How does your customer experience compare?

What are we comparing?

The comparison is the experience a customer receives, not a competitor’s revenue, conversion rate or internal performance data. We do not have access to those numbers simply because we can use their service.

For a mission such as “buy the right sofa and know the full delivery cost before I pay”, we can compare the product information, total-cost clarity, delivery promises and relevant purchase or service interactions.

That helps distinguish an unavoidable part of the category from something another business has already made easier.

How do we choose benchmark brands?

We agree at least two relevant alternatives with you. They are selected for a reason, not simply because they are well-known. The choices can include:

• A direct competitor: a business your customer could realistically choose instead.
• A category leader: a strong experience within your market that gives us a useful reference.
• An expectation-setter: a business outside the category that handles a relevant part of the journey particularly well.

Those are three possible types of benchmark—not a promise of three additional brands in every audit. The standard audit includes at least two, chosen to suit the missions.

How do you keep the comparison fair?

We define the customer goal first and repeat a comparable mission with each brand. We record the context, the steps taken and the evidence behind the finding.

We also explain meaningful differences. A made-to-order sofa and an in-stock chair have different delivery constraints. A useful comparison recognises that, rather than rewarding whichever business happens to ship fastest.

The scorecard is a summary of the evidence, not a substitute for it. We explain the basis of the assessment and link findings back to what happened.

What can a benchmark tell us—and what can’t it?

It can show where alternatives reduce effort, give clearer information or handle a problem more effectively. It can also show where your experience is already strong.

It cannot establish competitor profitability, prove that a design caused a conversion difference or represent every customer’s experience. A single observed incident is recorded as that, not treated as proof of how often it happens.

Where we discuss commercial impact, we distinguish evidence from an estimate or a hypothesis that needs further data. The aim is a better-informed decision, not an impressive-looking league table.

What do we get from the benchmarking?

Benchmarking is part of the CX.TESTED audit, alongside the evidence from your own journey. You receive a comparison scorecard, supporting visual evidence and a focused list of <10 recommendations in priority order.

We help separate the changes worth considering from things that are merely different. Copying a competitor’s design is not the same as solving your customer’s problem.

The full project covers three missions and takes 2–4 weeks. The early beta price is £3,995 + VAT; the full price is £5,000 + VAT. See the scope and pricing.