Mapping and integral redesign of the moments where your customer decides to stay or leave. CX isn't post-sale service — it's the sum of every touchpoint. What distinguishes brands with loyal customers from brands with resigned customers.
Hotels, restaurants, spas, clubs. Experience is the product itself — and differentiating on CX defines repeat business and premium pricing.
Clinics, beauty centres, private medicine. Sectors where the customer pays for trust and attention, not just procedure — and CX decides loyalty.
Law firms, consultancies, agencies. Sectors where service differentiation is very hard — and the integral customer experience decides retention.
Concept stores, gourmet, specialities. The integrated in-store + online experience is where you win or lose against pure e-commerce.
Cartography of every touchpoint from the discovery moment to post-purchase. Interviews with real customers, observation, quantitative data.
Detection of invisible frictions (what the customer doesn't put into words but feels) and positive emotional peaks. Application of Kahneman's peak-end model.
Concrete changes at critical points: bookings, arrival, service, departure, follow-up. Each change with rationale, expected impact and metric.
Support during implementation. Dashboard with NPS, CSAT, churn, repeat rate. Monthly iteration with real data.
Customer experience, properly worked, transforms the whole economy of the business. Concretely:
A customer with good experience returns 3-5 times more and recommends 2-4 people on average. It's the most sustainable growth engine that exists.
When experience is exceptional, the customer doesn't compare only on price. Defensible margin even in highly competitive sectors.
Good CX generates spontaneous positive reviews on Google, TripAdvisor, social. That organic visibility is free marketing with more credibility than any advertisement.
Working at an organisation where experience is excellent motivates the team. Reduced turnover, better selection, healthy culture.
Continuous measurement systems (NPS, CSAT, comments) generate permanent flow of improvement. The organisation learns from the customer without waiting for a crisis.
Service culture is built over time. Competitors don't replicate it quickly. It's one of the few truly sustainable competitive advantages.
Premium resort with flat NPS. Full journey redesign with eye-tracking and facial coding at check-in. NPS +18 points.
El marketing del cerebro es más predictible que el marketing de la opinión. — Ángel Ortega Castro
Restaurant group with good cuisine but inconsistent service between sites. Uniform experience redesign + team training. Repeat rate +35%.
Private clinic with good medical reputation but a cold administrative journey. Touchpoint redesign. CSAT +24 points. Word-of-mouth acquisition rose significantly.
Governance framework and quarterly priorities.
Operational translation with KPIs and owner per initiative.
Day-to-day campaigns, content and measurement.
CX design delivers particular value in these four scenarios. Outside them, it tends to be a less justified investment than other priorities:
If customer satisfaction metrics are flat or falling despite a correct product, the problem usually sits in the integral experience — not in a single piece.
If premium competitors have worked on CX and you haven't, the difference is felt by the customer — and that takes a toll on price and repeat business.
If the customer buys once and doesn't come back, it's usually an experience problem (something bothered them) more than a product one. Well-worked CX is the way to change that dynamic.
Mixed reviews that don't match what you believe you offer. The inconsistency between brand and experience is a mismatch to correct.
Customer service is one piece of CX. The integral CX design covers all points: discovery (marketing), evaluation (pre-sale), use (delivery + service), follow-up (retention + recommendation). It looks at the whole system.
It depends on business size, journey complexity and depth of research. A small clinic fits within modest budgets; a resort with multi-channel journeys scales proportionally. In the first session we define a realistic scope.
Yes, when it adds value. For in-person sectors (hospitality, restaurants, retail, healthcare) it's often useful to apply eye-tracking, facial coding or GSR to detect frictions the customer doesn't put into words. The choice of technique depends on the problem.
We support implementation for 3-6 months after the design. Coordination with your operational team, training of staff in the new protocols, iterative adjustments. Without implementation, the design is paper.
Also for B2B. B2B experiences (new customer onboarding, account management, renewal) are fundamental in long-cycle sectors. The method is the same; the touchpoints change.
First 45-minute session, free of charge and no commitment. If we fit, I send you a detailed proposal within 5 days. If we don't, you take away a useful initial diagnosis.