Reinventing Customer Experience – What Your Customers Value And Will Actually Pay For
These are the four important things that every company seem to do :
– The most successful companies have total visibility into all the ways its customers find and interact with the brand across touch points. That means mobile, desktop, search, video, offline engagements—their data covers all devices and channels.
– A mountain of data is only a starting point. The best companies find ways to integrate various data sources and sift through all that information to turn up useful insights. They also use technology and machine intelligence to do it fast, often in near-real time.
– Insights are no help if they’re hidden. It’s important to have solutions with built-in ways for everyone to learn and collaborate. Great data visualisation helps make sure that everyone understands the most important numbers, too.
– It all leads to the “aha” moment when these brands use what they learn to turn insights into engaging personal experiences for consumers. It doesn’t happen by accident; it takes planning and a willingness to experiment.
The companies that shine are those that build insights they can use, and they share those insights in ways that everyone across the organisation can understand—and act on—to make every customer’s experience at every touch point the best it can be.
This is how to do things customers really value:
1. Too many companies focus on making their products better and better without ever understanding why customers make the choices they do. Customers don’t simply buy products or services. They “hire” them to do a job. That job is not just about function but about creating the right set of experiences for customers. Those experiences have social and emotional components that may be even more powerful than the functional ones. So before you look for a disruptive strategy to create and launch a new product, make sure you understand what job prospective customers are looking to do — and who you are competing with. That is the foundation of successful innovation. If you nail that, the rest will fall in line.
2. Improving the customer experience is the end game, but getting there requires more than data. It requires the right data, from multiple channels, integrated to give a holistic picture of the customer journey. And that is where many companies struggle. The solution to this is that every department within an organisation should touch the customer at some point: Customer purchase data determines which colour product sells best so they know where to increase production, and finance can forecast earnings based on purchase patterns. Marketing can look at this data and decide to test a hypothesis: Is that colour product selling best because it’s in an image featured on the homepage? When a company creates customer value, the business benefits naturally follow.
3. Much of our thinking about customer engagement remains simplistic. In fact, most current definitions of engagement are two-way—someone is either engaged or they’re not. But this is a limited view that hampers our ability to manage engagement in meaningful ways. Engagement is a set of behaviours, not a switch. The following framework could help to measure and address community engagement: (a) Validate Out Loud includes liking, sharing others’ posts, commenting, bookmarking or responding to posts. This is often the first visible behaviour. (b) Share Out Loud includes sharing documents, graphics, updates and ideas. People tend to start with sharing content that has been written by someone else as they feel validated and connected, will start to share their own observations and ideas. (c) Ask and Answer Out Loud includes asking and answering questions, and if the customers find the culture to be validating, supportive and trustworthy they will evolve to asking deeper questions. (d) Explore Out Loud includes open-ended questions or questions about ambiguous topics where there is no right or known answer. This stage is where rich collaboration and innovation lies. This model helps community managers measure the culture in their community or network.
Customer experience improvement is critical, but it’s very hard and expensive to execute. It requires prioritising and managing large investments that span multiple functions across the organisation, all in the hope that customer value will increase. By setting emotional connection as the overarching goal, the “true north” of the customer experience, companies can point their investments in the right direction, execute more effectively, and reap significant financial rewards.