JC Quintana

I agree.

And, you know, I hate pointing fingers, but I think that I tend to blame vendors, especially technology vendors for that.

Because if you remember back in the days where CRM came out, the idea of CRM was exactly that, customer relationship management.

How do I manage the relationship?

What are the nuances of relationship?

the relationship expectation for each customer segment.

And then slowly, all the way to today, you can't say the word CRM without saying technology blank.

That manages our contacts and stuff, right?

I'm not going to advertise any given one of them, but you know the ones that I'm talking about.

And I think that over time, that has happened with the idea of experience.

It started out with a very simple idea that

whether I'm doing something individually, one-on-one with an individual or with a company or with a brand, by experience, I mean the things that I do to get from point A to point B in a way that is functional, accessible, effective, and connected for me as an individual, right?

Or for my company, if it's a B2B situation.

But now, unfortunately, you say experience, people think methodologies, people think

rating systems.

They think technology for managing the customer experience or CX.

And we've lost a lot of that human component and what it means to real people.

I'm a little selfish here, because as you know, I dive more into the psychology of how people manage expectations, how they set those expectations, negotiate them, et cetera, including

not just the psychology, but the social aspects of managing expectations and the cultural aspects of managing expectations.

So when I define experience, I have to kind of throw that in a little bit.