What Is PX In an Organization?

Product experience (PX) is part of the customer experience. Product experience focuses specifically on the interactions and perceptions related to a product or service. It encompasses the quality, functionality, design, and usability of the product. It begins when a customer considers a product and lasts through the customer’s ownership of the product. 

Because of its importance, organizations need a product experience strategy. Customers may start their experience by browsing a website or clicking a link on a social media site. They might scan a QR code. No matter how they initiate their product experience, customers expect consistency.

Product experience encompasses both in-person interactions with a physical product and digital experiences related to the product. For example, a product experience strategy considers the product packaging, a brand’s presence at a trade show, and the online shopping experience. 

How a product is shipped or displayed on a shelf influences customer perception. Consider that competing products appear on the same shelf. If one product's packaging includes a QR code enabling potential buyers to scan for more information, that product stands out. A related digital experience can help shoppers explore the product’s uses and provide specifications that help illustrate dimensions.

Because buyers have more product details, they feel comfortable purchasing the product. Since consumers will pay more for a positive experience, improving product packaging doesn't equal smaller profit margins. Such considerations give product experience meaning.

What Is the Role of Product Experience?

PX contributes to the overall customer experience. However, it focuses on every product touch point. Its goal is to ensure all interactions add value to the experience. Whether manufacturers have one product line or multiple, centralizing product data in a Product Experience Management (PXM) solution makes it easier to manage the content flow and accuracy.

A successful product experience strategy identifies how customers will interact with the product at each stage of their journey. It defines what the goal is at each touch point and stipulates what the desired perception should be. For example, how should potential customers feel after evaluating product information? What is the goal of onboarding?

Consider and Evaluate

Most manufacturers see the goal of this stage as choosing their brand and assisting buyers in identifying the right product within their product line that meets their needs. For example, when a buyer is considering a riding lawn mower each brand has multiple options. Manufacturers want their brand to standout and they want to help buyers select the riding mower from their line that meets the buyer’s specific needs. However, that is only part of the goal. Companies want potential buyers to have a positive experience, regardless of their final purchase. When people have a positive experience with a brand, they remember.

Suppose purchasing agents for Company X are tasked with finding a widget that weighs less than 100 pounds and fits in a standard postal tote. After review, they refined their search to three companies.

• Company A says their widget weighs 50 pounds and fits in a container with the following dimensions: 11.5" x 18.25" x 13.25".

• Company B shows their widget weighs 75 pounds and fits in a standard US postal tote, measuring 11.5" x 18.25" x 13.25".

• Company C's widget weighs 40 pounds but needs a tote that is slightly larger than a standard US postal tote, measuring 12" x 18" x 13.25".

Purchasing agents are irritated at Company A because it doesn't indicate that the measurements comply with a standard US postal tote. They have to know the measurements or take time to find them. How much effort would it take to include that piece of information?

Company B eliminates the frustration by indicating that the measurements comply with the US postal tote. Purchasing agents have the basic information they need.

Company C provides the weight and dimensions, indicating that the measurements do not fit a standard US postal tote. However, the company illustrates the differences in height and width using visual aids.

Because purchasing agents had a value-added product experience, they asked engineering if the new dimensions were acceptable. They put in the extra effort because weight was the prime requirement, and the difference in size was minimal and easy to see.

Purchase and Onboarding

In the above example, Company C delivered a positive product experience and was able to acquire Company X's order. Now that the order has been placed, what is the product experience strategy for onboarding? How should the customer feel after making the purchase?

The best strategy use a product experience management (PXM) solution. Product information is always in flux. Warranty and license agreements change. Features are added, and options are modified. Managing these changes is essential to successful onboarding. Outdated material leaves customers wondering if they made the right choice.

Product Information Management (PIM) tools allow manufacturers to centralize data. PIM solutions enable companies to store a variety of product data, including product descriptions, SKU, specifications, and pricing. By centralizing product information, marketing teams are better equipped to create accurate marketing materials about each product. 

Retain, Repurchase, and Expand

Replicating the positive product experiences across all product lines improves customer loyalty because loyalty is based on trust. Building trust means delivering consistent experiences. Buyers want to know that they will receive the same experience regardless of the channel or product. Nordstrom is an excellent example of how to leverage superior product experiences into customer loyalty.

Nordstrom stores deliver the same customer experience. Whether shopping in Seattle or Savannah, the customer experience is the same. When shoppers have product questions, employees access the same information. Customers are comfortable having products shipped from another store when items are not available at their locations. Their product experiences have generated trust in the company and its products.

Manufacturers can learn from Nordstrom. By providing consistent product information, customers know what to expect when they make a purchase. They are confident that items will arrive as described and any concerns will be addressed.

What Is the Difference Between CX and PX?

Customer experience covers every touch point in a customer's journey. It encompasses every interaction people have with a company or brand. Product experience is a subset of customer experience that focuses on customer interactions with a product. The product experience and customer experience difference comes down to scope.

Which Team Is Responsible for a Good Product Experience?

Product experience teams are responsible for developing and implementing a product experience strategy. They ensure that customers have a positive product experience throughout their customer journey. Some companies have dedicated teams, while others draw from different areas across an enterprise.

No matter how teams are structured, they should address key performance indicators (KPIs) such as the following:

• Customer Acquisition

• Product Adoption

• Customer Satisfaction Scores

• Ongoing Product Use

• Product Repurchasing

• Expanded Sales

• Customer Retention

For a product experience team to be successful, it must be cross-functional. Cross functionality is what gives product experience team meaning.

Lumavate is a Product Experience Management (PXM) Platform that allows manufacturing companies to centralize their product data using its Product Information Management (PIM) solution. The platform's PIM solution combines with Digital Asset Management (DAM) functionality for a Digital Experience Platform (DXP). Need more information? Schedule a demo to explore the value of product experience.