As consumer expectations have evolved over time, businesses have been exploring new ways to move up the value chain. Customers no longer just buy products or services; they also buy into the experience that comes with them. It’s what we know as the Experience Economy.

In recent years, the corporate landscape has evolved, with remote teams becoming increasingly common. There is no doubt that this shift offers substantial financial benefits; the cost savings can be significant, as the need for office space, utilities, and other expenses decreases. For employees, working remotely offers greater flexibility and improves their overall quality of life. However, companies have been navigating remote work for some time now, and most corporations have growing concerns about productivity and employee engagement.

Whether facing an economic downturn or striving to meet shareholders' expectations, business leaders often turn to cost-cutting measures to improve profitability. Not all costs carry the same weight. Some costs are good, while others are bad. Cutting bad costs is straightforward, generally makes a lot of sense, and is therefore easier to do. But what happens when we are forced to consider reducing the good costs?

Delivering experiences that are satisfying to customers may sound like a straightforward process: Place the customer’s needs at the center of all interactions and meet the customer’s expectations. In reality though, providing world-class customer experiences (CX) is more than just answering calls and resolving complaints.