We’ve watched such “get higher scores”, “make every step of the experience better” demands from senior managers nullify the potential positive impact of TQM, Customer Satisfaction Measurement and Net Promoter.  We risk the same poor results under the banner of Customer Experience unless senior managers not only: 1) Use the process to get a better understanding of the TOTAL Customer Experience (and all its complex touchpoints and multi-sensory components), but also 2) understand how the broader competitive set is setting expectations for  interactions, and 3) set priorities to make only the most impactful changes (putting the needed time and money where they will have the greatest impact on improving the experience rather than continuing to spread resources across all touchpoints that are a mile wide but only and inch deep, and therefore delivering little improvement in perceived value to customers).