Book of Knowledge - Definitions

Question 1

The perception customers have of an organization, formed from interactions across all touchpoints, people, and technology over time.

Answer 1

Customer Experience (CX)

Question 2

Practices an organization employs to meet or exceed customer expectations.

Answer 2

Customer Experience Management (CX Management)

Question 3

A catalyst who enhances organizational results by understanding, designing, and improving experiences across the entire customer relationship.

Answer 3

CX Professional

Question 4

A measure of customers’ perceptions, using surveys, data, listening, and more to drive improvements.

Answer 4

Voice of Customer (VOC)

Question 5

A structured program capturing, analyzing, and sharing customer feedback from multiple sources to guide business decisions.

Answer 5

VOC Program

Question 6

A visual representation of a customer’s journey with a brand, highlighting steps, thoughts, feelings, and pain points.

Answer 6

Customer Journey Map

Question 7

A fictional character representing a group of customers with similar needs, motivations, behaviors, and backgrounds.

Answer 7

Persona

Question 8

Numerically measurable data, often collected through structured surveys or analytics.

Answer 8

Quantitative Data

Question 9

Descriptive/contextual data, such as open-ended survey responses, interviews, comments, or observations.

Answer 9

Qualitative Data

Question 10

Statistical modeling using data to forecast future behaviors, trends, or needs.

Answer 10

Predictive Analytics

Question 11

The experience or value an organization commits to deliver to its customers.

Answer 11

Brand Promise

Question 12

A method for identifying the underlying causes of problems, not just the symptoms.

Answer 12

Root Cause Analysis (RCA)

Question 13

An interaction, process, or step that causes frustration or difficulty in the customer journey.

Answer 13

Pain Point

Question 14

A critical touchpoint or interaction that has a strong influence on customer perceptions and decisions.

Answer 14

Moment of Truth

Question 15

An organization’s department or team acting independently (not cross-functional), which can create fragmented experiences.

Answer 15

Silo

Question 16

Any interaction between a customer and the organization.

Answer 16

Touchpoint

Question 17

An event that initiates a customer journey or process.

Answer 17

Trigger

Question 18

The method by which a company brings its products or services to the market.

Answer 18

Go-to-Market Strategy

Question 19

Regulations protecting customer data—defining rights, consent (opt-in/opt-out), access, and deletion.

Answer 19

Customer Data Privacy (GDPR, CCPA, CPRA)

Question 20

Customer agreement to (or withdrawal from) communications, feedback, or data collection.

Answer 20

Opt-in / Opt-out

Question 21

The sum of all interactions an employee has with the organization; directly influences CX.

Answer 21

Employee Experience (EX)

Question 22

Structured listening to employee feedback, often used to enhance customer experience.

Answer 22

Voice of Employee (VoE)

Question 23

A metric reflecting how likely employees are to recommend the organization as a place to work.

Answer 23

Employee Net Promoter Score (eNPS)

Question 24

Inner: Direct resolution of individual customer feedback; Outer: Systemic improvements driven by recurring themes.

Answer 24

Inner Loop / Outer Loop

Question 25

The difference between what customers expect and what they receive from a brand.

Answer 25

Customer Experience Gap

Question 26

Relationship surveys assess overall sentiment; Transactional surveys focus on a specific interaction or touchpoint.

Answer 26

Relationship vs. Transactional Survey

Question 27

Action or science of gathering data about consumer needs and preferences.

Answer 27

Market Research

Question 28

A critical metric tied to achieving a strategic business goal.

Answer 28

Key Performance Indicator (KPI)

Question 29

A metric measuring how satisfied customers are with a particular product, service, or experience.

Answer 29

Customer Satisfaction (CSAT)

Question 30

A metric measuring customer loyalty, based on likelihood to recommend (scale 0-10, Promoters - Detractors).

Answer 30

Net Promoter Score (NPS)

Question 31

A measure of how easy it is for customers to accomplish a goal or resolve an issue with the organization.

Answer 31

Customer Effort Score (CES)

Question 32

The percentage of customers who stop doing business with an organization in a given period.

Answer 32

Churn Rate

Question 33

The percentage of customers who continue to do business with a company over a specific timeframe.

Answer 33

Retention Rate

Question 34

The percentage of a customer's budget spent with your offered products/services.

Answer 34

Share of Wallet (SOW)

Question 35

The percentage of customers who recommend or bring in other customers to your organization.

Answer 35

Referral Rate

Question 36

The predicted net profit attributed to the entire future relationship with a customer.

Answer 36

Customer Lifetime Value (CLV or CLTV)

Question 37

A metric combining net revenue retention and growth from existing/referred customers.

Answer 37

Earned Growth Rate

Question 38

Objective, transactional data points such as process times, call volumes, or sales.

Answer 38

Operational Data (O-data)

Question 39

Subjective input from people about their perceptions, feelings, and attitudes (e.g., survey feedback about an experience).

Answer 39

Experience Data (X-data)

Question 40

A predictor of future CX or business outcomes (e.g., complaints, wait times).

Answer 40

Leading Indicator

Question 41

A measurement of results after-the-fact (e.g., churn rate, revenue, NPS).

Answer 41

Lagging Indicator

Question 42

The starting point for measurement, used to show progress/improvements.

Answer 42

Baseline

Question 43

Comparing your organization’s metrics to past performance, industry standards, or competitors.

Answer 43

Benchmarking

Question 44

A feedback system where customer input leads directly to action and follow-up.

Answer 44

Closed-Loop Process

Question 45

The likelihood that a result or trend in data is real, not due to random chance.

Answer 45

Statistical Significance

Question 46

Correlation: two metrics move together; Causation: one directly causes the other.

Answer 46

Correlation vs Causation

Question 47

Structured plan and decisions aligning CX initiatives with the organization’s vision, values, business goals, and brand promise.

Answer 47

Customer Experience Strategy

Question 48

Ensuring the CX strategy supports and links directly to the overall business strategy.

Answer 48

Strategic Alignment

Question 49

Intended: Deliberately designed and consistent; Accidental: Variable, not purposefully managed.

Answer 49

Intended vs. Accidental Experience

Question 50

A summary describing the desired emotions/feelings the organization intends to evoke at every touchpoint.

Answer 50

Customer Experience Intent Statement

Question 51

Anyone inside or outside the organization affected by, or able to influence, the CX strategy.

Answer 51

Stakeholder

Question 52

A prioritized, sequenced plan of CX initiatives aligned to business strategy.

Answer 52

CX Roadmap

Question 53

A strategic management tool tracking performance across financial, customer, process, and learning/growth dimensions.

Answer 53

Balanced Scorecard

Question 54

A strategy management approach connecting top-down direction to bottom-up feedback.

Answer 54

Hoshin Planning

Question 55

International standards for process and product consistency, safety, and quality.

Answer 55

ISO Standards

Question 56

A framework for balancing financial, social, and environmental goals in strategy.

Answer 56

Triple Bottom Line (TBL)

Question 57

A model categorizing customer needs into basic, performance, and excitement factors.

Answer 57

Kano Model

Question 58

A tool for measuring service quality via Reliability, Assurance, Tangibles, Empathy, Responsiveness.

Answer 58

SERVQUAL

Question 59

CTQ/CTX: Key features or experiences most important to customer satisfaction/loyalty.

Answer 59

Critical to Quality (CTQ) / Critical to Experience (CTX)

Question 60

Framework for assessing Strengths, Weaknesses, Opportunities, and Threats.

Answer 60

SWOT Analysis

Question 61

Framework assessing Political, Economic, Social, Technological, Environmental, and Legal factors.

Answer 61

PESTEL Analysis

Question 62

A make-or-break interaction in the customer experience journey.

Answer 62

Moment of Truth

Question 63

Negative/positive moments in the customer journey.

Answer 63

Pain Point / Gain Point

Question 64

Psychological principle that people judge experiences by how they felt at the peak and at the end.

Answer 64

Peak-End Rule

Question 65

Designing processes/environments to subtly influence behavior for better outcomes.

Answer 65

Nudging / Algorithmic Nudging

Question 66

The overall long-term plan for achieving the organization's objectives.

Answer 66

Business / Organizational Strategy

Question 67

Tactics, actions, and initiatives supporting CX strategy execution.

Answer 67

Programmatic Components

Question 68

Ensuring collaboration/clear responsibility across departments for seamless CX delivery.

Answer 68

Cross-Functional Alignment

Question 69

A cross-functional structure overseeing CX strategy, measurement, and accountability.

Answer 69

Governance Council/Framework

Question 70

A dedicated team providing CX expertise, guidance, and best-practice leadership.

Answer 70

CX Center of Excellence (CX CoE)

Question 71

Structured process, models, and techniques (e.g., ADKAR, Kotter) for guiding organizational/cultural change.

Answer 71

Change Management

Question 72

Awareness, Desire, Knowledge, Ability, Reinforcement—a change management model for individual adoption.

Answer 72

ADKAR Model

Question 73

Change model: Urgency, Coalition, Vision, Communication, Removing Obstacles, Short-term Wins, Build on Change, Anchor Culture.

Answer 73

Kotter’s 8-Step Model

Question 74

Unfreeze, Change, Refreeze—a high-level change framework.

Answer 74

Lewin’s 3-Step Change Model

Question 75

Denial, Anger, Bargaining, Depression, Acceptance—a model describing emotions through change.

Answer 75

Kübler-Ross Five Stages (Change)

Question 76

Describes how people adopt innovation: Innovators, Early Adopters, Early Majority, Late Majority, Laggards.

Answer 76

Rogers’ Adoption Curve

Question 77

Strategy, Structure, Systems, Shared Values, Style, Staff, Skills—a holistic organizational alignment framework.

Answer 77

McKinsey 7-S Framework

Question 78

The intentional creation of products, services, and processes to deliver meaningful, valuable customer experiences.

Answer 78

Experience Design (XD)

Question 79

Iterative, human-centered problem solving: Empathize, Define, Ideate, Prototype, Test.

Answer 79

Design Thinking

Question 80

Approach centering human needs and long-term value for users, organization, and stakeholders.

Answer 80

Human-Centered Design

Question 81

Organizing people, infrastructure, and communication to improve service quality and experience.

Answer 81

Service Design

Question 82

Design and evaluation of the usability, accessibility, and pleasure of a product/interactions.

Answer 82

User Experience (UX)

Question 83

The visual layout and interactivity of digital products and touchpoints.

Answer 83

User Interface (UI) Design

Question 84

Creating products, services, and experiences accessible for as many people as possible.

Answer 84

Inclusive Design

Question 85

A design thinking framework: Discover, Define, Develop, Deliver.

Answer 85

Double Diamond Model

Question 86

The deep understanding of customers’ emotions, motivations, and context.

Answer 86

Empathy

Question 87

Generating a broad set of ideas or solutions, often using divergent thinking.

Answer 87

Ideation

Question 88

Building tangible models/mockups to test and refine concepts before full implementation.

Answer 88

Prototyping

Question 89

Trying out ideas with users to gather feedback prior to launching broadly.

Answer 89

Testing/Piloting

Question 90

Identifying the fundamental origin(s) of experience failures.

Answer 90

Root Cause Analysis (RCA)

Question 91

Continuous improvement philosophy aimed at maximizing value, minimizing waste, and empowering frontlines.

Answer 91

Lean / Kaizen

Question 92

Process improvement methodology: Define, Measure, Analyze, Improve, Control.

Answer 92

Six Sigma / DMAIC

Question 93

Applying psychology/economics to influence customer or employee behavior.

Answer 93

Behavioral Science in Design

Question 94

Involving customers or stakeholders in idea generation, design, and solution development.

Answer 94

Co-creation

Question 95

Comparing experience design performance to internal/external standards to prioritize improvements.

Answer 95

Benchmarking (Design)

Question 96

The initial performance measurement before design/improvement is implemented.

Answer 96

Baseline (Design)

Question 97

Ensuring ownership, follow-through, and employee buy-in for new designs or improvements.

Answer 97

Accountability & Adoption (Design)

Question 98

An organizational environment where every decision and behavior is centered on the customer.

Answer 98

Customer-Centric Culture

Question 99

Guiding statements that articulate purpose, aspiration, and behavioral expectations for an organization.

Answer 99

Vision, Mission, Values

Question 100

A framework for assessing and guiding the journey from basic to advanced customer-centric practices.

Answer 100

CX Maturity Model

Question 101

Inspiring and enabling employees to deliver on organizational and customer goals.

Answer 101

Employee Activation/Engagement

Question 102

Strategies (financial and non-financial) for reinforcing desired behaviors and outcomes.

Answer 102

Recognition and Rewards

Question 103

A model linking employee engagement, customer satisfaction, loyalty, and financial results.

Answer 103

Service-Profit Chain

Question 104

A tool tracking organizational performance across key dimensions to drive customer-centered culture.

Answer 104

Balanced Scorecard (Culture)

Question 105

Communication principle: Employees are more engaged when they know why change matters to them.

Answer 105

WIIFM (What’s In It For Me)

Question 106

Mechanisms for collecting and acting on customer and employee feedback for ongoing improvement.

Answer 106

Feedback Loops

Question 107

The structure/process for setting CX strategies, aligning cross-functional teams, and ensuring accountability.

Answer 107

CX Governance

Question 108

Assigning clear responsibility for each metric/result at all relevant organizational levels.

Answer 108

KPI Ownership

Question 109

Intrinsic: Internal satisfaction or meaning; Extrinsic: Outside reward (pay, recognition, etc.).

Answer 109

Intrinsic/Extrinsic Motivation

Question 110

Allowing every employee to see the connection between their role and customer or business outcomes.

Answer 110

Line of Sight

Question 111

A pivotal interaction where employee actions can make or break trust and loyalty.

Answer 111

Moment of Truth (Culture)

Question 112

Using narrative to inspire, explain, or drive emotional connection for change.

Answer 112

Storytelling (Culture Change)

Question 113

A senior or cross-functional group overseeing CX performance, resource allocation, and risk.

Answer 113

Governance Council

Question 114

A living plan aligning teams/employees with customer-centric actions and milestones.

Answer 114

CX Roadmap (Culture)

Question 115

Survey-based measure of overall employee happiness in the workplace.

Answer 115

Employee Satisfaction (ESAT)

Question 116

Programs and measures supporting physical and mental well-being of staff, linked to engagement and performance.

Answer 116

Employee Wellness