Empowering CXOs

CXO Aligned Benefits of EPF

What does EPF give to CXOs ?

Customer Experience Transformation

A leading telecom provider’s Chief Experience Officer faced persistent customer churn despite heavy investment in digital channels. While new platforms had been introduced, customer satisfaction remained stagnant.

Using EPF, the CXO initiated a comprehensive Review to trace all customer-facing technology touchpoints across sales, service, and support.

The Assess phase applied Value Stream Mapping to uncover critical delays in onboarding and support resolution journeys. EPF’s prioritisation matrix helped the CXO align technology initiatives with real customer pain points.

A targeted investment was made into proactive support tools and real-time service updates—both identified as key satisfaction drivers. Within nine months, NPS increased by 12 points and customer churn fell by 18%.

The CEO recognised this alignment as a model for enterprise-wide transformation. EPF enabled the CXO to not only justify technology spend but to anchor it in measurable customer outcomes.

The transformation earned board-level support and led to new cross-functional programmes focused on deepening loyalty through technology-enabled service enhancements.

An e-commerce retailer’s CXO lacked a reliable way to measure the impact of technology changes on customer experience. Subjective feedback loops and post-hoc surveys made it difficult to link IT investments with experience gains. EPF was deployed to address this disconnect.

In the Review phase, the CXO worked with technology and operations leads to identify experience-critical moments (e.g. checkout, returns, support resolution).

The Assess phase mapped these against current system performance, creating baseline metrics such as latency, issue resolution time, and customer sentiment.

EPF’s structured measurement approach allowed the CXO to develop a real-time dashboard combining digital KPIs with CSAT and NPS data.

Subsequent initiatives were ranked by their experience delta using EPF’s benefits realisation framework.

This objective, data-led methodology helped the CXO secure a 15% increase in funding for experience innovation in the next cycle. Experience management evolved from intuition-led to evidence-driven, reshaping how the board evaluated success.

Experience Measurement

Digital Experience Optimisation

A national insurance group faced increasing customer complaints about slow mobile experiences and inconsistent interactions across digital channels. The CXO leveraged EPF to systematically address these issues.

The Review phase mapped the entire digital customer journey and linked each touchpoint to underlying technologies and services.

The Assess phase identified key friction points—slow app load times, unresponsive claims submission, and mismatched CRM data across channels. EPF’s structured analysis showed that 34% of these issues stemmed from backend API bottlenecks and legacy middleware.

Through the Design phase, the CXO collaborated with the CTO to re-architect workflows using microservices and customer data unification.

These were prioritised using EPF’s business value impact scoring. Post-implementation, customer drop-off rates on mobile decreased by 21%, while digital CSAT rose by 16%.

The initiative was later cited as the benchmark for technology-enabled CX improvement. EPF empowered the CXO to not only diagnose root causes but also to embed customer experience into core tech decisions.

At a premium consumer goods company, the CXO aimed to bridge the gap between customer feedback and technology planning. The company had robust insights from social listening and surveys, but they rarely informed technology roadmaps.

EPF transformed this disconnect. The Review stage captured customer complaints, desires, and expectations, aligning them with existing tech capabilities.

In Assess, EPF’s Experience Impact Mapping helped categorise insights into “mission-critical,” “differentiating,” and “enhancement” themes. The CXO facilitated workshops with product and IT leads to translate these themes into concrete tech requirements.

EPF’s Design process supported co-creation of pilot features—including predictive restocking and personalised in-app styling advice. Customer trial groups showed a 25% higher engagement rate for experience-driven features.

The board approved rollout funding, citing the robust business case built using EPF’s Five Case Model. This redefined innovation as a customer-led, cross-functional discipline, with the CXO as the strategic integrator between insight and investment.

Experience-Driven Innovation

Cross Functional Alignment

An international airline’s CXO struggled with fragmented ownership of the customer journey. Technology, operations, and marketing teams operated in silos, each optimising for their own metrics.

EPF enabled a unified approach. During Review, all departments participated in a journey mapping exercise to define shared customer experience goals and surface disconnects.

The Assess phase linked these journeys to internal processes and system dependencies, revealing duplication in check-in systems, data inconsistencies, and workflow misalignment.

EPF’s Engage stage introduced a governance framework with a single cross-functional Customer Experience Office, underpinned by shared KPIs and a central prioritisation board. Strategic decisions were now made with input from all stakeholders, guided by EPF’s business-outcome alignment model.

The result was a 33% reduction in customer complaints and a 14% uplift in customer satisfaction within the first six months. More importantly, EPF instilled a lasting collaborative culture that viewed customer experience as a collective responsibility, not a departmental one.