customer advocacy

As companies strive to improve their customer experience, the desire to do more than satisfy customers is becoming increasingly important. 

But at the same time it is remarkable how few companies have a programme in place to capture the profits of turning someone into a brand advocate. This is an expensive oversight. It leaves companies with the investment for improving their customers’ experiences. But they miss out on the (financial) returns this generates.

Today's organizations are operating in an ever-evolving Omni-channel world, in which they need to ensure the right channels are available for customers. The right strategy is the one, which enables businesses to leverage these channels, to ask the right and relevant questions, and to bring all the data together in order to gain valuable insights. 

As companies strive to improve their customer experience, the desire to do more than satisfy customers is becoming increasingly important. 

But at the same time it is remarkable how few companies have a programme in place to capture the profits of turning someone into a brand advocate. This is an expensive oversight. It leaves companies with the investment for improving their customers’ experiences. But they miss out on the (financial) returns this generates.

by: Chris Lawer

First Direct, a progressive UK bank, pushes further ahead with its customer advocacy strategy by creating Little Black Book - a recommendations site for First Direct customers to post tips and advice on restaurants, travel, shops, people, reliable builders, money-saving tips etc. etc.

by: Chris Lawer

Recently, I was posed the following question through the OMC Group website (shortly to be relaunched with a new design) by a strategic marketer in a large European financial services company:

Dear Chris,

Can you tell me if there are any differences between customer advocacy and customer intimacy? If so, can you explain them.

by: Chris Lawer

Something of a personal milestone achieved today - my first academic paper is published, in the Journal of Product and Brand Management, co-authored with Professor Simon Knox at Cranfield.

 by: Chris Lawer