Customer Experience

Customer Experience
Designing how the market encounters the company, from first signal through to long-term relationship

Customer Experience
‍Disciplines

The customer experience is a composition of every touchpoint a customer has with a company. Marketing, sales, customer success, support, finance, product. Each contributes to it whether it intends to or not.

From the buyer's side the experience is continuous. From the seller's side it usually shows up as separately managed touchpoints that the customer reassembles into a single judgment.

1 Mapping the journey

‘‘Most B2B buying groups have already ranked their preferred vendors before making first contact. The preliminary favourite wins about three-quarters of the time.’’

Mapping the journey looks at what the buyer actually does in their decision process, from first signal through to long-term relationship. The journey that happens in inboxes, browser tabs, peer conversations, internal Slack threads, before anyone has filled out a form. Where buyers learn what the company exists for. It captures what they compare against, where they hesitate and what signals they pick up from the touchpoints.

Companies describe their workflows in functional terms: marketing generates leads, sales qualifies them, R&D ensures product fit, success retains them. Buyers experience a single continuous relationship that may or may not feel coherent. Where the gap between these two views is widest is usually where commercial performance suffers most.

The average B2B buying group now involves 13 stakeholders across more than one department. Buyers contact a vendor at roughly 60 percent of the way through their decision journey, after most of the comparison work has already happened. Around 80 percent of buyers express dissatisfaction with the supplier they ultimately choose. Most of the journey now happens before the seller is involved.

Our work in practice

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Ongoing

Digital transformation in Medtech

04-03-2026

Enterprise information architecture

Ongoing

Salesforce transformation program

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‘‘Sellers and buyers disagree on what the core problem actually is about half the time. Closing that gap lifts win rates by nearly 40 percent.’’

The output is a redesigned commercial flow that meets the market as a single coherent presence. Positioning that holds across every touchpoint. Content infrastructure that actually moves the buyer's understanding forward. A handoff architecture between marketing, sales, and customer success that stays invisible to the buyer. The systems and data underneath that allow each part of the company to see what the others have seen.
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This redesign forces choices about what the company actually stands for in the market. Sharp positioning lands harder with the buyers it's right for. Broad positioning sits comfortably with many but moves few. The work makes the trade explicit. Where the buyer ends up choosing usually depends more on the clarity of that positioning than on the features the company believes are differentiating.
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Customer experience compounds and each touchpoint adds to or erodes a relationship that may run for years. A 5 percent improvement in customer retention lifts profits anywhere from 25 to 95 percent. The redesign covers acquisition, while the larger leverage usually sits in what happens after the customer has signed

2 Designing the encounter

Our work runs on a five-stage model: an opening period of analysis and planning, then a longer programme turning the plan into structures, processes, technology and new ways of working. The discipline runs through every stage, densest at the start.

‘‘B2B software companies with net revenue retention above 120 percent trade at roughly twice the valuation multiple of those below it.’’

The relationship with the market keeps moving after the redesign launches. New decision-makers join the buying group, competitors reposition, and macro shifts change what customers need from the relationship. Sustaining the redesign means maintaining a rhythm of attention to all of these.

The first months after the new workflows go live test whether it actually holds together in practice. Where customers still feel a handoff, where positioning still drifts between functions, and where data still gets lost between systems. The companies that retain the gains usually treat customer experience as a standing question rather than a project that ends.

Sales reps spend roughly a quarter of their time working around bad CRM data. The accumulating cost of that friction is what the rhythm we set up early is designed to catch.

3 The long view