve the customer
service nightmare by providing attentive
and personalized service to meet needs
rather than push products.
Leave it to the leaders in seamless user
interface and integration to design a
customer experience centered around
effective communication at all levels!
Where to start
Our clients often ask us, “So, where do I
begin?” Figure 4 illustrates a process we
suggest to drive decision-making,
capacity development, and ultimately
organizational transformation.
Conclusion
Industry leaders have made it
abundantly clear that in order to create
loyal customers and differentiation in
today’s crowded marketplace, delivering
superior customer experiences, rather
than simply selling a product or service,
is critical. These companies have shown
that addressing and solving customer
needs instead of selling existing
solutions is key to success.
The framework laid out above provides
guidance about how you can build a
customer experience architecture in your
organization, focusing on the Customer
Experience Vision, the Who, and the
How. Regardless of how customercentric you may believe your
organization to be, it is important to have
a clearly articulated customer
experience vision and address all
elements from the “How” and the “Who”
sections in order to ensure that
“customer experience” isn’t just a
one-off innovation initiative.
Changing your firm’s culture and
processes—from hiring and training
customer-centric employees, to
leveraging technology to gather data and
refine customer experience offerings—is
not an insignificant challenge; however,
as our industry exemplars have shown,
the returns on such investments can be
exponential.
Authors
Jeneanne Rae
President and CEO
[email protected]
Ian Campbell
Director
[email protected]
Greg Berguig
Consultant
[email protected]
Joy Thomas
Strategist
[email protected]
A Guiding Framework For Customer Experience Transformation
10
Motiv helps leading organizations create new strategies for growth. We combine
business analysis with design strategy tools to help our clients discover new
opportunity spaces, develop new services and better customer experiences, and
drive the change management required to enable breakthrough innovation.
811 North Royal Street
Alexandria, Virginia 22314
motivstrategies.com
703.778.1051