I originally wrote today’s blog post for Intouch Insight. It appeared on their blog on September 5, 2019.
In order to truly establish a foothold in – and to then propel – your customer experience transformation, one of most important things that businesses must have in place is a happy and engaged workforce that is well cared for by business leaders at all levels. In other words, employees and the employee experience must be the first priority of the business.
You keep reading and writing and saying “digital transformation.” Do you know what that means?
In September 2019, I did a keynote titled “Marketing in the Era of Customer Experience” for an American Marketing Association (AMA) event. In that keynote, I talked about the 10 realities of marketing in the era of customer experience. The tenth item I talked about was titled, “Digital Schmigital.” I got a few chuckles and a bunch of “bravos” out of that one.
Boeing’s widening woes are a warning to every communicator tasked with creating or sharing company purpose.
The headline in today’s New York Times says it all: Cascading Crisis Reveals ‘Sick’ Culture at Boeing. Recently revealed internal documents show employees regularly cutting corners, dissing one another and insulting customers, feeling remorse for having deluded regulators and, above all, obsessing about meeting deadlines and budgets.
Critical to improving the customer experience is listening to customers and incorporating their data and their feedback into your transformation strategy. Data-driven decisions are key to customer experience transformation success.
There are many different customer listening posts and equally as many sources of customer data. Let’s start with some examples of listening posts, which provide not only performance data but also demographic, psychographic, diagnostic, and competitive benchmarks data:
According to TechTarget, “Customer experience management is the collection of processes a company uses to track, oversee, and organize every interaction between a customer and the organization throughout the customer lifecycle.”
Gartner defines it as “the practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty, and advocacy.”
For several years, I gave most of the presentations at the AT&T AdWorks Lab and of course, the entire discussion of un-bundling and cord-cutting was always part of the discussion. At the time, I used to say that I thought that cord-cutting was potentially more of a point in life thing and less of a generational issue. When you're single and loving alone or with roommates, you don't want to be the one stuck wit that monthly bill, so it makes sense. As you get older and have a family, you start to realize how much all of the channels cost to deliver all of the content you really want.
The World Economic Forum (“WEF”) is gearing up for its annual confab in the Swiss Alps by publishing a “Davos Manifesto” about company purpose. It smacks of dishonesty and desperation.
I caught the full-page ads in the Financial Times and New York Times which, interestingly, had different headlines: The FT called it “The Universal Purpose of a Company in the Fourth Industrial Revolution” while the NYT headline just read “A Company’s Purpose…”