Imagine, for a moment, that every customer touchpoint had a stock price. Each time a customer engaged with your brand, visiting your website, speaking to an agent, opening an invoice, returning a product, that interaction would be listed on a market board with a visible valuation

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Introducing the framework of Experience Market Value which treats every CX touchpoint as a tradable asset with volatility, risk-adjusted return, and dynamic market valuation

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This article explores why companies struggle to adapt to AI disruption and how Customer Experience (CX) can evolve through ambidexterity and elasticity to drive growth.

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Over the past decade, we’ve witnessed repeated attempts to bring the CMO back into the strategic core. And yet, time and again, they’ve been sidelined, either edged out by Chief Growth Officers, overwhelmed by tech transformation, or boxed into “brand” instead of business.

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AirBnb, long heralded as a Silicon Valley success story, suddenly found itself fighting for survival. What followed, however, was not simply a recovery, it was a reinvention, and one that exemplifies the essence of Experience-Driven Growth Model as outlined in The Elastic Future of CX (Burggraaf, 2025).

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The problem isn't that CX doesn't matter. It does. But CX has struggled to prove it matters enough when times get hard. It has failed to embed itself into the financial and operational DNA of the enterprise. It’s been marketed as mission-critical but managed like a soft program. And as a result, it’s become disposable.

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In a world where customer expectations evolve faster than business models can keep up, many organizations still treat Customer Experience (CX) as a secondary function, an afterthought behind sales, operations, or marketing. But the reality is clear: customer experience, when designed strategically, is not a cost center. It’s a growth engine

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CX as a Strategic asset rather than a Cost center – the concept of CX Diminishing returns and how to find the tipping point (spoiler alert, NPS is not a good indicator)….

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Products and services can be copied or improved upon by competitors, but a well-executed Customer Experience strategy builds long-term relationships that are resilient to competitive pressures. Read more why CX is a crucial strategic element for organizations.

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Customer Experience (CX) has emerged as a cornerstone of modern business strategy, driven by its potential to enhance customer satisfaction, loyalty, and advocacy (Lemon & Verhoef, 2016; Homburg et al., 2017). And most of the organizations invest heavily in designing seamless and memorable experiences to differentiate themselves in competitive markets.

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Competitive advantage grows fundamentally out of value an organization can create for its buyers that exceeds the organizations cost of creating it. Value is what buyers are willing to pay, and superior value stems from offering lower prices than competitors for equivalent benefits or providing unique benefits that more than offset a higher price

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CX has become a critical topic in boardrooms. Discover why CX is a key strategic priority for organizations aiming for long-term success and how it directly impacts financial results. So, don't dash CX first if things go different

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When breaking down customer experiences, there are three categories. An expected experience, a live perceived experience and a memorized experiences. A bit of an open door probably, but it is important to understand the customers expected experience otherwise you will be quite off when preparing and delivering to the customer.

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