The document explores the concept of customer experience, emphasizing the alignment of customer expectations with their realities, specifically focusing on the notion that customers buy capabilities rather than products. It discusses the 'jobs-to-be-done' framework, which integrates customer offerings with their needs, and highlights the importance of company-wide collaboration to enhance customer experience. Additionally, it outlines the stages of customer experience from need awareness to need extinction, and the vital role of organic feedback in optimizing customer interactions.

1. Customer Experience Demystified
Expectations, Capabilities & All Hands On-Deck
LYNN HUNSAKER
CHIEF CUSTOMER OFFICER

2. ClearAction Continuum
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When a customer’s reality is less than their expectations:
. . . they look at it as a poor customer experience.
When a customer’s reality matches their expectations:
. . . they look at it as a good customer experience.
It’s All About Expectation Sets

3. ClearAction Continuum
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Select Get Use
Capability
Customer Experience = Reality ÷ Expectations
Customers’ Realities versus Expectations
Customer experience excellence
is about perceived realities across everything
customers employ to select, get, and use your solution,
toward achieving the capability they’re seeking

4. ClearAction Continuum
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Customers Buy Capabilities (Not Product per se)
Capabilities
Every purchase is about a
capability
• To relax
• To be entertained
• To avoid pain
• To grow
• To live
• To make money
(serve B2B customers)
(What a Customer Wants)

5. ClearAction Continuum
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What You Sell is a Means Toward Capabilities
Capabilities
Your offerings are a
means-to-an-end
• To relax
• To be entertained
• To avoid pain
• To grow
• To live
• To make money
(serve B2B customers)
Your Offerings / Solutions
(What a Customer Wants)
(Means-to-an-End)

6. ClearAction Continuum
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Capabilities Are Customers’ “Jobs-to-be-Done”
Capabilities
We buy because
we have a
job-to-be-done
• To relax
• To be entertained
• To avoid pain
• To grow
• To live
• To make money
(serve B2B customers)
Your Offerings / Solutions
(Customer’s Job-to-be-Done)
(Means-to-an-End)

7. ClearAction Continuum
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A “Job-to-be-Done” Integrates Various Things
Capabilities
A customer’s job-to-be-done
integrates
your offering with other …
Your Offerings / Solutions
(Customer’s Job-to-be-Done)
(Means-to-an-End)
Integrated with
Other Things
• People
• Processes
• Products
• Services
• Technologies
This is the bedrock of customer expectations

8. ClearAction Continuum
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When Does Customer Experience Begin/End?
Need
Awareness
Need
Extinction
Capabilities
(Customer’s Job-to-be-Done)
Customer experience
begins
when a customer is aware
of needing a capability
Customer experience
ends
when a customer no longer
perceives need the need
for that capability
… as opposed to company-announced obsolescence
or the last interaction with the company

9. ClearAction Continuum
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What Drives Customer Expectations?
Need
Awareness
Need
Extinction
Capabilities
(Customer’s Job-to-be-Done)
Circumstances
that trigger
need awareness
create an expectation set
for a customer
Circumstances
A customer may have a
different expectation set
for each circumstance
• Aspirational
• Corrective
• Risk avoidance
• Other
Segmenting customers by “expectation sets” streamlines what it takes to “manage to expectations”

10. ClearAction Continuum
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What Are Customer Expectations?
Need
Awareness
Need
Extinction
Capabilities
(Customer’s Job-to-be-Done)
Built-in judgments
measure goodness of
functional & emotional
needs toward achieving the
capabilities
Circumstances
Functional:
• Does it build the capability?
Emotional:
• Any personal consequences?
• Any social consequences?
Emotional
Functional
This is why organic customer feedback is so valuable to drive action company-wide

11. ClearAction Continuum
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Need
Awareness
Need
Extinction
Capabilities
(Customer’s Job-to-be-Done)
Circumstances
Emotional
Functional
Everything Has a Ripple Effect on Customers
Product Service
Business Model
Affinities Convenience
Policies Processes
Culture
Your Offerings / Solutions
(Means-to-an-End)
This is why “all-hands-on-deck” company-wide is necessary for customer experience excellence

12. ClearAction Continuum
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“Jobs-to-be-Done” = A Guiding Light to All
Customers’ desired capabilities & integrations
are the growth-promoting context for roles company-wide.
Most roles are typically viewed in a revenue context, or simply for the sake of completing tasks.

13. ClearAction Continuum
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Customer Experience
Customers’ realities in selecting, getting, and using a solution
that enables a capability they want.
Customer Experience Management
Discipline of treating your customer relationships as assets
with the goal of engaging customers as brand advocates.
Customer Experience Optimization
Natural customer passion for a brand
through company-wide alignment with buyer priorities
for enduring revenue and profit growth.
Customer Experience Enablement
Bridge between voice-of-the-customer & customer engagement
to earn trust, loyalty, and enduring profit growth.
.
Customer Experience Defined

14. ClearAction Continuum
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Customer Experience ROI Building-Blocks
All blocks work in tandem to maximize & sustain business results.
Left-right flow. Start simply with a stepping stone in each block; build maturity over time.
Customer experience excellence is a way of life and an ongoing internal journey as market forces evolve.
https://clearaction.com/cx-success-factors/

15. ClearAction Continuum
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Customer Experience ROI Success Factors
In our 4-year study, companies with these practices tended to have stronger business results.

16. ClearAction Continuum
Customer value performance momentum