Customer Experience

Customer experience studies the broader organisational service experience: how an organisation is experienced by those who consume its services, measured across the full journey from expectation to aftercare. The field is broader than facilities delivery and covers every form of customer contact.

Within FM, customer experience specifically concerns the relationship with the demand organisation or client — the party consuming the facilities service on the organisation's behalf — and is therefore distinct from workplace experience, which concerns the end user or occupant. The distinction between customer and user is decisive for who gets which metric and who has which conversation.

• Is this complaint or signal being raised on behalf of the client (customer) or the end user (user)?
• Does this KPI measure customer satisfaction or user experience, and is that distinction kept visible in reporting?

• Customer experience management literature from marketing and service management.
• Net Promoter Score and comparable customer satisfaction methodologies (with known methodological limitations).

• Reporting should explicitly separate customer and user metrics, otherwise a satisfied client gets conflated with a satisfied user, or the reverse.

• Service desk & control room
• Contract management & supplier governance

• Separating and independently reporting customer and user feedback

• Demand organisation

  The demand organisation is generally the customer in this relationship; the distinction from the user is a recurring point of tension.

[Content pending]

The standards section arrives in Part 7.

• Customer and user satisfaction merged into one score, causing steering on the wrong relationship.

The FM sector has no shared framework for consistently distinguishing customer and user metrics; most satisfaction surveys blend them implicitly.

• Reichheld, original work on Net Promoter Score, with later methodological critique.