Once a differentiator, reliable customer service has become a mandatory commodity. With growing consumer expectations and automated technologies, the experience has replaced this longstanding advantage.
Brands positioned according to a customer-focused customer-centric customer experience optimization approach, and those looking for customization are poised to become market leaders. Becoming an experiential brand has been described as being more difficult than it actually is. The answers and the truth are before us. Your consumers have these answers, you just have to ask – and pay attention.
Working with over 30 brands on their experience strategies, I found four essential steps to help them successfully migrate to become a customer experience. leaders in their market. The simplest formula is to identify, measure, build and test.
Identify audiences and travels
Identify your audience
Let's start with an exercise. Suppose the money is not an object and you choose a new vehicle. Take a moment to imagine what you would like to buy. Now that you have this vehicle in mind, let's say it's the vehicle everyone wants. It seems ridiculous to think that the vehicle you want is the vehicle that everyone would want. But how often do you create experiments using this same hypothesis? When designing an experiment, you must have an audience in mind, but often, the experiences are developed in a vacuum, without feedback from the consumer. In our current environment, public strategy and experiences should never be developed without some consumer knowledge.
Here are some questions that will help you start to evaluate your audience.
Who is my current? public? What data sources do I have (research, analysis, databases, etc.)? What do they prefer? What are their motivations? Who is / does not answer? Are my loyal customers different from others? What kind of data and ideas do I miss?
Identifying the public's journeys
I often think of the course as the basis. The good news about creating an audience path is that there are many good approaches. I do not believe that there is a single source of truth for creating an audience path. The important thing is that you create one. If your budget, resources, and time only allow you to have a brainstorming session on a whiteboard, do it. If you have behavioral data at your fingertips and you can view the connected event flow data by specific channels and by person, do it. If you have the ability to conduct primary research, please do so.
After building a trip, the first mistake I notice is that too many brands are trying to solve the problem of all the possible interactions they have discovered. Prioritization becomes the key; if you are able to gather consumer-focused information to measure and help you prioritize experiences, then this should be your next step.
How do they behave? How are they buying? What are the most common ways to buy? What are all possible interactions?
Starting to think from the consumer's point of view is the first step to follow, but it is much more effective in actually measuring experiences from their direct interactions. Customer listening engines that are still active have been around for decades. The new wave of measurement today is more effective but needs to be further increased. The Customer Effort Score (CES) is at the forefront of this movement, but it lacks three essential components: the measurement of multiple interactions, the measurement of importance and the measurement of income . But the four-dimensional approach has the power to start moving the needle.
The measure of the ease of working with a brand through interactions, prioritized during the trip, allows brands to identify the most critical points of the consumer experience. . This allows brands to find quick fixes to eliminate friction as much as possible. In the example provided in the image above, one might think at the outset that "comparison plans" and "subscription cancellation" should be the priority areas, but a Taking a closer look at the importance guides you to prioritize "comparison plans" to have the greatest impact.
What are their significant phases of interaction in their journey? What are the most important interactions? What interactions are in desperate need of help? What is the income associated with each interaction?
With a basic evaluation and an architectural evaluation, you will be on the verge of building the best-in-class experiences based on consumer ideas. Along the way, an audit of data and technology will become essential for the automation of personalized people-based experiences. The alignment of key stakeholders within the organization will be another essential element in driving change. This is why a data-driven approach to prioritizing the consumer's point of view is needed for the potential political battles you will face.
Another element of support for your internal journey will be the results of the hierarchical rapid gains. A four-dimensional hierarchy of experiences allows the brand to get into the field, making immediate improvements to prove the work, while establishing critical interactions that may require greater effort for long-term planning.
Who are the main stakeholders (detractors / supporters)? What quick wins are we going to tackle? What is our track record of long-term experience? What technologies / data do I need?
Experiments of test
Another evolution of the market over the years has continued in the same spirit. permanent optimization and fast gain. Take, for example, changes to the website as shown in the image above. Traditional methods required a major overhaul every two years, requiring a lot of time and money, with gaps and poor experiences between the two. There is a better way. If you are really interested in meeting consumer expectations, you will not only measure and track these experiences on an ongoing basis, but will regularly update to improve them.
What approach do we use today? What tools do I need to perform tests? What should we test first?
I believe that the CEO of Dentsu Aegis Network Americas Nick Brien sums up well what he said: "There has been a fundamental shift in the balance of power. When I started in marketing, I lived in a brand dominated world: you changed the behavior of consumers. But now, we live in a consumer-driven world. It's about changing the behavior of your brand, the personalization, the relevance, the commitment.
The opinions expressed in this article are those of the invited author and not necessarily those of Marketing Land. Associated authors are listed here .
About the Author
Strategic Brand and Direct Marketing, Leading a Team of Strategists with Experience and Research in the # Using cognitive psychology and advanced analytics to develop an understanding strategy with more than 30 brands such as Samsung, GM, SoFi, Lowe, MetLife, Dell, Boys & Girls Club and Regions Bank. Personally recognized by the ANA, MediaPost and Drum Marketing with thought leadership in neuroanalytics in the Huffington Post, the Bank Administration Institute and the Philanthropy Journal.