Approach

Evolving Relevance

Experience-led businesses are normally the first to recognize shifting patterns in how their craft, and the people who buy it, are changing—and they adapt it.

 

Your current and future client’s perceptions matter. When capability, scale, quality, price and service delivery marches toward parity, people take note. When you’re purpose-built to continuously offer something distinctively different, innovative and hard-to-copy—that’s relevant.

 

Experience-led firms are designed to remain relevant in the face of perpetuating change by focusing on service design and delivery that is distinctively different, innovative and impossible to copy.

Journeys

Experience-led businesses realize that experiences are loosely predictively encoded by the firm while rigidly and meticulously decoded by their client. Because client experience is about the set of interactions between the firm and client, experience-led firms yield to how clients are likely to decode them. Journey-based interaction mapping allows experience-led firms to put their client experience through a metaphorical MRI to see what’s happening beyond educated guesses. They then isolate moments of truth, points of friction and opportunities to innovate based on real journeys that will determine client loyalty.

Empathy

Experience-led businesses believe compassion is a force-multiplier and that anticipating interaction outcomes with empathy will outperform anything. To this end, they study all interactions that matter and plan with a continuous-improvement mindset.

 

Mistakes will always happen and poor experiences are inevitable. Recovery is the lynchpin. Experience-led businesses develop iron-clad recovery models for every interaction.

Design for Memory

All services perish once consumed. Some are remembered, most are not. What do you want your client to remember? Experience-led businesses learn just enough science about client experience memory to ‘hack’ these highly subjective phenomena to their advantage.

Client’s experiences are stored in either ‘episodic’ or ‘semantic’ memory. Services that cannot reach into the experiential level and cannot gain enough distinction in the minds of their clients, are doomed to semantic or procedural memory—or the forgotten.

Savvy, experience-led firms learn to ‘hack’ service experiences so their clients are able to mentally relive each part of their experience with the firm—focusing on the distinctive and valuable elements when they are asked to advocate or refer you to others. This is a difference-maker.

Guiding Principles

  • Clients ≠ customers. We focus on client experience at professional service companies because we believe “clients” are a very special case in customer experience. We help companies build the fundamental skills of designing, developing, and managing great client experiences.

 

  • Focus on the company first. We start every engagement by clearly understanding and framing what our client wants to accomplish. Only then do we begin the research and discovery to learn about the needs and wants of their clients. Many companies do this backwards.

 

  • Manage risk through modularity. We organize all our work in modular pilots: everything from short training sessions to long-term strategic projects. This fully customizable modularity makes it easier for us to test and improve our work, and it minimizes risk for everyone.

 

  • Commit to transparency. We openly share our methods with clients to help them become self-sufficient in this essential work. There is no “black box” magic, just plain-spoken added value.

 

  • Measure value. To assess and improve our results, we take care to measure the meaningful dimensions of our work. We bring this same discipline to our clients and help them measure the value they create for themselves and for their clients.

 

  • Content matters. The content a company produces is an essential—even primary—interface, especially for buyers of professional services. We help companies shape the buyer experience through the design and production of top-shelf content, using infrastructure.

 

  • Integrate & activate. There is a lot of hard work between verbally committing to CX and a fully realized client experience program. To get that work done, we integrate with our clients’ workflow and activate CX initiatives from within, moving through a continuously refined and repeatable process. So we’re always working alongside our clients, even when we’re not on site.

 

  • Culture can change. Company culture is a famously powerful force, but we can deliberately change and improve it. Culture change management is not always an essential part of client experience initiatives, but it’s important to recognize when culture can play an important role.

 

  • Demonstrate technology independence. We are rigorously independent about which technologies and platforms are appropriate. We can work with almost anything, and we always share our knowledge when we learn about new and better tools to use.