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Reflections from the 7th Experiences Summit 2025: measuring and designing experiences

Reflections from the 7th Experiences Summit 2025: measuring and designing experiences

By Paulina Contreras•
Learning

Introduction

Between September 29th and 30th, the 7th Experiences Summit 2025 took place, organized by the Experience Research Society (ERS). The event brought together high-level researchers and practitioners around the design and measurement of experiences.

After reviewing the event page, I took the opportunity to register and obtain the annual membership for 30 USD, which includes discounts on activities (like the Summit), access to materials, and content from past events.

On this occasion, I participated as a listener in five sessions that I found especially relevant. In this post, I share a brief reflection on three of them, highlighting the concepts that resonated most with me and that can nourish both CX and UX Research practice.

1. Adré Schreuder – The evolution of Customer Experience measurement

Session summary

Professor Adré Schreuder offered a critical review of the evolution of Customer Experience (CX), from the first satisfaction models to the creation of new frameworks like the ICE Index and EBGI. His proposal seeks to overcome the limitations of traditional metrics (like NPS) and integrate a multidimensional view that connects experience, value, and business.

Key concepts

1. Two ways of understanding experience (Erfahrung vs Erlebnis):

The presentation begins by questioning the definition of “Experience,” which fascinated me. In our world where we constantly talk about experience, returning to the term and defining or redefining it seems super interesting. Here, Prof. Adré distinguishes two types of ways to understand experience:

  • Erfahrung: experience as accumulated learning over time (maturity, practice, confidence).
  • Erlebnis: experience as a lived, emotional, and intense moment (memorable events). Insight: CX (and UX of course) must balance both: the customer’s accumulated trajectory and the memorable moments that generate emotional connection.

2. Historical evolution of CX:

Then he takes us on a small historical journey to understand how the subject has evolved, which again fascinated me (am I fascinated too much?). I think that being able to understand ourselves and our work in a historical context, as part of a continuum, gives us perspective and allows us to look forward.

  • 1990–2000: Introduction → Experience economy (Pine & Gilmore) and first satisfaction models (ACSI).
  • 2000–2010: From practice to theory → first academic frameworks, initial metrics.
  • 2010–today: Conceptual integration → CX as a multidimensional construct (cognitive, emotional, sensory, behavioral, social). Rise of metrics (NPS, CXPA, Forrester CX Index).

3. Definition of CX:

“Customer Experience is a multidimensional construct.” Includes cognitive, emotional, behavioral, sensory, and social dimensions, developed throughout the customer journey and linked to the value proposition. Parallel with UX: should also be multidimensional, centered on responses and the complete journey.

4. Current problems in CX measurement:

  • Lack of behavioral insights.
  • Excessive use of unreliable metrics (NPS).
  • Difficulty in differentiation in saturated markets.
  • Customers perceive little value in the relationship.
  • Scarce connection between insights and business strategy.

5. NPS and the intention–behavior gap:

  • NPS measures intention to recommend, but doesn’t always predict actual behavior (word of mouth).
  • The intention–action gap emerges, influenced by biases, social barriers, and control factors.

6. New frameworks: ICE Index + EBGI:

  • ICE Index: integrates cognitive layers (quality), emotional/affective (emotions, behaviors, social), business (engagement, return on CX), and value (customer perception).
  • EBGI (Experience-Based Growth Index): connects experience with growth metrics and financial return.

7. Cognitive biases and experience memory: Inspired by Kahneman, Schreuder explained that customer experience is understood from two “selves”:

  • System 1 (Experiencing Self): fast, emotional, automatic, error-prone.
  • System 2 (Remembering Self): slow, evaluative, whose memory influences lasting perception.

This implies that companies must design memorable moments that are engraved in memory, not just functional interactions.

Practical insights

  • Go beyond NPS → integrate effort metrics, emotions, and real-time journey.
  • Design Erlebnis (memorable moments) that connect emotionally.
  • Map the customer’s Erfahrung over time to reinforce trust and loyalty.
  • Use CX as a strategic competitive advantage, not just as a KPI.
  • Connect CX and UX Research to close the gap between data, experience, and strategy.

Bibliography

  • Ajzen, I., & Fishbein, M. (1980). Understanding attitudes and predicting social behavior. Englewood Cliffs, NJ: Prentice-Hall.
  • Fishbein, M., & Ajzen, I. (1975). Belief, attitude, intention, and behavior: An introduction to theory and research. Reading, MA: Addison-Wesley.
  • Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179–211.
  • Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux.
  • Benson, B. (2016). Cognitive Bias Codex. Designhacks.co.
  • Zeithaml, V. A., Berry, L. L., & Parasuraman, A. (1996). The behavioral consequences of service quality. Journal of Marketing, 60(2), 31–46.
  • Nisson, C., & Earl, A. (2020). Theories of reasoned action and planned behavior. The Wiley Encyclopedia of Health Psychology, 755–761.

2. Doug Muller – Beyond the Screen: The Next Generation of Experiential Technology

Session summary

A completely different talk from Schreuder’s: Doug Muller, VP at George P. Johnson Experience Marketing (GPJ), showed concrete applications of emerging technologies in the design of immersive experiences. It was a demonstrative session, with real cases, more than conceptual.

Key presentation points

  • Technological innovation applied to experiences: VR/AR, spatial computing, IoT, AI.
  • Practical examples: how GPJ designs hybrid experiences for global brands.
  • Future of experiential design: living ecosystems that evolve with the user, more than “isolated moments.”
  • Academia–industry collaboration: (Cal Poly + GPJ) as an innovation accelerator.

Connection with UX

  • Like CX, UX must expand toward the phygital layer (hybrid physical-digital interactions).
  • UX Research has a key role in validating these new immersive and sensory experiences.

Closing

Doug Muller from the presentation itself connects us emotionally in the experience (in his case, of the presentation) and motivates us to always connect with emotion, of users or customers, so that it remains in memory, they remember it, and it’s not just a moment within the journey, but connects with the next moment (here connecting it with the previous presentation, that it’s not just an Erfahrung experience, but also Erlebnis:

“The future of experiences is not measured only in clicks or NPS, but in how we integrate emotion, technology, and strategy.”

Transforming Customer Experience: From Analytics and Qualitative Research to Actionable Insights

Special article published in Journal of Design, Business and Society (Special Issue) Authors: Markus Ahola, Mirja Kälviäinen, Tarja Keski-Mattinen, Sanna Apajalahti

(I found this PDF with study information)

Summary

One of the paper’s authors presents the article. Customer experience (CX) management is usually a challenge for small and medium-sized enterprises (SMEs), which have limited resources and rarely know where to start. The article proposes a practical approach: combine data analytics with qualitative research and customer journey visualization.

The goal is to move from scattered and difficult-to-interpret data to actionable insights that allow companies to improve their customers’ experience in a concrete and sustainable way.

Key Study Points

  1. Analytics + Qualitative Research
    • Data analytics shows what is happening.
    • Qualitative research reveals why.
    • Their integration allows a deeper understanding of customers’ motivations, emotions, and pain points.
  2. Customer Journey Visualization
    • Customer journey maps function as a central tool to identify information gaps.
    • They make visible in which phases of the journey the company doesn’t know what’s happening with its customers.
  3. Knowledge Gaps and Improvement Opportunities
    • Many SMEs don’t know what happens in critical stages (before, during, and after service).
    • Detecting and closing those gaps is key to raising service quality and customer satisfaction.
  4. Lightweight and Accessible Data Sourcing
    • The study recommends starting with simple and manageable methods: journey canvas, feedback loops, and accessible data sources.
    • The idea is to take “baby steps” before attempting complex solutions.
  5. Systematic Information Management
    • Capturing, analyzing, and sharing information must become an internal practice.
    • Training teams and using visual tools favors more agile and strategic decision-making.
  6. Impact for SMEs
    • The value lies in generating actionable insights, not just collecting data.
    • This allows companies to prioritize actions, optimize services, and strengthen internal competencies in customer experience.

Conclusion

The presentation of the article by one of its authors demonstrates that customer experience is not improved only with data, but with the ability to interpret them qualitatively, visualize them, and transform them into concrete decisions. Personally, I loved that the research and efforts of the research team are focused on SMEs and micro-enterprises, and understanding with and for them how to improve their processes. At the end of the presentation, the author indicated that micro-enterprises often don’t know where to start, and she recommends using the Customer Journey Map through a Canvas, as a good way to visualize what’s happening, with a mix of qualitative and quantitative data.

Mentioned bibliography

Katherine N. Lemon & Peter C. Verhoef (2016). Understanding customer experience throughout the customer journey. Journal of Marketing, 80(6), 69-96. https://doi.org/10.1509/jm.15.0420

General Summary

The three presentations I summarize here from the 7th Experiences Summit 2025 show, from different perspectives, a common thread: the value of applied research to generate insights and real value in experiences.

  • In the first talk, Adré Schreuder highlighted the importance of measuring CX with rigorous frameworks that integrate the cognitive, emotional, and business aspects, pointing out the need to overcome limited metrics like NPS.
  • In the second, Doug Muller focused on engagement with immersive experiences and how technology transforms the way we design significant interactions.
  • Finally, the third talk again highlighted the ability to unite research + visualization to make insights actionable, especially in SMEs.

Together, these perspectives reinforce the same message: experience is not improved only with data or only with design, but with the ability to research, interpret, visualize, and strategically act on what really matters for customers and users.