Sujay Saha

It's a very popular word. So you would see a lot of, for instance, customer service centers and organizations that call themselves as customer experience centers. I appreciate the notion of it.

I do think like when we think about the responsibilities within the organization around who is carrying the charter of driving that discipline within the organization versus who is the front bearer of the experience that you're delivering to the customers, they're different. For us, a lot of times it starts with the stakeholder with whom we are talking.

I do think like when we think about the responsibilities within the organization around who is carrying the charter of driving that discipline within the organization versus who is the front bearer of the experience that you're delivering to the customers, they're different. For us, a lot of times it starts with the stakeholder with whom we are talking.

I do think like when we think about the responsibilities within the organization around who is carrying the charter of driving that discipline within the organization versus who is the front bearer of the experience that you're delivering to the customers, they're different. For us, a lot of times it starts with the stakeholder with whom we are talking.

So if we are talking to folks who are manifesting a lot of these disciplines, what I would call at the enterprise level to make it real for the customers and employees, we talk to them in a different way around like, hey, how are you thinking about driving the value with the efforts that you're putting and how is that translating into real world experiences that you're creating?

So if we are talking to folks who are manifesting a lot of these disciplines, what I would call at the enterprise level to make it real for the customers and employees, we talk to them in a different way around like, hey, how are you thinking about driving the value with the efforts that you're putting and how is that translating into real world experiences that you're creating?

So if we are talking to folks who are manifesting a lot of these disciplines, what I would call at the enterprise level to make it real for the customers and employees, we talk to them in a different way around like, hey, how are you thinking about driving the value with the efforts that you're putting and how is that translating into real world experiences that you're creating?

Versus when we are talking at the center and a lot of times like the enterprises have functions like chief experience office and chief experience office is essentially like a lot of times like a view of not necessarily the folks who are delivering the experience at the center.

Versus when we are talking at the center and a lot of times like the enterprises have functions like chief experience office and chief experience office is essentially like a lot of times like a view of not necessarily the folks who are delivering the experience at the center.

Versus when we are talking at the center and a lot of times like the enterprises have functions like chief experience office and chief experience office is essentially like a lot of times like a view of not necessarily the folks who are delivering the experience at the center.

at the forefront of it, but are the ones who are curators of discipline, are the curators of, call it like the energy within the organization to drive those on the front line. We work and talk to them in a different way to kind of talk about like, how do you cascade that discipline and energy within the organization itself?

at the forefront of it, but are the ones who are curators of discipline, are the curators of, call it like the energy within the organization to drive those on the front line. We work and talk to them in a different way to kind of talk about like, how do you cascade that discipline and energy within the organization itself?

at the forefront of it, but are the ones who are curators of discipline, are the curators of, call it like the energy within the organization to drive those on the front line. We work and talk to them in a different way to kind of talk about like, how do you cascade that discipline and energy within the organization itself?

Absolutely. I would draw the parallel is how do you essentially impress the CFO that this is an important initiative? This is an important set of initiatives. So this is an important anchor in your set of initiatives that you need to be driving towards. ROI in itself is like a well-accepted term, as you can imagine, in the organizational world. So everybody is looking for it.

Absolutely. I would draw the parallel is how do you essentially impress the CFO that this is an important initiative? This is an important set of initiatives. So this is an important anchor in your set of initiatives that you need to be driving towards. ROI in itself is like a well-accepted term, as you can imagine, in the organizational world. So everybody is looking for it.

Absolutely. I would draw the parallel is how do you essentially impress the CFO that this is an important initiative? This is an important set of initiatives. So this is an important anchor in your set of initiatives that you need to be driving towards. ROI in itself is like a well-accepted term, as you can imagine, in the organizational world. So everybody is looking for it.

I, along with a few of the colleagues in the past, have come up with a concept called return on experience, pretty much to kind of head and answer exactly the question that you're asking. We nickname it as rocks. So ROX is a holistic approach that considers the broader value of customer experience, such as brand loyalty, think about customer retention, think about advocacy.

I, along with a few of the colleagues in the past, have come up with a concept called return on experience, pretty much to kind of head and answer exactly the question that you're asking. We nickname it as rocks. So ROX is a holistic approach that considers the broader value of customer experience, such as brand loyalty, think about customer retention, think about advocacy.

I, along with a few of the colleagues in the past, have come up with a concept called return on experience, pretty much to kind of head and answer exactly the question that you're asking. We nickname it as rocks. So ROX is a holistic approach that considers the broader value of customer experience, such as brand loyalty, think about customer retention, think about advocacy.

How do you bring all of that together into not necessarily a singular metric, but a singular view of all of these metrics together?