Home » Strategy (Page 2)
Category Archives: Strategy
Harward Business Review just published a great article about Customer Experience and Journey. See here. The main point of the article is, that managing single touchpoint engagements doesn’t provide sufficient customer experience.
My advice is: Don’t design just touchpoints – Design chain of events, proactive and reactive. Development and measurement is often done engagement by engagement. The service design approach also highlight such emphasis. I’ve done Customer Journey mapping and methodology development since 2004 and agree with the article, only it’s lacking tools and methods how you should approach the challenge. I can help with that.
I’ve written an article series about customer journey management and you can choose and pick, which areas you are interested in or read them as a series of articles:
- Customer Journey FLOW
- How to map and study Customer Journey
- Customer Journey stage 1: Brand as a platform
- Customer Journey stage 2: Initiation
- Customer Journey stag 3: Choosing and buying – cross-channel influence
In order to really do Service and CX design for the entire customer relationship, you need to understand that there are very different journeys to begin with.
- Purchase journey (From awareness to consideration and transaction, Acquisition)
- Service journeys post purchasing (Using the product or service, value-in-use)
- Planned (e.g. Address change, regular maintenance etc.)
- Unpredictable (e.g. Product failure, reclamation, insurance coverage, etc.)
- Delivering a service as a customer journey (taking a cruise or flight, restaurant, using media, etc.)
- Retail customer journeys (e.g. IKEA store experience)
Once you have both Insight and Topsight level understanding about customer journey in full, you need to take a look inside the company. What organisation bodies are involved with customers, what kind of technical environment direct their operation and what kind of data steers their actions. The reality is, that management reporting practices represent management understanding and decisions. The systems and technical infra on the other hand define how the corporate body acts. In case you need to change the way how the corporate body in total behave, you need to define required technical changes, change management and manage change. In my experience, creating Service Blueprints has been quite effective tool for both challenge recognition at current status mapping and Customer Experience planning.
The potential is absolutely amazing. The customer’s expectations are constantly growing harder to fulfill and companies that are agile enough to cure “Corporate Autism” and take the steps required to move from “inconsideration marketing” and mass mailings to service automation, Customer Experience and Journey design at total relationship level, can win marketshare and increase profits considerably. The business-as-usual approach is no longer sufficient, you need to free the full potential an organisation can offer and tear down silos in order to take advantage of synergies available.
In the big picture, your company must act professionally and fulfill minimum requirement perfectly. Failing these requirements cause criticism and decrease your NPS results. Acting human, being considerate, thoughtful and proactive on the other hand increase the number of people willing to recommend you and increase you NPS score. Succeeding in both cumulate earned trust, which is the foundation for long-lasting and profitable customer relationships and strong brand.
In case you do well, the process will enable you to design lean processes and define the best possible value your business processes can possibly deliver. In my opinion this is the Future for CMO’s position inside the company. It’s not the job for CMO’s to define business process management, but it’s the CMO’s responsibility to make certain that everything the company does, delivers maximum customer value and experience across all customer interfaces
In case you can capture customer contacts, you can start servicing and inspiring customers individually and simultaneously your capacity to influence increases. The bigger share of the customers buying in a certain category you have in your database, the more effective means you have to influence their behavior and market dynamics. The ultimate goal is to synchronize customer portfolio with product and service portfolio across all touchpoints and marketing interfaces.
In my experience the only way to do successful customer journey and experience design and create sustainable management model for it is to do the work upside-down. You start from the actual interfaces, motives, contexts and people. From there you continue inside the company culture, practices and technology and design the strategy level after you understand everything else. Like this:
The Holy Grail of customer value is Symbiosis. Check Symbiosis Strategy – creating the ultimate value -article here.
This is a video by McKinsey Chief Marketing & Sales Officer Forum on Sep 12, 2013, It’s All About the Customer Journey
Author: Toni Keskinen, Marketing Architect & Customer Journey Designer, Toinen PHD
Join The Future CMO Movement LinkedIn Group here
This is a presentation that McKinsey consultant, Tim McGuire, made at the recent Direct Marketing Association conference. It is very thought-provoking and inspiring one, because it is about practical value and applications of data. In direct marketing scoring models and regression analytics have been an approach any seriously result oriented marketing responsible has already tested. However, the availability of data and applications in the rich and influential online environment has exploded the value to completely new level.
The CIO’s are currently challenged with new needs that come from marketing department and marketing department can no-longer operate without collaboration with ICT responsible people. Although Big Data sounds like an elephant, you don’t need to eat it with one bite. Majority of Big Data corporate scale initiatives can be done manually in smaller scale or with less expensive technologies. Testing, piloting, learning and calculating business cases from them enable solid foundation for larger investments and management attention.. even urgency. Every change starts from recognition and inspiration. This presentation might just spark that first step towards major transformation. Enjoy and share with your management team!
Here is my presentation that is about Business Design and how you lay the foundation of business development and value generation on customer journey and diminish the complexity to understandable and measurable insights and practices to marketing, operations and R&D. Recognition and simplification is the way to go and insights come from that. I’ve just landed back to my roots and start Business Development consulting which is really about customer and total marketing driven corporate transformation. That’s why it was relevant to take a look back and make a fusion from past to current.
I came to conclusion that past was already right – but required a lot to learn in order to develop the understanding and methods further.. Even if your theory and concept were perfect – making it a practice and a reality takes a lot of sweat, consideration, trial and error, right context, position and organization. However, enjoy. This material was better than I remembered (I was a founding member at Taivas Business Design and OneExperience planning director before my assignment as marketing architect at Toinen PHD and starated Future CMO transformation consulting and coaching in Jan 2014).