Joy Corso on touchpoints
From Joy Corso on Transforming Every Touchpoint into a Competitive Edge | Sprinklr · · Sprinklr
“Imagine if the experience was, dare I say, refreshing: you wake up, you order groceries to be delivered, you book an Uber to get to a crowded venue or order a gift for a birthday, book a vacation online, renew your streaming subscription — any one of those events is a touch point that we want to make a great extraordinary experience for.”
On , Joy Corso, Chief Administrative Officer at SPRINKLR INC, spoke about touchpoints during Joy Corso on Transforming Every Touchpoint into a Competitive Edge | Sprinklr on Sprinklr.
About Joy Corso
Joy Corso, Chief Administrative Officer at Sprinklr, appeared on multiple episodes of the CX-WISE podcast in 2025, where she discussed customer experience, brand marketing, AI, and organizational transformation. She described the goal of customer experience as making every interaction "refreshing" and argued that brands compete not just against direct competitors but against the customer's "last best experience" across any industry. She stated that this requires teams, channels, and tools to work in sync rather than in silos. On brand marketing, she cited campaigns such as Dove's "like a girl" and Nike's mission statement as examples of connecting emotionally with audiences, and said that "people will remember you personally of how you made them feel, not what you said." Corso acknowledged consumer skepticism toward AI in customer interactions, stating that many consumers associate AI with "awful" chatbot experiences. She argued that AI is "human-created and governed" and should be used to "augment the humanity" of customer interactions rather than replace it. She described Sprinklr's approach as "the Iron Man of AI." On organizational transformation, Corso identified four pillars—accountability, teamwork and collaboration, execution, and trust—as key to fueling change. She rejected the idea of choosing between customers and employees, calling it a "silly choice" and describing the relationship as a "circular" balance where stronger customer service fuels employee engagement and vice versa.