New concepts are needed to get out of this "uniformity". There's no question about it: CX - i.e. investments in front-end technologies, channel optimization, CRM as well as in marketing, sales and service functions - remain important. But the true experience champions don't just focus on incremental improvements to the cambodia rcs data customer interface, but rather align all aspects of their company with the customer. We call this the "Business of Experience" (BX). Instead of optimizing individual customer touchpoints, the BX focuses on a holistic view of human needs. All of this happens around a defined purpose.
Let's now look into the engine room of the BX to better understand what makes it successful: by corporate purpose and values, product and service innovations, but also the employee experience and the operating model for creating such experiences. High above the engine room hangs the following slogan: "Everything I do, I do it for you (dear customer)." Only when all departments in the company internalize this mindset will the BX actually create new corporate value. According to our study, leading BX players outperform purely CX-oriented companies by more than six times in terms of profitable growth.