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Showing posts with label Customer Experience Management. Show all posts
Showing posts with label Customer Experience Management. Show all posts

Saturday, July 25, 2020

Rethinking Customer Experience Management in the Novel Economy by Brian Solis * [24]


New research shows that brands that embrace innovation and agility with an aim on humanizing the customer’s experience, outperform their peers, especially in a global pandemic.

COVID-19 has disrupted markets and lives at levels not seen by many. As cases around the world soared, executives were stunned, unprepared for the rapid shifts that would test even the most experienced of experts. The disruption wreaked by this pandemic was swift, unprecedented, and underestimated. While it largely reset the world we once knew, the term “new normal” became a staple in how we defined these novel times. But the impact on, and shifts in, markets and human behaviors were far from normal and definitely elusive of offering insights necessary to recognize any sense of normalcy or clear path forward.

Businesses that don’t take the time to understand what’s changing and why, as times and trends continue to evolve, will miss their opportunity to earn relevance and thrive in this new world. The most meaningful way forward is to place the customer at the center of your vision and decision-making in two distinct strategic phases: one with-COVID and the other, post-COVID.

Like the Novel Coronavirus, businesses are operating in uncharted territory. I refer to these times as the Novel Economy, a socioeconomic period that is, just like its namesake, new and unusual. Brands don’t have access to a disruption vaccine nor do executives possess a playbook for responding to and thriving in a global pandemic. At the same time, decision-makers are without best practices and case studies to skillfully guide their actions. The most direct source of insights resides in the signals and inputs customers willfully share with those who are willing to pay attention. What executives don’t want to do right now is make assumptions about customer needs and predilections. This was clear in the unanimous customer response to seemingly timed marketing campaigns in the early days of COVID-19. 

This isn’t a time to upset anyone. It is a time to be a light in the lives of consumers, to find ways to add value or remove friction, especially when customers feel overwhelmed and anxious by the impact of the pandemic in their lives. I call this #IgniteMoments. It’s an opportunity to humanize and enliven touchpoints, to touch the customer in a novel and refreshing way that creates memorable experiences.

The digital transformation of legacy marketing to modern, personal customer experiences

With a global pandemic still raging, marketers must operate with compassion and attentiveness led by a “with COVID” mindset. The existing brand style guide and marketing playbooks do not account for these times nor the speed and breadth at which they’re operating. Traditional marketing will no longer have the same effect moving forward. If anything, it will negatively affect customer relationships rather than enhance them. 

In its research, Salesforce learned that 69% of marketers say that today’s traditional marketing roles limit customer engagement — up from 37% in 2018. This sets the stage for more meaningful, personalized engagement now and also in a “post COVID” world aka the next normal. 

As such, customer-centricity, whether you call it CX or marketing or digital transformation, will be rooted in empathy, purpose, and compassion. This means that the next generation of style guides and playbooks need development in real-time.

COVID-19 accelerates digital customer behaviors and amplifies importance of empathetic experiences

A significant majority of customers are more than ready for brand humanization. According to Salesforce research, 84% of customers say the experience a company provides is as important as its products and services — up from 80% in 2018. This means that marketing is evolving from a classical, one-to-many approach, toward delivering customer experiences that connect, build trust, and guide mutually beneficial outcomes. 

In time of a global pandemic, when emotions are running high, experience is personal. That’s what an experience is after all, an emotional, mental and physical reaction to a moment. This is why CX leaders define the customer’s experience as the sum of all experiences a customer has with their business. Each touchpoint counts in their own right, but also are keystones to the bridges that connect entire experiences together. 

Marketing transformation takes on a new sense of urgency, requiring true 360 customer understanding and engagement

It’s critical for marketers to have a real-time 360 view and understanding of a customer’s full journey, at every stage, from discovery to engagement to retention and loyalty to advocacy. Sixty-nine percent of customers are reporting that they expect connected experiences. 

Legacy roles that only focus on stages of the customer journey, in isolation, without coordinating with those who manage other connected touchpoints, will lose favor with customers. By design, the brand message and the experiences they deliver will be disconnected and likely confusing. Said another way, if it’s not complementary, intuitive, and additive, individual experiences are likely taking away from its total potential. 

Data-driven empathy helps marketers deliver personalized and meaningful customer experiences as customer expectations and preferences evolve

Customers are changing as a result of COVID-19 and the emotions and health advisories guiding their well-being. Shelter-in-place, physical distancing, concern for their own health and well-being, as well as for their loved ones, is accelerating digital-first behaviors in every touchpoint across their journey. 

During these times of disruption, data-driven empathy enables empathetic marketing, customer engagement, and genuine experiences. As customers’ circumstances, needs, and sentiments evolve rapidly, accumulating a clear understanding becomes mission critical for AI-powered platforms and CX and marketing strategies.  Marketers are turning to an ever-increasing number of digital signals and data sources to assess transactional data, declared interests and preferences, known digital IDs, offline IDs, second-party data, inferred interests and preferences, and more. In fact, progressive marketers plan to use 60% more data this year than the overall industry average. Combined with AI, marketers can achieve personalization across the journey at scale by distilling insights from data and guiding teams on how best to take action.

The experiences that customers have in each touchpoint must also not only meet their needs, but also strive to surpass their expectations. High performance marketers report that they are increasingly turning to a sophisticated array of modern digital tools and intelligent, connected platforms. Artificial intelligence (AI), for example is helping marketers learn from real-time customer activity and corresponding data signals to personalize engagement with the right context at the right time in the right channel on the right device. Eighty-four percent of marketers report using AI, which is up from 29% in 2018 (an increase of 186% in two years).

Customer-centric metrics matter, count what counts to the brand and to the customer’s experience

CX is dependent on the “customer’s experience and as such, their experience, hence the apostrophe, becomes a key CPI (customer performance indicator). New and upgraded metrics, beyond those of vanity and general engagement, need to demonstrate performance and also customer-centered benefits. 

High performance marketers (72%), for example, are already analyzing performance in real time, versus 49% of underperformers. And, fewer than half (48%) of marketing organizations today track important experience metrics such as customer lifetime value (CLV/LTV).  There’s plenty of room for growth here.

Customer-centric metrics correlate to business performance. Experienced marketers are being more strategic about ways to invest in customer experiences to showcase customer satisfaction and retention in addition to complementing customer acquisition strategies. By measuring the customer’s real-time and aggregated experience, marketers can learn exactly how and where to improve them, in times with-COVID and post-COVID markets.

Innovation is the ability to see change as an opportunity

Innovation is defined as many things. But at its core, innovation is about creating new value that didn’t exist before. This is different than iteration, which incrementally improves existing value. Both are important.

During this pandemic, and even after there’s universal treatment, a vaccine, we establish herd immunity, or all of the above, the customer’s experience is not only an ongoing priority, but also a primary driver of innovation. 

Following the series of disruptive events, shutdowns, impacts on public health and global economies, and waves of setbacks, customer preferences and behaviors evolved rapidly and will continue to evolve as the Novel Economy unfolds. Even as the world starts to open up as it learns to co-exist with a novel coronavirus and even after its eradication, CX must always be human-centered to genuinely and effectively engage customers. The same is true for CX innovation. Research found that 76% of high performers say they do a great job at innovating marketing technology, tactics, and strategies, versus 47% of underperformers. 

Stay alive in an era of disruption, aim to survive in this interim normal, and learn to thrive in the Novel Economy

To thrive in the Novel Economy, during and following COVID-19 disruption, it’s imperative to unlearn BC (legacy) mindsets, learn from the high performers, and most importantly, learn from your customers. Furthermore, embrace a growth mindset and an empathetic heartset to effectively…

1.      Shift from classical marketing to a relentless focus on the customer experience.

2.     Embrace an ethos and commitment to helpfulness, relevancy, and trustworthiness.

3.     Create a culture of innovation in parallel with the continual practice of iteration.

4.     Also create a culture of data-driven empathy.

5.     Empower and incentivize employees to do the right thing while also learning the next thing.

6.     Personalize all forms of engagement and use modern technology to humanize experiences.

7.     Make the offline and online customer journey integrated, intuitive, productive, true, and even joyful.

8.    Transform touchpoints into #IgniteMoments to articulate and project what your brand stands for and empower mutually beneficial, memorable experiences; values beget value.

* Brian Solis studies disruptive technology and its impact on business and society. This post is an excerpt from his recent article in Forbes.com.  He may be reached at brian@briansolis.com and @briansolis (Twitter). 

Sunday, September 15, 2019

Creating Better Customer Experiences [5]

[There are no traffic jams along the extra mile.  Roger Staubach]

The dominance of the service sector, global competition, rising labor and technology costs and demanding customers forces companies to create excellent customer experiences or fail. In the Now Economy, Companies must know their customer’s definition of service quality (SQ).  Organizations have to provide service experiences that meet or exceed customer expectations at a reasonable price.

It’s all about the service experience! Research has found that about 70% of customer defections are due to service problems. Customers evaluate service encounters to assess the quality of a firm’s offerings and whether they will continue do business with them in the future.  

Improving service quality is like taking vitamins, eating healthy and exercising regularly. Although the results may not be immediate, long-term benefits are significant. Managing service quality is not a “quick fix,” but rather a way of life for companies who are serious about improvement (e.g., Disney, FedEx, Ritz-Carlton, Singapore Airlines).

So, How Can We “Wow” Customers? 
Here are 10 recommendations that lead to superior customer value:

1. Co-create services with customers. Learn what customers value by incorporating the voice of the customer into the service development process.

2. Focus your improvement programs outward, on market breakpoints. By defining and mapping customer journeys, you can see the service experience as the customer sees it. Realize that customers view service as a totality, not an isolated set of activities.

3. Create a tangible representation of service quality. Hertz #1 Club Gold service communicates a premium, value-added bundle of services to business travelers seeking a hassle-free car rental experience.

4. Use teamwork to promote service excellence — service workers who support one another and achieve together can avoid service burnout.

5. Create a culture of service obsession based on key SQ determinants such as professionalism, attitudes/ behaviors, accessibility and flexibility, reliability/ trustworthiness and service recovery.

6. Develop metrics that are specific in nature, such as a 99% on-time delivery rate or an average customer wait time for telephone orders of less than 20 seconds. Benchmark best practices for each service metric employed.

7. Employee selection, job design and training are crucial to building customer satisfaction and SQ. The ability to respond quickly, competently and pleasantly to customers needs to be a priority.

8. Reward quality efforts in marketing. Seek opportunities to reinforce quality behaviors when they occur. Reward employees on the basis of commitment and effort, not just sales outcomes.

9. Think of service as a seamless process, not a series of independent functions. Service quality occurs when the entire service experience is managed effectively and efficiently and the organization is aligned to respond to customer needs whether it’s at the pre-sale, sale or post-sale.

10. Integrate customer information across all sales channels. The information made available to online and offline service representatives should be consistent. 

Checklist — How to Improve Service Quality

□ Does your company really listen to its customers? Give a specific example of how good listening improved the service experience.

  Reliability means performing the promised services dependably and accurately. On a 10-point scale, where 1 is unreliable and 10 is perfectly reliable, rate your company and explain why.

  How well does your company perform the service basics?”

  How effectively does your company manage service design — systems, people and the physical environment? Provide an example of how lack of planning in one of these areas resulted in a “fail point” during a customer encounter.

Service recovery refers to how effectively companies respond to service failures. Cite an example when a service failure occurred and how it was handled.

Teamwork is an important dynamic in sustaining service workers’ motivation. How can you improve teamwork in your organization?

Internal service is crucial to service improvement, as customer satisfaction often mirrors employee satisfaction. To what extent does your company assess internal service quality?

This blog post is the 5th in a series extracted from Superior Customer Value – Finding and Keeping Customers in the Now Economy, 4th Ed. (2019, Routledge Publishing/ Taylor & Francis). For further information, contact Art Weinstein at artweinstein9@gmail.com , 954-309-0901, www.artweinstein.com .     









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