This was fun to solve: Bursting the CEO Bubble.

It solves the CEO Bubble conundrum. Walt Bettinger, CEO of Charles Schwab, defines his "CEO Bubble" as taking two forms: "People telling you what they think you want to hear" and "People being fearful of telling you things they believe you don't want to hear." At its core sits emotion. And that was the key. How to measure "emotion".

"The size of the CEO Bubble is directly proportional to the disconnect distance between that brand and its customers", Morten Sørensen

How do you surface something that someone else may not yet see but you do? How do you bring that light to an existing belief system that is so strong that it refuses to believe or even to see something that is there? Even if strong supporting evidence exists. Exploring something uncomfortable outside the box fills you with doubt, uncertainty, and fear. It intensely challenges your belief, and to learn a potentially unsettling or life-changing truth is hard to accept.

“A brand isn't what you say it is. It's what they say it is” Marty Neumeier. Customers create brands. And every customer's unique view of a brand collectively shapes a brand's value and reputation. Taking a Customer Excellence litmus provides an incredibly detailed insight into what customers true gut feelings about a brand is. It contains the definitive WHY customer revenue vanishes unnoticed from brands over time.

With 1,6 – 5,4% of shopping basket revenue lost managing returns, Direct-to-Consumer Retailer brands lose US$117 million profit for every US$1 billion in retail sales. The automated fruit size sorting ‘machine’ solution idea dramatically unlocked online apparel, fashion and footwear retailers to reduce returns by 48 per cent without consumer intervention. It slashed returns management costs, increased brand profits, and gave a competitive advantage to amplify customer’s experience.

100%. There was no higher validation to breaking a Brand's Growth Paradox. The 'Customer Articulated Balanced Scorecard' gave the Executive Management at a global fashion brand the inside intelligence into how they grew EUR 351 million in Net-Sales yet still lost EUR 2.39 billion in Brand Value. It helped the brand "boost Customer Loyalty by 5%, increasing group profits by 37%”. It finds the co-dependent group-wide policy decisions that together negatively reduced a brand's performance and value.

Customers strip-down luxury brands every day to highlight friction-points and lost growth. Very few luxury brands strive for 100% transparency since they fear they have everything to lose. Archibald London stands apart because they believe it is every bit as necessary when there’s so much on the line. This is Customer Excellence.

“The art of brand excellence consists in looking not merely at the immediate but at the longer effects of any act or policy; it consists in tracing the consequences of that policy not merely for one group but for all groups.”