Category Archives: Customer Experience

Turning Around Declining Customer Satisfaction

GUEST POST from Shep Hyken

One of our subscribers asked, “How can I reverse our company’s declining customer satisfaction ratings?”

Not knowing specifics about the company, its customer feedback, how long the scores have declined, and other details makes it a difficult question to answer. Still, I felt compelled to share something that could help. What I came up with is a list of three “to-dos” that any company should use to find out what’s causing a downward trend.

As I was writing down my ideas, I realized that this list could also be used to find out what is causing customer satisfaction to go up. After all, don’t you want to know why customers are happy – and then do more of the same? Think about that as you read my short list. With that in mind, we’ll focus on the question of declining customer satisfaction.

Feedback Collection Cartoon Shep Hyken

My first response was three words: Find the friction!

Often, there are specific places in the customer’s journey that cause a drop in satisfaction. I refer to those as friction points. We want to eliminate or at least mitigate them. So how do you find these places? Three ideas:

1. Mystery shop your company. If you want to find out what customers experience, become a customer of your own company. Find out what customers experience during busy times, how long they have to wait on hold, how long it takes for someone to respond to an email and more.
2. Ask your customers. Get feedback through surveys and direct communication. When you hear about a complaint, follow up directly with the customer to learn more. Don’t assume it’s a one-off situation. If it’s happening to one customer, it could happen to many.
3. Ask your employees. The people working the front line, which includes the customer support team, salespeople and anyone else who interacts directly with customers, hear customer comments, both good and bad. Have ongoing conversations with front liners to learn what they are hearing.

Learning what customers are experiencing firsthand and having conversations with customers and employees is far different than reading a report. There’s nothing wrong with a report, and I advocate for that as well, but why not both? And once you have the information, don’t just talk about it. Do something about it. Find where there’s friction. Learn what makes customers unhappy. Change what needs to be changed. Then, watch for a trend of declining complaints and start to reap the benefits of rising customer satisfaction.

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Boring AI is the Key to Better Customer Service

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Boring AI is the Key to Better Customer Service

GUEST POST from Shep Hyken

Boring can be a good thing. When something works the way it’s supposed to, it shouldn’t be a surprise. There shouldn’t be friction or drama if a customer has a problem or wants a question answered. It should just be easy. And when it comes to customer service, “easy” and “boring” are good. The experience should just happen the way the customer wants it to happen. You might call that boring. I call that excellent.

That was the beginning of a conversation I had with Damon Covey, general manager of unified communications and collaboration for GoTo, on Amazing Business Radio. GoTo is one of the leading cloud communications companies, providing software and solutions to companies of all sizes and helping them implement AI systems that work, without the complexity and stress that can come from new technology. Covey’s goal for our conversation was to demystify AI, cutting through the noise and complexities of flashy AI and taking it down to a practical level. Boring was the word he liked to use, emphasizing it should be easy, simple and uncomplicated.

In our discussion, Covey said that large companies used to make six- and seven-figure investments to implement AI. Today, AI technology is far superior and, at the same time, much less expensive, so even the smallest companies can afford it. They can get advanced technology for hundreds of dollars, not hundreds of thousands of dollars. Covey said, “For example, a small bike shop or an automotive dealership can now provide the same advanced customer service options as large corporations.” With that in mind, here are the main takeaways from our conversation:

Conversational AI

Until recently (within the past two or three years), a basic chatbot had to follow pre-set rules. Conversational AI provides a much broader opportunity, allowing a computer to interact with people in a natural, human-like manner. Today, AI can understand and respond to customers’ questions and issues with much more flexibility. It has the capability to recognize different languages and understand fumbled phrases, much like a human would. By using conversational AI, businesses can provide 24/7 service, allowing them to respond to customer queries and schedule appointments even when the customer contacts them outside of regular business hours.

Treat AI Like a Team Member

If you hire a new employee, you train them. Treat your AI solutions the same way. Covey said that, similar to training an employee, you need to set specific parameters and provide the AI with the necessary information to ensure it stays within the scope of your business requirements. He emphasized the importance of making sure the AI only draws from the information provided by your business, such as your website, FAQ pages, product manuals, etc., rather than pulling from a source outside of your company, to maintain accuracy and relevance. Covey said that AI should be continuously optimized and trained over time to improve its performance, much like you would train and coach a human employee to expand their capabilities.

Productivity: Automating Processes

Covey talked about automating processes. Anything you do more than three times can be a candidate for AI automation. For example, AI can integrate with a business’ telecommunications system to automate the process of taking notes during calls. It can then summarize the call, put the information into the customer’s record and create a list of next steps, if appropriate. This is a simple function that helps employees be more productive. Instead of an employee typing notes and summarizing the call, AI can handle the task so the employee can move on to helping the next customer.

Augmenting the Business

AI can help businesses do things they don’t normally do, such as remain open for certain functions (like customer support) after hours. It can act as an after-hours receptionist, answering phone calls, setting appointments or providing basic information to customers after business hours. That turns a business that’s typically open during traditional hours to a 24/7 operation.

It is Easier Than You Think

At the end of the interview, Covey dropped a nugget of wisdom that is the perfect way to close this article. For many, especially smaller organizations, deciding what technology to use and how to best use AI can be a daunting decision. It shouldn’t be. Covey says, “Start with the problem you want to solve, and solve for that problem.” He added that you should start using the technology for small problems. Once you understand how it works, the more complicated issues will be easier to solve for.

And that brings us back to where we started. AI doesn’t need to be complicated or flashy. It should be boring—in a good way. Start small, focus on one problem at a time and let AI do what it’s supposed to do: make customer service easier and more efficient. When done right, your customers won’t be amazed by the AI—they’ll just be amazed by how easy it is to do business with you.

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This article was originally published on Forbes.com

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Are Your Customers’ Calls Actually Important?

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Are Your Customers' Calls Actually Important?

GUEST POST from Shep Hyken

Recently, I wrote an article about the customer service farce. One of several examples I shared was the line we often hear when calling customer support: “Your call is very important to us.” When we hear it, we hope it’s true. We hope it means that the company is going to respect our time, that someone will pick up the call quickly (versus being put on hold for an unreasonable amount of time), and that the agent we talk to will have the knowledge and skills to answer our question or resolve our complaint, and we’ll not have to repeat our story again and again.

In our most recent customer service and customer experience (CX) research, we asked a number of questions about contact centers that convey the message, “Your call is very important to us.” The answers will make you smile – maybe even laugh. I’ve shared some of these findings from surveys from the previous year. Here are the latest with a couple of new ones:

Cleaning the Toilet: Nearly four out of 10 customers (39%) say they would rather clean a toilet than call customer support. (That’s gross!)
A Root Canal Is Better Than This: A third of U.S. customers (34%) would rather visit the dentist than call customer support. (That’s painful!)
Dinner with In-Laws: Half of the customers (53%) say they would rather have dinner with their in-laws than call customer support. (That could be painful, too!)
Glossophobia (The Fear of Public Speaking): Even though speaking in public is one of the greatest fears, often ahead of death, one in four customers (26%) would rather speak in front of an audience of 1,000 than call customer support. (Yikes, that’s scary!)

But seriously … as humorous as some of these findings are, there’s some truth behind them. Consider these three findings from this year’s report:

Half of U.S. customers (51%) say that when they call customer support with a question or to resolve a problem, the company does not value their time.
And speaking of respecting time, over half of the customers we surveyed (55%) say they stopped doing business with a company or brand because it kept them on hold for too long.
Six out of 10 customers (63%) say they have stopped doing business with a company because of the inability to connect with someone from customer support. </li?

It sounds like I’m being negative, but the reality is that this information gives me hope – for the companies that get it right. The more serious findings mean that more than half of customers are ripe to switch companies, and if you’re doing it right, they are hopefully going to switch to you.

Whether your company has just a few dedicated employees to support your customers or a large contact center, this information and the opportunities we take from it are applicable to you. Your customers deserve attention and respect. Don’t make them feel as if their call is NOT very important to you!

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This article was originally published on Forbes.com

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The Experience Nexus

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Integrating an XMO with Customer, Employee and Partner Advisory Boards

The Experience Nexus - Integrating an XMO with Customer, Employee and Partner Advisory Boards

by Braden Kelley and Art Inteligencia

In today’s fiercely competitive landscape, merely meeting expectations isn’t enough; delivering exceptional experiences is the non-negotiable standard. Customers demand seamless, intuitive journeys. Employees seek engaging, meaningful work that fosters growth. Partners require transparent, collaborative relationships that drive mutual success. As a human-centered change and innovation thought leader, I advocate for a truly holistic approach: the Experience Management Office (XMO). However, an XMO, while powerful in its own right, truly achieves its potential when it’s synergistically integrated with the invaluable, unfiltered insights derived from Customer, Partner, and Employee Advisory Boards. This integration forms a dynamic “experience nexus” of feedback and action, ensuring that experience strategies are not just internally conceived, but genuinely co-created and reflective of the voices that matter most.

The Strategic Imperative of the Experience Management Office (XMO)

Historically, organizations managed customer experience (CX), employee experience (EX), and often partner experience (PX) in isolated silos. This fragmented approach frequently led to inconsistent experiences and missed opportunities for cross-functional improvements. The XMO emerges as the strategic orchestrator, unifying these disparate efforts under a single, cohesive umbrella. Its core mandate is to ensure consistency, proactively identify and eliminate friction points, and drive continuous improvement across all critical touchpoints for every stakeholder. An effective XMO establishes robust methodologies, deploys standardized tools, provides clear governance, and acts as a central repository for all experience data, translating raw insights into prioritized, actionable initiatives.

“An XMO, while powerful in its own right, truly achieves its potential when it’s synergistically integrated with the invaluable, unfiltered insights derived from Customer, Partner, and Employee Advisory Boards.”

Amplifying Voices: The Power of Advisory Boards

While the XMO provides the essential strategic framework and operational discipline, advisory boards inject the authentic, ground-level voice of your critical stakeholders. They offer invaluable qualitative feedback that complements quantitative data.

Customer Advisory Boards (CABs): Comprising your most engaged and influential customers, CABs provide unfiltered feedback on product utility, service delivery, and overall brand perception. They offer a direct window into evolving customer needs, emerging pain points, and often highlight competitive shifts or significant unmet market opportunities. Their strategic input can be a game-changer for product roadmaps and service enhancements.
Partner Advisory Boards (PABs): For organizations deeply reliant on a robust ecosystem of distributors, resellers, integrators, or technology alliances, PABs are indispensable. They offer critical insights into channel effectiveness, the viability of joint go-to-market strategies, and operational friction points that directly impact mutual profitability and success. A strong PAB can foster greater collaboration and loyalty.
Employee Advisory Boards (EABs): Your employees are the living embodiment of your organization’s culture and processes. They are on the front lines, experiencing internal systems and customer interactions firsthand. EABs provide invaluable, real-time feedback on workplace culture, operational inefficiencies, the effectiveness of internal tools, and the direct impact of leadership decisions on morale, productivity, and retention. They serve as both early warning systems and fertile ground for grassroots innovation within the Employee Experience (EX).

The Experience Nexus: From Feedback to Breakthrough Innovation

The true magic of this holistic model is realized when the XMO functions as the intelligent central hub, systematically receiving, synthesizing, and acting upon the rich insights generated by these diverse advisory boards (the strategic spokes). This creates a dynamic, continuous improvement loop, and crucially, an engine for genuine innovation. The XMO’s role goes beyond just operational excellence; it becomes a powerful catalyst for change. By gathering and cross-referencing insights from all three boards, the XMO can identify truly breakthrough opportunities that a siloed approach would miss. It’s in the intersection of these diverse perspectives that the most profound insights for innovation emerge.

Structured Feedback Ecosystem: The XMO establishes formalized, yet flexible, processes for advisory boards to submit feedback. This ensures insights are consistently captured, meticulously categorized, intelligently prioritized, and seamlessly routed to the most relevant internal product, service, or operational teams.
Holistic Data Synthesis & Analysis: The XMO’s analytical capabilities are crucial here. It collates and cross-references qualitative insights from the advisory boards with quantitative experience data (e.g., NPS, CSAT, CES, employee engagement scores, churn rates, partner revenue contribution). This holistic analysis identifies systemic trends, uncovers root causes, and validates hypotheses across the entire experience landscape.
Actionable Insights & Strategic Prioritization: Armed with synthesized, validated data, the XMO plays a pivotal role in guiding leadership to prioritize experience initiatives. It ensures resources and effort are strategically allocated to areas that will deliver the most significant, cross-cutting impact across customer, employee, and partner journeys, driving maximum business value.
Innovation Acceleration: This is where the nexus truly shines. The XMO facilitates cross-functional “insight sharing” workshops, where product, engineering, and design teams are exposed directly to the synthesized feedback. For example, a common pain point from a Customer Advisory Board might be the lack of a specific feature, while an Employee Advisory Board highlights a related internal operational inefficiency, and a Partner Advisory Board reveals a similar competitive gap. When these three insights are combined, they don’t just solve a single problem; they can reveal a massive market opportunity for a new product, service, or business model. The XMO’s role is to identify and champion these “aha!” moments, channeling them directly into the innovation pipeline.
Transparent Closed-Loop Communication: Perhaps most critically, the XMO champions and facilitates regular, transparent communication back to the advisory boards. This demonstrates precisely how their invaluable feedback is being utilized, outlining the tangible progress of implemented initiatives, and celebrating the impact of their contributions. This transparency is vital; it builds deep trust, reinforces the perceived value of their participation, and encourages continued engagement.

Case Study 1: Global SaaS Provider – Unifying the Ecosystem Experience

From Fragmented Insights to Integrated Ecosystem Enhancement

A global B2B SaaS company faced challenges with inconsistent product adoption and suboptimal channel partner engagement. Their existing structure meant customer feedback was managed by the CX team, HR handled employee surveys, and the partner team conducted informal check-ins. This siloed approach led to fragmented insights and disjointed solutions, impacting their overall ecosystem health.

Recognizing the need for a unified strategy, they established a dedicated Experience Management Office (XMO) reporting directly to the Chief Operating Officer. The XMO’s clear mandate was to integrate and elevate all experience initiatives. Concurrently, they formalized their existing Customer Advisory Board (CAB) and launched a new, strategically focused Partner Advisory Board (PAB). The XMO developed a comprehensive quarterly insights report, meticulously combining feedback from the CABs, PABs, and internal employee surveys. A consistent, critical theme emerged from this integrated analysis: the onboarding experience for new customers and channel partners was clunky, inconsistent, and often frustrating across different product lines.

Leveraging this precise feedback, the XMO facilitated cross-functional workshops involving product development, sales, marketing, and customer support teams. This collaborative effort led to the rapid development and deployment of a unified onboarding platform and standardized, role-based training modules. The XMO rigorously tracked key metrics such as “time-to-first-value” for new customers and partner activation rates. Within 18 months, customer satisfaction scores related to onboarding surged by 25%, and partner-led sales increased by a remarkable 15%, demonstrating the profound, tangible benefits of integrating diverse external and internal voices through a centralized, action-oriented XMO.

Key Takeaway: A centralized XMO, fed by structured CAB and PAB insights, can drive enterprise-wide improvements in critical customer and partner journeys, leading to measurable business growth.

Addressing Inherent Challenges and Ensuring Success

Integrating an XMO with robust advisory boards, while incredibly powerful, is not without its inherent hurdles. Proactive mitigation strategies are essential:

Securing Executive Buy-in: This foundational step requires senior leadership to not only champion the XMO’s creation but also to genuinely value and act upon the feedback from advisory boards. Mitigation: Develop a compelling business case, demonstrate clear ROI by linking experience improvements directly to key business outcomes (e.g., revenue growth, cost reduction, retention), and involve executives directly in initial board meetings.
Resource Allocation: Establishing, staffing, and effectively maintaining both a strategic XMO and active advisory boards demands dedicated human and financial resources. Mitigation: Start small and iterate. Begin by focusing on the most critical experience touchpoints, prove incremental value, and then scale resources as the benefits become undeniable and quantifiable.
Preventing “Feedback Fatigue”: Advisory board members are busy, valuable individuals. Ensuring they feel their time is genuinely valued and their feedback consistently leads to tangible action is paramount. Mitigation: Maintain rigorous closed-loop communication, provide transparent updates on progress, celebrate their contributions publicly, and respect their time with concise, focused agendas and clear pre-reads.
Translating Insights into Action: Moving from qualitative feedback to concrete, measurable organizational actions can be complex and requires strong analytical and change management capabilities. Mitigation: The XMO must employ robust analytics, facilitate strong cross-functional collaboration to dismantle silos, and define clear ownership for implementing improvements.

Case Study 2: Regional Retail Bank – Synergistic Employee & Customer Elevation

Transforming Branch Operations Through Integrated Feedback

A prominent regional retail bank was grappling with a concerning decline in customer satisfaction related to in-branch service, compounded by alarmingly high employee turnover, particularly among its front-line tellers. Despite various internal initiatives, leadership struggled to pinpoint the true underlying root causes of these intertwined problems.

In response, the bank strategically established an XMO reporting within its operations department. Crucially, they simultaneously launched an active Employee Advisory Board (EAB), comprising a diverse cross-section of tellers, branch managers, and key back-office support staff. The EAB quickly identified several critical pain points: severely outdated core banking software leading to protracted transaction times, unclear escalation paths for complex customer issues, and insufficient, infrequent training for new product offerings. In parallel, the bank’s existing Customer Advisory Board (CAB) provided consistent feedback echoing concerns about excessive wait times, perceived inconsistencies in service quality, and a lack of personalized interaction.

The XMO proved to be the indispensable bridge. It meticulously analyzed the EAB’s feedback on software inefficiencies and training gaps, cross-referencing it with the CAB’s complaints about wait times and service quality. This integrated analysis revealed a direct, causal correlation: internal operational friction points directly translated into poor customer experiences. The XMO then championed a high-priority, cross-departmental project to modernize the core banking software, streamline digital workflows, and introduce a comprehensive, tiered training program for all branch staff, directly based on EAB recommendations. Regular, transparent updates on progress were provided to both advisory boards, reinforcing their critical role. Within a single year, teller turnover decreased by a remarkable 20%, and customer satisfaction with in-branch service experienced a significant, measurable improvement, unequivocally validating the transformative power of integrating direct employee insights into holistic customer experience enhancements.

Key Takeaway: Integrating EAB insights with CAB feedback via an XMO reveals systemic issues, leading to co-created solutions that dramatically improve both employee and customer experiences.

Conclusion: The Future of Holistic Experience Leadership

The strategic integration of a proactive Experience Management Office with thoughtfully structured Customer, Partner, and Employee Advisory Boards represents the pinnacle of human-centered innovation and leadership. This powerful nexus creates a robust, empathetic, and continuous feedback ecosystem that not only informs and validates but also dynamically refines an organization’s entire experience strategy. It ensures that all strategic decisions and operational improvements are profoundly grounded in real-world perspectives, fostering deeper trust across all stakeholder groups, accelerating the pace of meaningful innovation, and ultimately driving sustainable, differentiated growth. For leaders aspiring to truly excel in the experience economy, this holistic, integrated approach is not merely an option—it is an undeniable imperative. It’s about orchestrating a diverse symphony of voices to create a harmonious, compelling, and continuously improving experience for everyone involved, building loyalty and advocacy from the inside out.

Contact me if you’re interested in working together to build or enhance your Experience Management Office (XMO).

Accelerate your change and transformation success

Content Authenticity Statement: The ideas are those of Braden Kelley, with a little help from Google Gemini to shape the article and create the illustrative case studies.

Image credit: Unsplash

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Transforming Metrics into Action

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Customer Experience (CX) Leaders At Verizon, Autodesk And Prudential Are Going Beyond NPS

Transforming Metrics Into Action

GUEST POST from Shep Hyken

Is Net Promoter Score (NPS) still relevant? How can you transfer insights and data into meaningful actions? And how do you hire the right people to meet your Keep Performance Indicators (KPIs) and success metrics? Those were the questions I asked a panel of esteemed executives at a LinkedIn Live interview.

The guests were Brian Higgins, chief customer experience officer at Verizon Consumer, Elisabeth Zornes, chief customer officer at Autodesk, and Abhii Parakh, head of customer experience at Prudential. Their answers are important to any leader making decisions that impact the customer experience.

NPS Is A Foundational Metric, But Its Role Is Evolving

NPS is a powerful metric when used properly. It’s a simple question that determines whether a customer likes you enough to recommend you. From that single question, a follow-up question could seek further insight or action can be taken to improve what’s not working and elevate what is working. So, the first question I asked was about using NPS as a primary metric.

Parakh led off by saying, “No metric is perfect. Whether it’s NPS or something else, it’s always about a combination of tactics and measurements to get the insights on what our customers and advisors want. … We run the numbers on how much more value is being driven by our promoters or passives versus detractors, and we see a very meaningful connection between the two.” He cited three key benefits: effectively tracking long-term relationships, correlation with growth metrics and providing actionable insights.
Higgins said that Verizon uses NPS to benchmark in two important places. He said, “I want to look at how we are benchmarking against the competition and then against ourselves.” He looks at three areas: one, is Verizon growing or churning? The second is measuring interaction, both digital and with their reps. The third is taking a look at the overall health of the business. And in addition to measuring customer satisfaction, Verizon also uses NPS for employee satisfaction. If employees aren’t happy, the customer is going to feel it.
Zornes uses the measurement to strike a balance between Autodesk’s long-term relationships and direct engagement. She explained, “NPS is a great, long-lasting customer impression measurement for services, solutions and products, but we are in the age of digital first engagements, so we, of course, also measure specific moments in the digital journey along with customer effort scores.” While NPS is a foundational metric at Autodesk, they also use the Deloitte Trust ID to assess transparency, capability, reliability and care.

Bring Numbers To Life Through Employees

Competition turns companies and their products into commodities. All three companies represented on the panel have competition. Assuming the products and services do what they are supposed to do and meet their customers’ needs, what differentiates them from competitors is experience. Often, that experience is driven by employees. The next question focused on the hiring criteria that align with CX KPIs.

Zornes said, “The internal team and culture are really what determines the customer experience for our customers. So it’s absolutely critical we bring the right talent on board and foster it accordingly.”
Higgins focuses on three big areas for hiring. First, Verizon wants a wide range of experience and knowledge. Second, they want employees to act as “CX detectives,” meaning they never let small details get by. Listen and pay attention to the customer feedback and recognize the power of the details. Third, and what Higgins says is most important, is empathy. “A little voice in the back of your head says, ‘I don’t know if the customer is right, but that doesn’t matter. You’ve got to believe in them and make it right for them.’”
Parakh says, “It’s super important for any customer-facing role. But I would also say that in addition to customer experience roles, I think that a customer-obsessed mindset is important for any business role. It’s not just the CX team. I think customer experience is everybody’s job. So, across the company, we need to be looking for folks who have empathy for the customer, a growth mindset and familiarity with CX, as well as business knowledge.”

Rethinking How Technology And People Support CX

As the CX landscape evolves with new technology, so do the roles of employees. How do these three iconic brands rethink talent development to support the team’s ability to deliver an exceptional experience?

Higgins kicked off with a call back to Parakh’s comment about CX being everyone’s job. “If everyone owns CX across the company, it also means they have to get comfortable with the new sets of tools we’re putting in place. I think about AI, gen AI and agentic AI. You have to make sure employees are comfortable with these new tools that are engaging directly with customers.”
Parakh emphasized the importance of keeping up and changing with the times. “You can’t survive for 150 years by doing what you’ve always done. We’ve been through multiple stock market crashes and multiple pandemics, and we’ve done that by constantly reinventing, so when it comes to talent, we have to have the same mindset. Everybody in the company, starting from the top leadership, has to understand where things are going because everything is changing so fast.”
Zornes believes that the future is now. “AI is not coming. AI is here. And with that, there is a huge opportunity to really convert those transactions that we might have done in the past to a more smooth and self-service experience. … Some of the profiles of what jobs looked like in the past, what they look like now and what they will look like in the future continue to evolve.”

The future of customer experience lies at the intersection of meaningful metrics, empathetic teams and evolving technology. As Higgins, Zornes and Parakh shared in their answers, success comes not from any single measurement tool but from creating integrated systems that consistently detect, analyze and improve the interactions customers have with the brand. And when you add the right people who are able to demonstrate empathy, curiosity and adaptability, you have a winning combination of KPIs, technology and people that gets customers to say, “I’ll be back!”

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This article was originally published on Forbes.com

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The Unsung Heroes of Culture

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Employee Experience Advisory Boards and the XMO

The Unsung Heroes of Culture - Employee Experience Advisory Boards and the XMO

by Braden Kelley and Art Inteligencia

We live in an age where the war for talent is fiercer than ever, and employee engagement surveys, while useful, often feel like a lagging indicator. Organizations are realizing that a truly thriving culture isn’t built from the top down alone, nor can it be accurately measured by a single annual pulse check. To genuinely understand and nurture the employee experience, you need to go beyond surveys. You need a dedicated, empowered voice from within the ranks: the Employee Experience Advisory Board (EXAB).

For too long, the ‘people’ aspect of business has been relegated to HR, often seen as a cost center rather than a strategic imperative. But the truth is, the employee experience *is* the customer experience. It *is* the innovation engine. And it *is* the foundation of a resilient, high-performing organization. This is where the EXAB, working hand-in-hand with an Experience Management Office (XMO), becomes not just a nice-to-have, but a strategic necessity.

Why an Employee Experience Advisory Board?

An EXAB is a diverse group of employees, representing various levels, departments, and demographics, who serve as a living, breathing feedback loop for the organization. They are the frontline observers, the informal leaders, and the unvarnished truth-tellers who can articulate the nuances of the daily employee journey. Their value stems from several key areas:

Authentic Insights: Surveys tell you *what* happened; an EXAB tells you *why* and *how it felt*. They provide qualitative data that quantitative metrics often miss.
Early Warning System: They can spot emerging issues, potential pain points, and cultural shifts long before they escalate into widespread problems.
Design Thinking in Action: By involving employees in the design of their own experience, you foster a sense of ownership and co-creation. This moves beyond ‘listening’ to ‘co-creating.’
Bridging the Gap: EXABs serve as a crucial bridge between leadership and the broader employee base, fostering trust and transparency.
Innovation Catalysts: A positive employee experience directly fuels innovation. Engaged employees are more likely to contribute ideas, take risks, and collaborate effectively.

Integrating with the Experience Management Office (XMO)

While an EXAB provides invaluable insights, these insights must be acted upon systematically. This is where the Experience Management Office (XMO) comes in. An XMO is a centralized function dedicated to orchestrating, measuring, and improving all experience touchpoints – be they customer, employee, or partner. When an EXAB and XMO collaborate, a powerful synergy emerges:

The EXAB identifies opportunities, pain points, and innovative solutions directly from the employee perspective.
The XMO then takes these insights, analyzes them within the broader experience ecosystem, prioritizes initiatives, allocates resources, and implements changes. They provide the strategic framework and operational muscle.
The EXAB, in turn, can serve as a testing ground for proposed solutions and provide real-time feedback on their effectiveness, ensuring that changes resonate with the employee base.

Think of it this way: the EXAB are the eyes and ears on the ground, providing rich, contextual intelligence. The XMO is the brain and hands, translating that intelligence into actionable strategy and execution across the entire experience landscape. Without the EXAB, the XMO risks making decisions in a vacuum. Without the XMO, the EXAB’s valuable insights might remain unacted upon.

Case Studies in Collaboration: EXAB + XMO in Action

Case Study 1: “Ignite” at a Global Tech Giant

A major technology company, facing increasing attrition rates and feedback indicating a disconnect between leadership vision and daily employee reality, established an EXAB they called “Ignite.” Comprising 25 employees from diverse roles, Ignite met monthly with the newly formed XMO. One of Ignite’s early observations was a pervasive feeling among junior engineers that their ideas weren’t heard and that career progression was opaque. The XMO, informed by Ignite’s granular feedback, launched a series of “Innovator’s Guild” workshops, providing a structured forum for idea submission and mentorship. Simultaneously, they revamped career pathing resources and introduced a transparent internal mobility portal. Within 18 months, not only did attrition rates for junior engineers drop by 15%, but the company also saw a 20% increase in patent submissions directly linked to ideas generated through the guild. The EXAB’s qualitative insights directly fueled the XMO’s strategic interventions, leading to measurable improvements in both culture and innovation output.

Case Study 2: “CareConnect” at a Healthcare Provider

A large healthcare network, grappling with burnout among its nursing staff and a perceived lack of voice, established “CareConnect,” an EXAB specifically for frontline healthcare professionals. Their XMO, initially focused primarily on patient experience, quickly realized the inseparable link between employee well-being and patient outcomes. CareConnect highlighted critical issues such as inefficient shift scheduling, inadequate break facilities, and a desire for more mental health support. The XMO, leveraging this input, implemented a new AI-driven scheduling system that gave nurses more control, redesigned break rooms into “recharge zones,” and launched a comprehensive mental wellness program with on-site counselors. The impact was profound: a 10% reduction in nurse turnover, a significant improvement in patient satisfaction scores (as reported in post-visit surveys), and a visible boost in staff morale. This case demonstrates how an EXAB can pinpoint specific, actionable improvements that directly impact both employee well-being and core business objectives, with the XMO providing the structured approach to scale and sustain these changes.

Building a Culture of Continuous Improvement

The establishment of an EXAB, seamlessly integrated with an XMO, signals a fundamental shift in how organizations approach culture. It moves from a reactive, survey-driven approach to a proactive, co-creative one. It’s about empowering employees not just to report problems, but to be part of the solution. It’s about creating a living, breathing mechanism for continuous cultural improvement.

In a world of constant change, the most resilient and innovative organizations will be those that prioritize the human experience at their core. The Employee Experience Advisory Board and the Experience Management Office are not just strategic tools; they are the architects of a future where work isn’t just a place we go, but a place where we truly belong, contribute, and thrive. If you’re serious about creating a culture that attracts, retains, and inspires the best, it’s time to unleash the power of your people through these vital structures.

Contact me if you’re interested in working together to build or enhance your Experience Management Office (XMO).

Content Authenticity Statement: The ideas are those of Braden Kelley, with a little help from Google Gemini to shape the article and create the illustrative case studies.

Image credit: Unsplash

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Top 10 Human-Centered Change & Innovation Articles of June 2025

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Top 10 Human-Centered Change & Innovation Articles of June 2025 Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are June’s ten most popular innovation posts:

Why Business Transformations Fail — by Robyn Bolton
Three Ways Strategic Idleness Accelerates Innovation and Growth — by Robyn Bolton
Overcoming the Fear of Innovation Failure — by Stefan Lindegaard
Making People Matter in AI Era — by Janet Sernack
Yes the Comfort Zone Can Be Your Best Friend — by Stefan Lindegaard
Your Digital Transformation Starting Point — by Braden Kelley
Learn More About the Problem Before Trying to Solve It — by Mike Shipulski
Putting Human Agency at the Center of Decision-Making — by Greg Satell
Innovation or Not – SpinLaunch — by Art Inteligencia
Team Motivation Does Not Have to be Hard — by David Burkus

BONUS – Here are five more strong articles published in May that continue to resonate with people:

You Already Have Too Many Ideas — by Mike Shipulski
Portfolio Management and Category Power — by Geoffrey A. Moore
Your Legends Define Your Culture — by Shep Hyken
Should We Stop Asking Employees to Innovate? — by Stefan Lindegaard
Benchmarking Innovation Performance — by Noel Sobelman

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

Have something to contribute?

Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last four years:

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Partner Advisory Boards

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The Linchpin of Experience Management

Partner Advisory Boards

by Braden Kelley and Art Inteligencia

We live in an experience economy. Customers no longer just buy products or services; they invest in the complete journey a brand offers. While the spotlight often shines brightest on direct customer interactions, a profound truth remains obscured for many organizations: the customer experience is profoundly shaped, and often defined, by the performance and satisfaction of your entire partner ecosystem. This is where the strategic power of an Experience Management Office (XMO) becomes paramount, and critically, why Partner Advisory Boards (PABs) are not merely beneficial, but an absolutely integral component for building truly exceptional customer and partner experiences.

An XMO is the organizational engine designed to systematically understand, design, and optimize every critical interaction an individual has with your brand – be they customer, employee, or, pivotally, partner. It’s about breaking down silos and orchestrating a cohesive, positive narrative across all touchpoints. When your partners – be they resellers, integrators, service providers, or distributors – are often the direct face of your brand, their experience with you, and their subsequent ability to deliver your offerings, directly correlates to your end-customers’ perception and loyalty.

The Strategic Imperative: Why Your XMO Needs PABs

Consider a PAB not just a meeting, but a vital strategic intelligence and co-creation hub. It’s a structured, periodic gathering of your most strategic and forward-thinking partners, convened not just to absorb your latest corporate announcements, but to actively contribute to your strategic direction. These partners are your eyes and ears on the ground; they navigate the nuanced realities of your market daily, understand customer pain points intimately, and are often the first to sense shifts in demand or competitive landscapes. Their insights are invaluable, actionable intelligence that no internal team can fully replicate.

Embedding PABs within your XMO framework transforms them into indispensable feedback loops for continuous improvement and radical innovation. Here’s why their integration is a non-negotiable:

Unvarnished, Ground-Level Feedback: PABs cultivate a trusted environment for partners to deliver candid feedback on everything from product roadmaps and support processes to channel programs. This feedback is often more practical and contextually rich than direct customer surveys, as partners bridge the gap between your offerings and customer realities. For instance, a partner might highlight a subtle software bug consistently encountered by users in a specific industry, something your internal QA might miss.
Co-creation and Agile Innovation: PABs are fertile ground for true co-creation. Partners can help validate nascent product ideas, refine service methodologies, and even pinpoint entirely new market segments or unmet needs. This collaborative approach fosters a deep sense of ownership and accelerates the development of market-fit solutions.
Early Warning System for Market Shifts: Partners are your frontline sensors. They are typically the first to identify emerging market trends, competitive pressures, or evolving customer expectations. A well-managed PAB acts as a critical early warning system, empowering your XMO to proactively adapt strategies, offerings, and go-to-market approaches.
Deepening Strategic Relationships: By investing in and actively listening to a PAB, you unequivocally demonstrate that you value your partners beyond mere transactional revenue. This builds profound trust, fosters stronger loyalty, and transforms your partner network into a strategic asset.
Enhanced Alignment and Advocacy: PABs are instrumental in aligning your partners with your overarching strategic vision and operational goals. When partners feel genuinely heard and involved in shaping the future, they become exponentially more effective advocates for your brand, translating directly into stronger sales, faster market penetration, and higher customer satisfaction.

Case Study 1: Acme Software’s Partner-Led Customer Experience Revolution

From Partner Frustration to Exponential Growth

Acme Software, a leading B2B SaaS provider, faced a dual challenge: persistent channel partner churn and inconsistent customer satisfaction scores within segments served by these very partners. Their nascent XMO quickly identified a critical blind spot in their understanding of the partner experience. Their solution? The establishment of a global Partner Advisory Board, comprising 15 of their most impactful partners, representing diverse geographies and business models.

The inaugural PAB meeting was transformative. Partners articulated significant frustrations: a convoluted deal registration process that lost them deals, slow-to-respond technical support for their end-users, and a dearth of localized, customizable marketing collateral. The XMO, collaborating closely with product, sales, and marketing leadership, meticulously absorbed this feedback.

XMO Action & Outcome: Within six months, Acme streamlined their deal registration to an intuitive, two-step process. They launched a dedicated, accelerated partner support tier with guaranteed SLAs. Concurrently, a new self-service portal was rolled out, empowering partners with easily customizable, localized marketing assets. The results were dramatic: partner satisfaction (measured by a bespoke Partner Net Promoter Score – P-NPS) surged by 35 points in 18 months. Crucially, customer satisfaction scores in partner-served segments climbed by 15%, directly correlated with partners’ enhanced ability to deliver seamless experiences. Channel-sourced revenue growth accelerated to 25% year-over-year, validating the PAB’s profound impact.

“Finally, a company that genuinely listens! The changes Acme made based on our feedback have not only made our lives easier but also helped us close more deals and keep our clients happier.” – Senior Partner, Acme Software PAB.

Case Study 2: MediCorp Elevates Patient Care Through Collaborative Innovation

Co-Developing Solutions for Clinical Excellence

MediCorp, a global innovator in specialized medical devices, relies heavily on independent distributors and clinical consultants for product adoption and critical post-sale support. Their XMO recognized that the ultimate end-user experience (for doctors, nurses, and most importantly, patients) was intricately tied to the expertise and satisfaction of these vital partners. They proactively formed a Clinical Partner Advisory Board (CPAB).

A pivotal insight emerged from the CPAB: the significant friction experienced in integrating MediCorp’s cutting-edge devices with diverse, existing hospital IT systems. Partners highlighted specific, time-consuming challenges in data transfer, interoperability, and workflow disruption. This directly impacted clinician efficiency and the accuracy of patient data.

XMO Action & Outcome: Based on the CPAB’s detailed feedback, MediCorp’s R&D team, working in agile sprints and conducting regular validation sessions with CPAB members, co-developed a robust new API and a comprehensive suite of integration guides. This iterative co-creation process ensured the solutions were practical and immediately deployable. This breakthrough reduced implementation times for new device installations by an astonishing 40% and drastically improved data accuracy, directly enhancing patient safety and clinician satisfaction. MediCorp observed a 20% increase in new hospital system adoptions within a year, largely driven by the improved partner experience and their enhanced capability to deliver truly seamless, integrated solutions.

“You can’t manage what you don’t measure, and you can’t truly understand an experience if you’re not listening to those who deliver it. Your partners are delivering a significant part of that experience.” – Braden Kelley

Cultivating a High-Impact Partner Advisory Board

To maximize the strategic value of your PAB within your XMO, rigorous planning and commitment are essential. Consider these best practices:

Define a Clear, Shared Charter: Beyond just gathering feedback, what specific problems are you trying to solve? Is it product refinement, market expansion, program optimization, or a blend? Define clear, measurable objectives.
Curate Diverse Representation: Select partners strategically. Ensure your PAB includes members from different segments, business sizes, geographical regions, and even partners who excel in different aspects of your ecosystem. This prevents echo chambers and ensures comprehensive insights.
Secure Executive Sponsorship: A PAB must have visible, consistent executive-level commitment. This signals its importance, ensures resources are allocated, and guarantees that insights lead to tangible action.
Structure for Engagement, Not Just Presentation: Design agendas that prioritize interactive discussions, brainstorming sessions, and working groups over one-way presentations. Provide pre-reads to ensure productive dialogue.
Commit to Actionable Outcomes & Communication: This is arguably the most critical element. Document every actionable insight. Communicate clearly and regularly how partner feedback is being utilized, the decisions made, and the impact achieved. A lack of follow-through is the quickest way to disengage a PAB.
Maintain a Regular Cadence: Quarterly or semi-annual meetings strike a good balance, maintaining momentum and relevance without unduly burdening partners. Between meetings, consider lightweight touchpoints or surveys.
Acknowledge Challenges: Be prepared for differing opinions and potentially uncomfortable truths. The value of a PAB lies in its authenticity. Manage expectations regarding what can and cannot be actioned, and why.

Conclusion

In today’s experience-driven marketplace, an XMO provides the strategic blueprint for enduring success. Yet, its full potential remains untapped without a profound, empathetic understanding of the partner experience. Partner Advisory Boards are the indispensable conduit for this understanding – transforming what could be mere transactional relationships into dynamic, strategic collaborations. By proactively engaging your partners, authentically listening to their insights, and courageously co-creating solutions, you not only dramatically elevate their experience but fundamentally enhance the entire customer journey. Embrace your PABs; they are the unsung heroes, the vital feedback loop, poised to help you build better, more resilient, and truly exceptional experiences for everyone connected to your brand.

Contact me if you’re interested in working together to build or enhance your Experience Management Office (XMO).

Content Authenticity Statement: The ideas are those of Braden Kelley, with a little help from Google Gemini to shape the article and create the illustrative case studies.

Image credit: Gemini

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How Customer Advisory Boards Fuel World-Class Experiences

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The Unbreakable Bond with the XMO

How Customer Advisory Boards Fuel World-Class Experiences

by Braden Kelley and Art Inteligencia

I’ve long championed the idea that truly transformative experiences don’t happen by accident. They are meticulously designed, continually optimized, and deeply rooted in a profound understanding of the human beings they serve. In this quest for world-class experiences, two powerful entities emerge as indispensable partners: the Customer Advisory Board (CAB) and the Experience Management Office (XMO).

Too often, companies operate under the illusion that they know what their customers want. They develop products, services, and processes based on internal assumptions, market research that’s broad but lacks depth, or perhaps feedback that’s too late to be truly impactful. This is where the Customer Advisory Board steps in as a game-changer.

The Indispensable Role of Customer Advisory Boards

A Customer Advisory Board is far more than a focus group or a complaint department. It’s a carefully curated group of your most strategic customers, brought together to serve as trusted advisors. These aren’t just your biggest spenders; they are customers who represent diverse segments, who are forward-thinking, and who are willing to provide candid, strategic input on your company’s direction, product roadmap, service offerings, and overall customer experience.

The power of a well-run CAB lies in its ability to:

Provide Authentic, Proactive Insights: Unlike reactive feedback channels, CABs offer a direct, unfiltered line to the strategic challenges and opportunities your customers face. They help you anticipate needs, identify emerging trends, and validate ideas *before* significant investment.
Validate and Refine Strategy: Before launching a new product, entering a new market, or implementing a major policy change, a CAB can provide invaluable feedback, helping you refine your approach and identify potential pitfalls.
Foster Deeper Relationships and Loyalty: By inviting customers into your strategic discussions, you demonstrate that their opinions truly matter. This elevates them from transactional customers to genuine partners, fostering unparalleled loyalty and advocacy.
Identify Blind Spots: Internal teams, no matter how customer-centric, often develop blind spots. CAB members bring external perspectives, challenging assumptions and revealing areas for improvement that might otherwise go unnoticed.
Generate Co-Creation Opportunities: The collaborative environment of a CAB can spark ideas for new solutions, features, or service models, co-created with the very people who will benefit most from them.

Case Study: Adobe’s Global CABs

Adobe, a leader in creative software, effectively leverages global Customer Advisory Boards to shape its product strategy, roadmap, and go-to-market approach. These boards provide a continuous stream of customer-driven ideas for Adobe’s solutions, informing development and even serving as a source for beta testers. This direct engagement ensures that Adobe’s offerings remain highly relevant and user-centric, directly addressing the evolving needs of its diverse customer base and fostering ongoing innovation.

The XMO: Orchestrating the Experience Ecosystem

While CABs provide invaluable strategic insights, the challenge then becomes: how do these insights translate into tangible, consistent, and continuously improving experiences across the entire organization? This is precisely the mandate of the Experience Management Office (XMO).

An XMO is a dedicated, cross-functional entity responsible for orchestrating, governing, and continuously improving all facets of an organization’s experiences – be it customer experience (CX), employee experience (EX), or partner experience (PX). It acts as the strategic hub, connecting disparate efforts and ensuring a cohesive, compelling narrative across every interaction. The XMO moves beyond simply collecting feedback to proactively designing, measuring, and optimizing experiences with a strategic lens.

Key functions of a robust XMO include:

Defining a Unified Experience Vision: Establishing a clear, organization-wide understanding of what “great experience” looks like and how it aligns with strategic business objectives.
Establishing Experience Governance: Setting standards, processes, and guidelines for experience design, delivery, and measurement across all functions and touchpoints.
Fostering a Culture of Empathy: Championing a mindset where every employee understands their role in delivering exceptional experiences.
Driving Cross-Functional Collaboration: Breaking down silos to ensure seamless handoffs and consistent experiences across departments.
Leveraging Technology for Experience Management: Identifying and implementing tools for feedback collection, journey mapping, analytics, and personalization.
Measuring and Monitoring Performance: Defining key metrics and establishing robust reporting mechanisms to track progress and identify areas for improvement.
Strategically Managing the Experience Improvement Backlog: Prioritizing and sequencing experience enhancement initiatives based on impact, feasibility, and strategic alignment.

The Synergy: CAB and XMO in Concert

The true magic happens when Customer Advisory Boards and the Experience Management Office work hand-in-hand. They form a powerful feedback loop and execution engine that propels organizations toward experience excellence.

Here’s how they collaborate:

CAB Informs XMO Strategy: The strategic insights and forward-looking perspectives gathered from the CAB directly inform the XMO’s overarching experience vision and strategic priorities. For example, if a CAB identifies a critical unmet need in a specific customer journey, the XMO can prioritize a cross-functional initiative to address it.
XMO Translates Insights into Action: The XMO takes the qualitative feedback from the CAB and translates it into actionable initiatives. This involves:
- Journey Mapping: Incorporating CAB feedback into detailed customer journey maps to pinpoint pain points and moments of truth.
- Prioritization: Using CAB insights to prioritize items in the experience improvement backlog, ensuring that efforts are focused on what truly matters to customers.
- Pilot Programs and Beta Testing: Leveraging CAB members as ideal participants for pilot programs or beta tests of new features or services, garnering early, critical feedback before a wider rollout.
CAB Validates XMO Initiatives: As the XMO designs and implements new experiences, they can loop back to the CAB for validation. This iterative process ensures that the solutions being developed truly resonate with customer needs and preferences, minimizing risk and maximizing impact.
XMO Demonstrates Impact to CAB: It’s crucial for the XMO to regularly report back to the CAB on how their feedback has been actioned and the positive impact it has had. This demonstrates respect for their time and contribution, reinforces their value, and strengthens their commitment to the partnership.

Case Study: Ryder’s Customer-Centric Transformation

Ryder, a logistics and transportation company, leveraged its Customer Advisory Board to promote its supply chain business. The insights gained directly informed a successful ad campaign that boosted leads by 21% in just one month. More broadly, Ryder’s CMO stated that their CAB helped break down internal silos by providing leadership with customer insights they might not otherwise have received. This led to the development of several successful products and even the acquisition of a company, directly resulting from CAB input. This demonstrates how CABs, when integrated into a strategic framework like that of an XMO, can drive significant business outcomes and cultivate a truly customer-obsessed organization.

In essence, the CAB provides the critical “voice of the customer” at a strategic level, while the XMO provides the operational structure and governance to act on that voice effectively and systematically. Without the CAB, the XMO might design experiences in a vacuum, missing crucial customer nuances. Without the XMO, the powerful insights from a CAB might remain just that – insights, without a clear path to widespread implementation and measurable improvement.

Building world-class experiences in today’s hyper-competitive landscape is not a luxury; it’s a strategic imperative. The combined power of a well-orchestrated Customer Advisory Board and a disciplined Experience Management Office creates an unbreakable bond, ensuring that your organization not only listens to its customers but actively co-creates a future where every interaction is a delight. It’s time to stop treating experience as an afterthought and elevate it to the strategic imperative it truly is, with the CAB and XMO leading the charge.

Contact me if you’re interested in working together to build or enhance your Experience Management Office (XMO).

Content Authenticity Statement: The ideas are those of Braden Kelley, shaped into an article introducing the topic with a little help from Google Gemini.

You’ll find more Customer Advisory Board (CAB) case studies here.

Image credit: Gemini

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Why Customers Pay More for Brands with Purpose

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Why Customers Pay More For Brands With Purpose

GUEST POST from Shep Hyken

How important is a social cause to your customers? More than half of the customers (62%) we surveyed for our 2025 annual customer service and customer service (CX) study said they prefer to do business with a brand that supports a social cause that is important to them. Fifty-two percent of customers said they would be willing to pay more to do business with a brand that gives back.

Patagonia is one of the most recognizable brands in business known for “giving back” to the world. Sustainability is a big part of its brand promise, and it is a model of how to practice commitment to the planet. For the customers who care about sustainability—and many of the brand’s customers do—this is an important reason they spend more money for a Patagonia product and remain loyal to the brand.

Money

Let’s start with money. Its 1% for the Planet program pledged 1% of sales to the “preservation and restoration of the natural environment,” and since starting the program in 1985, it has given back more than $140 million in cash and in-kind donations to environmental groups around the world.

Buying Back Used Merchandise

If you own used Patagonia or gear that’s in good shape, the company will pay you to send it back, provided it’s still usable. Patagonia’s Worn Wear program pays customers 25% of the MSRP in the form of credit that can be redeemed in-store or online.

Recycling

If you have worn-out Patagonia merchandise that is not usable, the company will take it back and recycle or repurpose it for you at no charge. All you do is send it back to its service center or drop the items off at a Patagonia store, and they will make sure it doesn’t end up in a landfill.

Repair Could Be a Better Option than Replacement

Imagine a company that would rather keep you using its merchandise and repair it for you or give you what you need to repair it yourself, even if it means you might not replace it for years. That would be Patagonia, which will do most of the repairs on its items at no charge. The company will also send free patch kits to repair tears and small holes in its apparel.

While Patagonia is a case study for sustainability, you don’t have to be an international brand to make an impact. Small, local companies give back to their communities. Regional chains support various charities and causes that are important to their customers. The size of your business doesn’t matter. A significant percentage of your customers care that you care.

Here are additional facts from our annual research that could compel you to start, continue or grow your cause and philanthropic efforts:

Trust

In the U.S., 52% of customers say a company’s involvement in a social cause increases their trust in that company. If you want customer loyalty, you must create trust. Without it, there’s no confidence. Caring for something more than the bottom line increases trust.

Customer Experiences Improves

Almost six in 10 customers (57%) in the U.S. believe that companies and brands that support social causes are more likely to treat customers better. When the customer has a great experience and the company gives back, you have a winning combination.

Know Your Customers

Some customers appreciate a company supporting a social cause more than others. Specifically, 53% of Gen-Z customers rate companies giving back as “important” compared to 29% of Baby Boomers. And price becomes less sensitive to Gen-Z’s as 60% of them say they would pay more, versus 27% of Baby Boomers. While there is a big difference between the generations, that doesn’t mean a company that caters to older customers shouldn’t be philanthropic. Twenty-nine percent of Boomers is almost one-third of the generation.

Conclusion: A Social Cause Is a Good Marketing Strategy

Social causes can be part of a company’s marketing strategy. There’s nothing wrong with that. More companies should “give back” if the result attracts and retains more customers. While the business benefits of supporting social causes are clear—increased trust, stronger loyalty and potentially higher sales—the most powerful social and charitable programs come from authentic commitment to the supported causes.

We can learn from companies like Patagonia. They make their cause part of their mission and core values, and customers feel their authenticity. Regardless of the type of business or industry you are in or how large or small your company is, when a social cause or charity matters to a company’s leadership, customers sense it and respond with their wallets. Yes, the financial returns are a natural byproduct, but not the primary goal. In today’s world, doing good is good business. It’s that simple.

Image Credit: Unsplash

This article was originally published on Forbes.com.

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