QVC GROUP [NASDAQ: QVCGA]

David Zimmerman is the Director of Customer Experience, Performance Support and Operations Network Learning, QVC Group with over 30 years of expertise covering QVC, HSN, and Cornerstone Brands. Rising from an entry-level role, he now drives CX strategy, customer advocacy and trust restoration, turning insights into action and shaping unified CX across international markets.

In an exclusive interview with MarTech Outlook, Zimmerman shared his perspective on how listening, acting and caring, combined with technology, culture and respect for customers’ time, define the modern CX playbook.

Building a Customer-Centric Foundation

I have spent more than 30 years in the CX space at QVC Group, but my lessons about customers began long before I joined QVC. Early in my career, I managed multi-location restaurants, and those days taught me to be truly customer-centric, a trait that still guides me. Whether it is serving food or delivering products, people remember how you made them feel.

I joined QVC in an entry-level role decades ago and had the opportunity to grow, expanding from supporting a single brand to taking broader responsibilities across the business. Over time, that journey expanded to leading CX across global markets, including Japan, Italy, the UK, Germany and the US, and eventually overseeing QVC, HSN, and Cornerstone Brands.

As this scope expanded, so did my focus on creating consistent yet personal customer connections across all markets. Currently, I am responsible for understanding customer feedback across all interactions and acting on their behalf, including leading efforts to restore trust when experiences fall short of expectations.

Listening, Acting and Restoring Trust

When people ask what CX really means, I tell them it is about listening in every space where our customers are communicating and responding with a meaningful action. Successful organizations do not just collect feedback; they analyze it and work closely with leaders across the business to implement meaningful changes. Most customer-centric companies stand out for their willingness to take full ownership of the “make it right” process, where customers feel confident that their concerns will be respected and addressed.

“A great experience anywhere becomes the expectation everywhere. No organization has the luxury to ignore that anymore.”

For decades, the most successful brands have been those that keep customers at the center. They evolve as customer demand changes, while staying committed to customers’ needs, offering great products at a substantial value, and protecting the trust that has been built over time. Those organizations recognize that customers engage across a mix of channels like broadcast, digital and mobile, and respond quickly, never ignoring the message behind the feedback. In CX, every comment is treated as a signal. If customers love something, it needs to be enhanced, and their disappointment needs to be corrected with intention and care.

Customers today are multi-generational, global and connected in ways that did not exist decades ago. Some still enjoy the familiarity of traditional platforms like television, while others discover brands through live streams, apps or social media. Given how wide-ranging the platforms are, a one size-fits-all solution will not work out. The challenge and the opportunity are to create a unified experience while keeping it personal and relevant for each customer.

Time as the New Premium

Today, there is much excitement in the industry about artificial intelligence, automation and personalization, and there should be. But in my view, time is the new premium. People today are busier than ever. This shift in customer expectations makes efficiency and clarity non-negotiable. The future of CX belongs to organizations that continue to execute their plans and make improvements that show respect for customers’ time.

For us at QVC Group, that means constantly asking questions such as are we making their life easier? Are we anticipating needs? Are we removing the friction from customers’ journey? When we do that, we are earning loyalty.

A good experience anywhere becomes the new expectation everywhere. Customers do not compare you only to your direct competitors anymore; they compare you to the best experience they have had. So every company, no matter the industry, must keep raising. Beyond efficiency, we must also look for intentional moments that surprise and delight customers, offering enhancements they did not expect while always honoring their time.

Guidance for the Next Generation of CX Leaders

For those building or leading CX teams, my advice is to pack your patience. Transforming a company’s culture around the customer does not happen overnight. It is a long-term effort that requires persistence, empathy and collaboration. There will be moments of frustration and setbacks along the way, but stay the course. A more collaborative approach can accelerate progress, which is why it is essential to bring your leaders and teams together to co-create the plan, ensuring everyone is connected to the effort, and then the path forward becomes much clearer and easier.

After all these years, I still believe the foundation of excellent CX is to listen, act and care. Embed the customer story into the company’s DNA. Make sure you are listening to them as they are changing. Technology can amplify our efforts, but it is our people and culture that truly set us apart. When we respect customers’ time, earn their trust and evolve with them, we are not just doing business, we are doing what is right.