JC Quintana

Because the foundation of whether or not we even have the ability to deliver on expected expectations goes back to our business model, right?

The business model generation, all that amazing work that also Weiler has done and continues to do that says there's very specific blocks

One of those blocks is the relationship, but you cannot make decisions about the relationship and the kind of experiences you're going to deliver until you figure out if your value proposition aligns with the right customer segments and whether or not you have the money, the people, the resources, the partnerships aligned.

and the right activities that are going to allow you to deliver on the expected experience for that customer segment.

And we kind of like just fly right over that.

We kind of skip right over that and we go to, oh my gosh, what should this experience feel like?

What should this experience be like?

Who's going to be in charge?

Do we need a CXO to be in charge of that?

And experience doesn't belong to the CXO or to the CX team.

Experience belongs to all of us.

It's got to be first a foundation of understanding.

And I hate saying it's so crude, right?

But it's a reality.

First, the reality of what can our business model really afford to do?

based on the expectations of the customer segments that we serve well, that best align with our value proposition, then you can start the experience engineering process.

But to your question, I think that the biggest mistake we make today and what we've lost our way is that we made experience not an additive, but we made it the main ingredient.

That's not true.

Our business model is the main ingredient.

And based on our business model, we can make determinations of experience as an additive, and we can define what that experience means to each of the people that our value proposition is designed to serve.