I have written previously a couple times about return on investment for CX.  In fact, there are volumes of articles and books written about it.  It’s almost as though there’s a sense of having to prove ourselves as CX professionals constantly.  Now, in previous professional lives I’ve been part of PM teams and Process Improvement teams.  Having to justify our existence is something I’ve had lots of experience doing.  Sometimes CX feels the same way:  we can feel kind of peripheral to the operational or revenue-generating parts of our organizations.  And sometimes that catches us off-guard when someone asks us, “So, what are you bringing to the table?”

There’s not one easy answer to that, especially because every company is different.  And it’s also fair to say that if the leadership of your organization doesn’t see the intrinsic value of good Customer Experience, you’re fighting an uphill defensive battle in the first place.  That’s no excuse not to try to make the case, but it’s important to know where you’re starting and the built-in cultural challenges you’ll face.  Again, there’s no silver bullet, but the broad general strokes of the ROI for CX fall really into two categories, as far as I can see:
[…]