An exhaustive and 100% online program, exclusive to TECH, with an international perspective supported by our affiliation with the Economics, Business, and Enterprise Association.

Today, companies must adapt to an environment where the customer has more power than ever before. In fact, consumers are willing to pay more for a better Customer Experience. Therefore, the relevance of investing in the continuous improvement of Customer Experience is evident. Only in this way can experts ensure the long-term sustainability of brands, creating strong bonds, competitive differentiation, and measurable results at every stage of the customer journey.

With this in mind, TECH launches an innovative Master's Degree in Customer Experience, offering an advanced approach designed to prepare professionals in the fields of marketing, sales, and customer service to implement effective Customer Experience strategies. Through a practical approach based on real-world cases, students will manage the entire Customer Experience cycle, from acquisition to loyalty, applying innovative solutions in dynamic and highly competitive contexts.

Furthermore, regarding the program’s methodology, it is offered in a flexible 100% online format that allows students to plan their schedules individually. As a result, graduates only need an electronic device with internet access to connect to the Virtual Campus. There, they will have access to a library filled with multimedia resources in formats such as interactive summaries, explanatory videos, and specialized readings. As a result, professionals will acquire advanced knowledge that they can apply in the current industry.

Thanks to membership in the Economics and Business Education Association (EBEA), graduates will have access to publications, digital resources, and online seminars to stay up to date. Additionally, they will be able to participate in annual conferences and earn professional recognition from EBEA, driving their growth and professional excellence in economics and business.

You will ensure compliance with international regulations and standards in Customer Experience management"

This Master's Degree in Customer Experience contains the most complete and up-to-date university program on the market. The most important features include:

• The development of practical case studies presented by experts in Customer Experience
• The graphic, schematic, and practical contents with which they are created, provide scientific and practical information on the disciplines that are essential for professional practice
• Practical exercises where self-assessment can be used to improve learning
• Special emphasis on innovative methodologies in Customer Experience
• Theoretical lessons, questions to the expert, debate forums on controversial topics, and individual reflection assignments
• Content that is accessible from any fixed or portable device with an Internet connection

TECH's Relearning System will allow you to learn with less effort and greater efficiency, engaging you more deeply in your Customer Experience specialization"

The program includes a faculty made up of professionals from the Customer Experience field, who bring their practical experience to the course, alongside recognized specialists from leading organizations and prestigious universities.

Its multimedia content, developed with the latest educational technology, will provide professionals with situated and contextualized learning, that is, a simulated environment that will provide immersive study set up to prepare them in real-life situations.

This program is designed around Problem-Based Learning, whereby the student must try to solve the different professional practice situations that arise throughout the program. For this purpose, the professional will be assisted by an innovative interactive video system created by renowned and experienced experts.

You will deepen your understanding of designing Customer Experience strategies that address the needs, expectations, and emotions of consumers"

You will be able to manage various communication channels coherently and efficiently, ensuring a seamless experience for users” 

The academic pathway of this university program aims to focus and update students on all the key areas of this discipline. For example, from understanding the new consumer profile to the design and implementation of CX projects, students will manage the Customer Experience from different perspectives. With modules such as Customer Experience Analytics and Advanced Technology and Tools.  Likewise, this academic opportunity offers cutting-edge tools and methodologies, preparing graduates to lead innovation and trends in a highly competitive business environment. 

You will master the most innovative methodologies to optimize the Customer Experience across all touchpoints” 

Module 1. Customer Experience: New Customer or Consumer

1.1. Customer Experience

1.1.1. Customer Experience. Causal Model: Experience - Satisfaction
1.1.2. Customer Experience Management (CEM)
1.1.3. Customer Experience vs. Brand Experience
1.1.4. From Customer Experience to Customer Experience Management

1.2. The New Consumer

1.2.1. The New Consumer. Relational vs. Transactional
1.2.2. Current Market Trends

1.2.2.1. Sustainability, Social Responsibility

1.2.3. Impact of Technology and Social Networks on the Behavior of the New Consumer. Digital Trends

1.2.3.1. Omnichannel, Overinformation, Immersive Experiences

1.2.4. The Consumer as an Ambassador for the Company

1.3. Voice of the Customer (VOC) Methodology

1.3.1. VOC Methodology
1.3.2. Customer Experience Insights
1.3.3. VOC Program as a Strategic Foundation for CX

1.4. VOC Methodologies Mapping
1.4.1. Touchpoint Mapping
1.4.2. VOC Journey
1.4.3. Empathy Map
1.4.4. MOTS Identification

1.5. VOC Program. Key Principles

1.5.1. Listening
1.5.2. Ask
1.5.3. Interpret
1.5.4. Act
1.5.5. Monitor
1.5.6. Design

1.6. Definition of a VOC Program. Stages

1.6.1. Awareness Stage
1.6.2. Collection Stage
1.6.3. Analysis Stage
1.6.4. Action Stage
1.6.5. Assessment Stage

1.7. Collection of the Voice of the Customer (VOC): Designing the VOC Research

1.7.1. Definition of Research Objectives and Scope
1.7.2. Quantitative and Qualitative Data Collection Techniques
1.7.3. Selection of Data Collection Methods
1.7.4. Designing Questionnaires and Interview Guides
1.7.5. Data Collection Tools

1.8. Analysis of the Voice of the Customer

1.8.1. Identification of Patterns and Trends in the Collected Data
1.8.2. Interpretation of Data to Identify Customer Needs, Wants, and Expectations
1.8.3. Qualitative Tools Application
1.8.4. Analysis Tools

1.9. Evaluation and Measurement of the Voice of the Customer

1.9.1. Traditional Systems: NPS (Net Promoter Score)
1.9.2. Measurement of Emotions
1.9.3. Innovations in VOC Measurement
1.9.4. Identification of Improvement Opportunities

1.10. Active Listening for VOC

1.10.1. Dynamic Listening and Observation in VOC
1.10.2. Customer Service as a Listening Method
1.10.3. Sentiment Analysis on Social Media

Module 2. Customer-Centric Organization

2.1. Organizational Culture in Customer Experience

2.1.1. The Effect of Corporate Culture on Customer Perception of the Brand
2.1.2. Differentiating the Company from Competitors through Organizational Culture
2.1.3. The Influence of Corporate Culture on Customer Loyalty

2.2. Development of Values and Principles in an Organizational Culture Focused on Customer Experience

2.2.1. Definition of Values and Principles Oriented to Customer Experience
2.2.2. Promoting Values and Principles Throughout the Organization
2.2.3. Incorporating Values and Principles into the Business Strategy

2.3. Evaluating the Organization’s Structure and Internal Processes to Achieve a Corporate Culture that Prioritizes Customer Experience

2.3.1. Evaluation of the Organizational Structure. Areas for Improvement
2.3.2. Evaluation of Internal Processes
2.3.3. Employee Involvement in Improving Internal Processes to Achieve a Customer Experience-Oriented Corporate Culture

2.4. Promoting a Feedback and Improvement Culture in the Organization to Adapt to Customer Needs and Expectations

2.4.1. Promoting a Feedback Culture in the Organization
2.4.2. Managing and Using Feedback to Improve the Customer Experience
2.4.3. Developing a Continuous Improvement Strategy Based on Received Feedback

2.5. Measurement and Evaluation of the Customer Experience-Centered Organizational Culture

2.5.1. Definition of Key Indicators. Measurement
2.5.2. Evaluation of Indicators and Analysis of Results
2.5.3. Managing Results as Areas for Improvement

2.6. Promoting a Collaborative and Empathetic Culture in the Organization to Improve the Customer Experience

2.6.1. Encouraging Collaboration Between Different Departments of the Organization
2.6.2. Developing a Culture of Empathy and Customer Care Throughout the Organization
2.6.3. Promoting Active Participation from All Employees in Improving the Customer Experience

2.7. Commitment at All Levels of the Organization to Foster a Customer Experience-Centered Corporate Culture

2.7.1. Involvement of Senior Management in Promoting a Customer Experience-Centered Corporate Culture
2.7.2. Encouraging Employee Commitment to a Customer Experience-Centered Corporate Culture
2.7.3. Establishing an Incentive System to Foster Commitment to a Customer Experience-Centered Corporate Culture

2.8. Identification and Solution of Customer Pain Points Through Adaptation of the Organizational Culture

2.8.1. Identifying Customer Pain Points Through Received Feedback
2.8.2. Evaluating the Organization’s Capacity to Solve Customer Pain Points
2.8.3. Developing a Strategy to Address Customer Pain Points and Adapt the Organizational Culture

2.9. Establishing a Leadership Culture to Drive a Customer Experience-Centered Organizational Culture

2.9.1. Developing Leadership Skills Focused on Customer Experience
2.9.2. Designing a Leadership Model to Promote a Customer Experience-Centered Organizational Culture
2.9.3. Involving Leaders in Promoting a Customer Experience-Centered Organizational Culture

2.10. Aligning the Organization’s Goals and Objectives with a Customer Experience-Centered Corporate Culture

2.10.1. Defining the Organization’s Strategy Centered on Customer Experience
2.10.2. Setting Long-Term Objectives and Specific Goals
2.10.3. Integrating a Customer Experience-Centered Corporate Culture into the Organization’s Overall Strategy

Module 3. Customer Science: Research in Customer Experience

3.1. Principles and Value of Customer Experience

3.1.1. Differences Between CX and UX
3.1.2. Customer Experience as a Company Strategy
3.1.3. CX Transformation: A Step Further in Organizational Culture

3.2. Key Factor in CX: Omnichannel

3.2.1. Omnichannel. Omnichannel CX
3.2.2. Omnichannel User Experience. Key Points
3.2.3. Determining Omnichannel Maturity

3.3. Global Service-Customer Relationship Map: Blueprint

3.3.1. Blueprint. Uses
3.3.2. Benefits of Blueprint in CX
3.3.3. Designing a Blue Print

3.4. Process to Evolve CX in a Company. Research

3.4.1. Research in Terms of CX
3.4.2. Scope of Study

3.4.2.1. Customer Lifecycle
3.4.2.2. Stages
3.4.2.3. Research Object

3.4.3. CX Improvement Work Techniques. Practical Exercises
3.4.4. Research with Limited Resources
3.4.5. OPS Research

3.5. Knowledge of Potential Customers. Archetypes

3.5.1. Customer Knowledge as the Basis for Designing Experiences
3.5.2. The 12 Jungian Archetypes
3.5.3. Character Design

3.6. Customer Journey in CX

3.6.1. Customer Journey. Usefulness
3.6.2. Customer Journey. Contributions
3.6.3. Customer Journey Design: Key Aspects

3.7. Quantitative Techniques  in CX

3.7.1. Quantitative Techniques. Scope of Application
3.7.2. Types of Quantitative Techniques: Usefulness and Measurement Indicators

3.7.2.1. Surveys
3.7.2.2. User Tests
3.7.2.3. A/B Testing
3.7.2.4. Integrating Metrics into Processes
3.7.2.5. Card Sorting
3.7.2.6. Tree Testing
3.7.2.7. Eye-Tracking

3.8. Qualitative Techniques  in CX

3.8.1. Qualitative Techniques Scope of Application
3.8.2. Types of Qualitative Techniques:  Usefulness and Measurement Indicators

3.8.2.1. Heuristic Evaluation
3.8.2.2. Benchmark
3.8.2.3. User Tests
3.8.2.4. Personal Interviews
3.8.2.5. Focus Group
3.8.2.6. Shadowing/Mystery Shopping
3.8.2.7. Diary Studies

3.9. Methodologies Used in CX

3.9.1. Work Methodologies
3.9.2. Design Thinking. Practical Application  in CX
3.9.3. Lean UX. Practical Application  in CX
3.9.4. Agile. Practical Application  in CX

3.10. Accessibility as Part of CX

3.10.1. Accessibility as part of CX
3.10.2. Web Accessibility Levels. Legal Aspects
3.10.3. Accessible Websites, Products, and Services

Module 4. Design and Implementation of a CX Project. Governance Model

4.1. Definition of a Realistic Project Scope

4.1.1. Type of Project

4.1.1.1. Problem Resolution
4.1.1.2. Value Proposition
4.1.1.3. Innovation

4.1.2. Starting Point

4.1.2.1. Data as a Tool to Identify Opportunities and Insights

4.1.3. Alignment of Objectives, Participants, and Execution Timeframes. Role of Experts, Facilitators

4.1.3.1. Review of Business Needs
4.1.3.2. Identification of Internal and External Stakeholders
4.1.3.3. Customer Profile
4.1.3.4. Definition of Expected Output

4.2. Identification of the Customer Profile in a CX Project

4.2.1. Identifying the Desired Customer Profile as a Challenge
4.2.2. Behavioral Profiling

4.2.2.1. Consumption and Purchase Habits
4.2.2.2. Interaction with Communication Channels
4.2.2.3. Degree of Digitalization
4.2.2.4. Sociodemographic Snapshot

4.2.3. Communication with the Customer and Data Handling

4.3. Customer Journey in a CX Project

4.3.1. Analysis and Categorization of Touchpoints

4.3.1.1. Safari and Shadowing
4.3.1.2. Interviews
4.3.1.3. Workshops and Focus Groups

4.3.2. Identification of Customer Needs by Audience Profile

4.3.2.1. Customer Satisfaction Points

4.3.2.1.1. What’s Working Today, What Does the Customer Value

4.3.2.2. Customer Pain Points

4.3.2.2.1. What’s Not Working Today, What Causes Frustration in the Customer

4.3.3. Defining the Customer Journey for Each Customer Type

4.3.3.1. Identification of Key Gain and Pain Points for Each Key Stage and Touchpoint

4.4. Project Execution

4.4.1. Project Execution. Key Aspects

4.4.1.1. Aligning the Customer Vision with Business Objectives
4.4.1.2. Visualizing the Customer Journey: Setting a Starting Point to Align All Company Teams
4.4.1.3. Economic Feasibility Analysis: Profitability
4.4.1.4. Involvement of Key People in Customer Relations for the Execution Phase

4.4.2. Diagnosis and Resolution

4.4.2.1. Presentation Formulas for the Diagnosis

4.4.2.1.1. Co-Creation Workshops

4.4.2.1.2. Benchmarking

4.4.2.2. Resolution

4.4.2.2.1. Task Identification
4.4.2.2.2. Task Assignment by Profile

4.4.3. Assessment

4.4.3.1. Defining KPIs
4.4.3.2. Data Collection
4.4.3.3. Valuation Period

4.5. Framework for Action in the CX Project

4.5.1. Consolidation or Disqualification
4.5.2. Internal Evangelization
4.5.3. Identification of Tools

4.6. Business Case for Product. Launch of New Product

4.6.1. Illustration of the CX Role in the Development of an Innovative Product
4.6.2. Phases in the Launch of a New Product
4.6.3. Common Mistakes

4.7. Business Case for Service. CX as a Catalyst for Innovation

4.7.1. The Key Role of CX in Innovation Processes
4.7.2. Phases
4.7.3. Key Success Factors

4.8. Business Case for Service. Customer Satisfaction as a Lever for Continuous Improvement

4.8.1. Measuring Customer Satisfaction Across the Entire Customer Journey
4.8.2. Phases
4.8.3. Action-Oriented Routines

4.9. Governance Model in a CX Project

4.9.1. Roles
4.9.2. Data
4.9.3. Iterative Action Plans

4.10. Successful Implementation of a CX Project. Key Factors

4.10.1. Learnings
4.10.2. References
4.10.3. Resources

Module 5.  Customer Experience Analytics

5.1. Data Quality and Activation: Key Elements for a Dashboard

5.1.1. Data Capture

5.1.1.1. What, When and How to Collect Customer Feedback

5.1.2. Data Analysis

5.1.2.1. Requirements for Maintaining a System Interpretable by Different Layers of the Organization Over Time

5.1.3. Decision Making.Interpretation and Action

5.2. NPS (Net Promoter Score): Customer Loyalty

5.2.1. NPS: What it Measures and How
5.2.2. Using NPS as a Benchmark KPI. Pros and Cons
5.2.3. Examples and Industry References

5.3. CSAT (Customer Satisfaction Score). Customer Satisfaction

5.3.1. CSAT: What it Measures and How
5.3.2. Use of CSAT as a Reference KPI. Pros and Cons
5.3.3. Examples and Industry References

5.4. Complementary KPIs

5.4.1. CES (Customer Effort Score). Customer Satisfaction with the Difficulty of a Specific Action
5.4.2. CLV (Customer Lifetime Value). Customer Lifetime Value
5.4.3. Churn and Retention Rates
5.4.4. Sector-Specific Particularities

5.5. Online Reputation. Importance of Semantic Data on the Internet

5.5.1. Active Listening on the Internet: Brand Reputation Analysis on Social Media, Comparison Sites, and Your Website
5.5.2. Response Strategy: Interaction as a Tool for Managing Brand Reputation
5.5.3. Platforms for Listening and Management

5.6. Contact Center. The Phone, a Powerful Lever for Tuning into the Customer

5.6.1. Illustrating the Role of CX in the Development of an Innovative Product
5.6.2. Essential Phases
5.6.3. Common Mistakes

5.7. Key Factors for Achieving a Holistic View of Customer Feedback

5.7.1. Selecting Your Optimal KPIs
5.7.2. Optimizing the Moment in the Journey for Collecting Feedback
5.7.3. Identifying Customer Experience by Customer Profile Type

5.8. Technology Architecture. Key Aspects

5.8.1. Security
5.8.2. Privacy
5.8.3. Integrity
5.8.4. Scalability
5.8.5. Real-Time

5.9. Dashboard

5.9.1. Roles

5.9.1.1. Who Interacts, Purpose, and Frequency

5.9.2. Data Visualization

5.9.2.1. Platforms

5.9.3. Assessing the Implications of Integrations

5.10. Customer Experience from Different Starting Points: The Path to Excellence

5.10.1. Degree of Knowledge of Your Customer and the Target Customer
5.10.2. Experience Management with External Teams
5.10.3. Resources, Time and Follow-Up
5.10.4. Evangelization from the Executive/Leadership Team

Module 6. Shopping Experience

6.1. Shopping Experience

6.1.1. Shopping Experience
6.1.2. Generating Experiences as a Means of Differentiation
6.1.3. Key Factors to Understanding Shopping Experience

6.2. The Buying Process and Sales Cycle

6.2.1. Consumer Psychology in Purchase Decision-Making
6.2.2. The Sales Cycle: Key Strategies to Optimize the Sales Process
6.2.3. The Market and Buying Patterns

6.3. Excellence in Customer Service and After-Sales Service

6.3.1. Customer Service and After-Sales Service
6.3.2. Omnichannel Customer Service
6.3.3. Effective Communication Techniques with Customers
6.3.4. Influence of Store Personnel on the Shopping Experience

6.4. Personalization in the User Experience

6.4.1. Personalization in the User Experience Relevance
6.4.2. Influence of Personalization on Purchase Decision-Making
6.4.3. Personalization in In-Person Customer Service

6.5. Designing the Customer Experience in Physical Stores

6.5.1. Designing Store Layouts to Enhance the Customer Experience
6.5.2. Using the Senses to Generate Positive Emotions in Consumers
6.5.3. Strategies to Improve the In-Store Experience

6.6. In-Store Technology

6.6.1. Interactive Screens in Physical Stores
6.6.2. Geotargeting Use of Beacons to Personalize the Shopping Experience
6.6.3. Data Analysis to Improve the Shopping Experience

6.7. Emotional Marketing in the Shopping Experience

6.7.1. Emotions in Purchase Decision Making Influence
6.7.2. Designing Emotional Marketing Strategies
6.7.3. Use of Storytelling in the Shopping Experience

6.8. Sensory Marketing in the Shopping Experience

6.8.1. Sensory Marketing. Relevance
6.8.2. Sensory Marketing Techniques

6.8.2.1. The Senses: Generators of Positive Emotions in Consumers

6.8.3. Trends in Sensory Marketing. The Future

6.9. Evaluation of the Shopping Experience

6.9.1. Metrics
6.9.2. Collection of Customer Feedback
6.9.3. Actions and Techniques for Evaluating the In-Store Experience

6.10. Creating a Memorable Shopping Experience

6.10.1. Creating a Memorable Shopping Experience
6.10.2. Retail Trends
6.10.3. Accessible Shopping Experience

Module 7. Digital Platforms Experience

7.1. Digital Channels

7.1.1. IoT (Internet of Things). The Role of IoT in Digital Channels
7.1.2. Types of Digital Channels
7.1.3. Choosing the Right Digital Channels for Your Business

7.2. Web Channel

7.2.1. Analysis of User Experience on the Web Channel
7.2.2. Search Engine Optimization (SEO)
7.2.3. Liquid Web Design: Adaptation to Mobile Devices

7.3. Mobile Applications and Social Media

7.3.1. Types of Mobile Applications
7.3.2. Essential Functions of an App: Implementation
7.3.3. Impact of Social Media on Customer Experience

7.3.3.1. Actions to Improve Customer Interaction and Satisfaction

7.4. Chatbots

7.4.1. Types of Chatbots

7.4.1.1. Rule-Based Chatbots
7.4.1.2. AI-Based Chatbots
7.4.1.3. Hybrid Chatbots

7.4.2. Integrating Chatbots into Digital Channels to Improve Customer Support and Efficiency
7.4.3. Designing a Chatbot for an Intuitive and Effective User Experience

7.5. Voice Technology

7.5.1. Voice Technology Use Cases
7.5.2. Virtual Assistants to Enhance the Customer Experience
7.5.3. Voice Technology in the Customer Experience. Trends and Future

7.6. Customer Experience in Digital Channels

7.6.1. Customer Experience in Digital Channels
7.6.2. Web Design as a Driver for Improving User Experience
7.6.3. Efficiency as Part of the Experience

7.7. Design for Channels

7.7.1. Omnichannel Design
7.7.2. Managing Design to Improve Experience Across Different Channels
7.7.3. Design Systems: Atomic Design and Design Systems

7.8. Working with Channels

7.8.1. Content Marketing

7.8.1.1. Creating Valuable and Relevant Content for Customers in Digital Channels

7.8.2. Optimizing Digital Channels to Improve Search Engine Ranking
7.8.3. Use of Influencers and Celebrities to Provide an Emotionally Connected Customer Experience

7.9. Personalization

7.9.1. Omnichannel Personalization. Personalized User Experience
7.9.2. Artificial Intelligence

7.9.2.1. Clustering and Hyper-Personalization

7.9.3. Personalization to Create Relevant and Attractive Offers and Promotions for Each Customer

7.10. Omnichannel and Frictionless

7.10.1. The Concept of Frictionless and Its Impact on the Customer Experience
7.10.2. Identifying and Managing Friction with the Customer

Module 8. Employee Experience

8.1. Employee Experience. The Importance of a Solid System

8.1.1. Employee Experience as a Key Driver of CX
8.1.2. Developmental Phases
8.1.3. Advantages of a Solid EX System
8.1.4. The BANI context. Current Trends for an EX System

8.2. Corporate Culture: The Foundation of the Employee Experience System

8.2.1. Corporate Culture
8.2.2. Roles Facilitating Employee Experience
8.2.3. Types of Organizations and Cultures
8.2.4. Roles and Responsibilities of Key EX Stakeholders

8.3. The Role of the Human Resources Department with a Customer-Centric Vision

8.3.1. The Role of HR as an EX Facilitator
8.3.2. Strategic Elements to Drive EX
8.3.3. Internal Diagram of a Customer-Centric Culture
8.3.4. Practical Application

8.4. Employee Listening Systems (I): Base Ecosystem for EX

8.4.1. The 360° Employee Listening System
8.4.2. Employee Listening Map
8.4.3. Proactive Listening Tools
8.4.4. Mechanisms for Continuous EX Monitoring
8.4.5. Practical Application

8.5. Employee Listening Systems (II): Key Indicators in EX

8.5.1. Employee Data Sources. Applying Results
8.5.2. EX Tracking and Measurement Indicators
8.5.3. Do’s and Don’ts in Establishing CX Indicators Linked to Employees

8.6. Employee Experience Tools (I): Map of the Customer and Employee Experience Ecosystem

8.6.1. Linking the Customer Journey with Internal Organizational Processes. Purpose
8.6.2. Building a CX and Employee Ecosystem Map
8.6.3. Practical Application

8.7. Employee Experience Tools (II): The Employee Archetype

8.7.1. The Employee Archetype
8.7.2. Building an Employee Archetype
8.7.3. Utilizing Employee Archetypes
8.7.4. Practical Application

8.8. Employee Experience tools (III): Employee Journey

8.8.1. The Employee Journey
8.8.2. Building an Employee Journey
8.8.3. Using Employee Journeys
8.8.4. Practical Application

8.9. Responsibility for Establishing, Maintaining, and Enhancing Employee Experience

8.9.1. Roles and Responsibilities in EX
8.9.2. Impact of Social Changes and Trends on Employee Experience
8.9.3. Continuous Listening to Employees and the Market for Competitive Advantage
8.9.4. Case Study

8.10. Key Elements of an Employee-Centric Culture

8.10.1. Importance of an Employee Experience System
8.10.2. Benefits of an EX System for Exponential CX Improvement
8.10.3. The Five Key Factors for Successful Implementation of an Employee-Centric System

Module 9. Technology and Advanced Tools for Customer Experience. Customer Department Platform (CDP)

9.1. Technology as an Enabler of Customer Experience

9.1.1. Key Elements of a CX System Supported by Technology
9.1.2. Technology Linked to CX
9.1.3. Technology at the Service of People
9.1.4. Practical Application

9.2. Initial Technology Diagnosis to Enhance Customer Experience

9.2.1. Conducting a Diagnosis in Innovation and Technology
9.2.2. Types of Companies According to Their Technological Maturity
9.2.3. Phases for Effective Technology Implementation

9.3. Systems for Capturing Customer Information

9.3.1. Customer Feedback as the Basis for Actionable CX
9.3.2. Sources of Direct Information Capture
9.3.3. Sources of Indirect Information Capture
9.3.4. Innovative Sources for Customer Capture
9.3.5. Practical Application

9.4. Systems for Collecting and Storing Customer Information (CRM)

9.4.1. CRM. Relevance
9.4.2. Practical Applications of CRM in a Company
9.4.3. Integrations as an Essential Element to Feed and Optimize CRM Usage
9.4.4. Key Elements for Establishing and Maintaining Information in CRM

9.5. Systems for Analyzing and Gaining Customer Insights

9.5.1. 360° Customer View
9.5.2. Differences Between CRM and CEM
9.5.3. Key Elements for Establishing a Useful CEM System
9.5.4. Practical Application

9.6. Systems to Feed Customer Profiles

9.6.1. Managing CRM Data to Increase Customer Knowledge
9.6.2. Platforms that Facilitate a Holistic View of Customers
9.6.3. Practical Application

9.7. Systems to Trigger and Personalize Customer Experience (CDP)

9.7.1. Customer Data Platform (CDP)
9.7.2. CDP for Improving CX
9.7.3. Customer Intelligence Platform (CIP): A Step Beyond CDP

9.8. Market Research Systems

9.8.1. The Importance of Involving Current and Potential Customers
9.8.2. CX Research to Integrate the Customer into Strategic Decisions
9.8.3. Platforms for Tracking Insights and Market Trends
9.8.4. Practical Application

9.9. GDPR: A Secure Framework for Handling Customer Data

9.9.1. GDPR. Who It Applies To
9.9.2. Key Elements for GDPR Compliance
9.9.3. GDPR Non-Compliance. Consequences

9.10. The Technological Ecosystem to Enhance the CX Strategy

9.10.1. The Importance of Solid Technology for Excellent CX
9.10.2. Diagram of CX System Integration
9.10.3. Key Factors to Ensure Technology Does Not Backfire Against CX

Module 10. Innovation and Trends in Customer Experience

10.1. Innovation and Customer Experience. The Connection

10.1.1. Innovation Within the Framework of CX
10.1.2. Objectives of Customer Experience Innovation
10.1.3. Innovation in Developing Customer Interactions

10.2. Managing Customer Experience in the Era of Digital Transformation

10.2.1. Intelligent Experience Engine. Relevance
10.2.2. Seeking Hyper-Personalized Experiences
10.2.3. Managing Experience in an Omnichannel Environment

10.3. Innovation in Managing a Customer-Centric Company

10.3.1. The Model of Innovation from the Customer to the Company
10.3.2. Key Profiles for the Development of an Innovation Model
10.3.3. Open Innovation Models

10.4. Methodologies to Accelerate the Effective Innovation Process

10.4.1. Innovation and Creativity-Generating Routines
10.4.2. Lean Startup Method to Include the Customer in Innovation
10.4.3. Kanban Board for Gaining Innovation and Efficiency in Your Day-to-Day
10.4.4. Scrum Methodology. Practical Application
10.4.5. Adoption of Continuous Innovation Generation Tools. Benefits

10.5. Tools for the Development of Innovative Customer-Centric Business Models

10.5.1. Business Model Canvas. How to Challenge Your Business Model with This Tool
10.5.2. Value Proposition Canvas and Customer Journey: Relationship
10.5.3. Empathy Map. Beyond Tangible Interactions with the Customer
10.5.4. Practical Case

10.6. Neuromarketing and Customer Experience:  Putting Yourself in the Customer’s Shoes

10.6.1. Neuromarketing and Innovation Optimization
10.6.2. Real-World Applications of Neuromarketing in CX
10.6.3. Customer Insights Guide to Enhance CX with Neuromarketing
10.6.4. Success Case

10.7. Innovation in CX (I): Artificial Intelligence, Virtual Reality, and Facial & Biometric Recognition Systems in CX

10.7.1. Artificial Intelligence (AI) for Process Optimization and Omnichannel Management
10.7.2. Virtual Reality (VR) and Augmented Reality (AR) to Bring Your Customer Experience Anywhere
10.7.3. Facial and Biometric Recognition Systems as Tools to Alleviate Pain Points with Customers
10.7.4. Success Case

10.8. Innovation in CX (II): Machine Learning, IoT, and Omnichannel Management Platforms

10.8.1. Machine Learning (ML) for Data Processing
10.8.2. Internet of Things (IoT) for Enhancing Customer Experience and Knowledge
10.8.3. Omnichannel Management Platforms for a Holistic Customer View
10.8.4. Success Case

10.9. Technoethics: Technology at the Service of Humanity, Not Vice Versa

10.9.1. Protection of Neuro-Rights or Intellectual Property Rights (IP)
10.9.2. Ethics in Artificial Intelligence (AI)
10.9.3. Hyperconnectivity of the Customer and the Use of Their Data
10.9.4. The Technological Challenge

10.10. Establishing an Innovation System in a Customer-Centric Company. Importance

10.10.1. Key Factors for a Customer-Oriented Innovation Process
10.10.2. Benefits of a Company with Continuous Innovation Systems
10.10.3. Innovation at the Service of People for an Optimal Customer Experience

You will develop key skills to implement successful Customer Experience projects, managing Customer Experience across multiple channels”