What moves organizations toward success? A strong Customer Experience (CX) strategy. And how should they tackle it? By making it central to every decision they make.

It all starts with the Preparation phase. It’s not just laying the groundwork; it’s building a solid base. This isn’t only about getting the top leaders on board or forming teams—it’s about creating a unified focus on generating real VALUE.

Next up is the Discovery phase. Organizations need to really understand their brand—its goals, purpose, strategy, and how people see it. At the same time, it’s essential to look at the financial side of things, especially the Return on CUSTOMER Investment across various touchpoints and products. Tools like GAP and SWOT analysis aren’t just extras; they’re critical. By the end of this phase, there’s a clear roadmap, pinpointing both quick opportunities and longer-term needs.

The Pilot phase is all about focus. Choosing a single touchpoint, zeroing in on a specific customer segment, while keeping a control group is ideal to gauge real impact. Monthly CEM reports give a clear picture, emphasizing Cx and Ex performances in relation to the brand—distancing itself from generic KPI operational reports.

During the Refinement phase, feedback from the pilot is taken seriously. This is where organizations figure out what needs tweaking. Based on this, a plan is drawn up for expanding the CX strategy, whether that’s to new segments, products, or areas.

With the Expansion phase, organizations roll out their CX plans more broadly. But it’s done cautiously, sticking to the chosen touchpoint until they’re sure of positive results. Finally, in the Rollout phase, the CX strategy is extended further, reaching more touchpoints and channels.

To sum it up, for organizations, CX isn’t just a task. It’s a journey that requires planning, adapting, and ongoing improvement.