Theoretical / Scientific area
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From a theoretical point of view, different research areas will play a decisive role in user and customer experience. Basic research will mainly come from the fields of psychology and artdesign. The synergy between different graphic elements and the behavioral analysis of the user allows for profound insights into the customer-centered buying process, which is then transformed into an intuitive experience through precisely placed graphics and fluently designed processes. Still, economic basics play an essential role in the required market analyses and differentiation strategies.
The present state of technology and futuristic research need to be examined together. Practitioners with several years of experience are convincing with their successfully implemented projects, but with increasing professional experience, the level of knowledge of theoretical foundations decreases. In order to avoid such methodical limitations to the "most frequently successful", the consultant / expert must constantly keep an eye on promising research and must maintain a balanced mindset in order to always have a broad reserve of possible solutions at hand.

Analytical approach
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The analytical area is based on surveys and evaluated user data. Tracking, for example, shows the average time a user spends on a process. Surveys can then be used to close any gaps in knowledge and find out what stopped or hindered the customer in the relevant steps. In the context of the evaluation and survey, the processes can be improved to the extent that possible disruptive factors are minimized and positive sources of emotion are given greater weight. Analysis methods such as eye-tracking can also be used to add finest details to the customer journey map so that a realistic roadmap can be crystallized.

Practical (best practice) approach
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In most cases CX consultants rely on their extensive practical knowledge. Analysis or research is carried out rather incidentally during their work process. The main source of improvement suggestions and knowledge is defined by long experience. Following the principle of "learning by doing", customer reactions were tested extensively and general social trends were implemented intuitively. Thus, influencing factors are taken into account which can only be identified by a practice-oriented approach. An example of this is the use of recycled packaging materials or an increased environmental awareness of the company, which was specified in surveys as a non-decisive impact, but was analysed as an influencing factor and, when implemented in practice, causes a subconscious positive experience of the customers.

Customer Experience innovation

A successful improvement of the customer experience builds on all three approaches in the right combination. For example, customer experience managers and consultants must first validate the current situation based on customer surveys or analyses and then outline suggestions for improvement. This is supported by the theoretical approach, which defines the corresponding key elements and touchpoints based on the defined solution approach and can provide corresponding weightings and influencing factors. All this information in its pure form is of little relevance without the corresponding experience of CX or UX experts. Because even with the newest aircraft and the best weather conditions, you'll be unable to reach your destination without experienced pilots. Based on his industry-specific knowledge and experience in Customer Relationship Management (CRM) combined with a current trend overview, the human being ultimately forms the decisive link to establish an optimal customer experience. Photo by Diego PH on Unsplash

​Here, the requirements are customer-dependent and vary according to the circumstances. Therefore, numerous factors must be constantly taken into account in CRM. On its own, such an undertaking is often laborious and leads to little success. The advantage here is a motivated, dynamic and above all diversified team. Different perspectives on problems often bring the missing light into a grim situation, enable a user experience appropriate to the specific customer group and prevent a limited optimization tailored to a small target population.

With the end of 2019 a decade full of innovations has ended. Over the past 10 years the world of business has rapidly changed. Traditional services, such as banking and shopping, have gone online and businesses are now run a new way. Likely the biggest challenge in the past years has been the digitalization of business models. CEO's, Entrepreneurs and Managers faced the challenge to keep up with the digital revolution. We are now at a point where most children know much more about smartphones, computers and the internet than their parents. How is that?

Children usually learn much faster than adults. Their environment has also changed from the old generations, as new digital possibilities are just a daily part of their lifes, it is more intuitive to them. As every generation before them, their way of thinking conforms to contemporary possibilities rather than old traditions. Growing up with such a digital input their way of tackling problems is different than the way adults use to think or find solutions for specific problems.

How is this affecting businesses? Businesses, especially managers and entrepreneurs, should adopt this way of (mostly creative) thinking, to keep up with the rapidly innovating world. As the people are changing and adopting, businesses should do so alongside them.
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This trend is unlikely to stop in the years to come, challenging businesses and testing their speed of adaptation. 
The past 20 years made many companies disapear because of an unwillingness to adapt. This void is being filled by new companies versed in their current technological level. With that in mind we should be aware of the challanges coming this decade and be ready for upcoming new trends and technology.

The Lean Approach gained a lot of attention and recognition in the past decade. We think that this approach will be the most important tool for progress this decade. Still, we can not predict the development speed of some innovations, there is the possibility that we will need a completly new method for leading companies and developing new products in just a few years.
The challenge is that many businesses failed to integrate the past innovations and are currently trying to catch up. If the market is evolving even faster most companies will have a hard time staying competetive and face the danger of coming to a complete stop and eventually disapearing as many others have done before.

"How can wee keep up, maybe even use these circumstances to our advantage?"

Being aware of the upcoming shift of oportunities is the first step of realizing it as an advantage.  This change will bring new competitors, increasing the challange for everyone brave enough to sail the seas of international markets. The correct mindset is a needed prerequisit for this vojage, it is what we call "Startup Thinking". This way of thinking includes quickly addapting processes in small iterations, allowing in-time responses to new findings. Even large comapnies are starting to adapt these methods in specific departments, realizing that it is essential to adapt faster than ever before to upcoming trends and using innovative new methods.