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Definition for Customer Experience

Customer Experience is so obvious and yet so complex subject that has multitude of perceptions and views to consider. I try to put it very objectively. What do you think about this definition about:
“Customers approach their experience subjectively and holistically and they form their view of customer experience based on one or multiple engagements with the company’s services, products and interfaces. The company could build great customer experience with multiple engagements and crush the customer’s view with one. The customer has very different approach and expectations for the company along their purchase and customer relationship process and their expectations change along the way. The key to their view on experience is customer’s subjective expectations that the company intentionally or by chance set with advertising, promises, engagements across touch points and via other customer’s shared experiences. This is why same service level deliver’s very different customer experience and Net Promoter Score results from one company to another.”

You can create brand without engagements and the brand is the key to the expectations. The customer experience though is based on personal engagements with the company, it’s products and services.

I recently wrote the article “Beyond HBR’s truth about customer experience” and “Irina” asked what kind of definition I would use for Customer Experience. I wrote that definition before checking other’s opinions. I now listed them below. I often struggle with definitions, because generalizing them to the max reduce other’s capacity to fully understand how many meanings there are behind very few words and suppressed sentence. It’s often true, that we use the same words, but connect very different contexts and views to them. Effectively we could discuss about the same subject and think about completely different issues. This is such a fundamental question, that I’d love to come up with a definition everyone could share from CEO to customer service, marketing, CTO, CFO and well ..The Customer. What is your view on this subject? Have you come across events, in which people have had completely different perception about the issues and events influencing Customer Experience?

Here are some definitions from other thought leaders and players:

Beyond Philosophy: A customer experience is an interaction between an organization and a customer as perceived through a customer’s conscious and subconscious mind. It is a blend of an organization’s rational performance, the senses stimulated and the emotions evoked and intuitively measured against customer expectations across all moments of contact. – See more here

Wikipedia: Customer experience (CX) is the sum of all experiences a customer has with a supplier of goods and/or services, over the duration of their relationship with that supplier. This can include awareness, discovery, attraction, interaction, purchase, use, cultivation and advocacy. It can also be used to mean an individual experience over one transaction; the distinction is usually clear in context. – See more here

Adam Richardson, Frog Design: It is the sum-totality of how customers engage with your company and brand, not just in a snapshot in time, but throughout the entire arc of being a customer. – See Mr. Richardson’s article about the subject in HBR blog network here

SAS: Customer experience is defined as your customers’ perceptions – both conscious and subconscious – of their relationship with your brand resulting from all their interactions with your brand during the customer life cycle. – Article available here

Forrester Research: “How customers perceive their interactions with your company.” In Mr. Harley Manning’s blog post is available here

In Forrester’s article, there was also great picture about how expectations and meeting them influence customer’s subjective experience about the company.

The truth about Customer Experience has a lot to do with our emotional systems. This Infograph by Forbes makes a great point:

I just found a company “Touchpoint Dashboard” Do you have any experiences about using this tool?

Author: Toni Keskinen, Marketing Architect & Customer Journey Designer

http://www.linkedin.com/in/tonikeskinen

Join FutureCMO Movement LinkedIn Group here

This is how data makes money

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!

Planning 3.0 – combining Creative, Communications, Experience and Business planning = Customer Journey Management

Admap published a writing competition results – best articles about “Planning 3.0”– How will we be planning in 2020? The winner, Nick Hirst said “We need to transcend the often polar disciplines of ‘conceptual’ (creative agency) and ‘practical’ (media agency) planning to deliver, not communications, but great brand experiences.”

I couldn’t agree more! Although mr. Nick Hirst’s and other rewarded articles were great, what really made an impression to me was the pre-words the judges wrote. They analyzed the articles they received and came to conclusion that the future of planning looks like… ‘We don’t know’, or at least, ‘we don’t agree’.

According to judges the most striking theme about the entries was not about how the entries were presented but how they represented a clear new chapter of planning, not necessarily a consistent chapter, but a new one nonetheless. This new era could be dubbed the, ‘the post-specialist era of planning’. 

Planning has grown around specialists in data and analytics, user experience, information architecture, trend analysts, digital strategy search optimizers, social media and crm gurus… Until now, the dominant conversation about strategy has been about the need for these specialists, and for them to be distinct and separate from what has gone before.

Entries to this Admap Prize competition no longer championed the specialists as skill sets that deserve their unique place. Instead, they argued that they should be the very future of planning in its entirety; the planning specialism becomes the planning mainstream.  According to judges, authors wrote of the data and analytics skill as simply becoming planning – all tasks of planning would become measurable and, therefore, the measurement/analytic skill would become planning. Or, the specialist skills of social media strategy would become the fundamental of brand planning, given the very social future that brands face.

According to main judge, JWT’s Guy Murphy two things will happen

1. There will be a sense of planning returning to be a more singular and holistic way of working. Certain planning tools will become the norm for all planners – just as the notion of ‘paid, earned and owned’ seems to have become standard currency for media thinking today.

2. Planning will become more influential. The assimilation of its new-found specialists skills will make it a richer, more effective and more confident force. It will make a decent fist of managing the huge and growing complexity that faces brand building and communication. This will shift the role it has been playing.

In my opinion 2020 is far far away and everything mentioned above is already happening. Planning is rapidly facing new requirements for its effectiveness and moving towards more holistic view. Actually this holistic approach is gaining momentum in general.

Last week IBM organized “Smarter business day 2012” event in Helsinki. Data analytics was an issue there too. What IBM’s director for Analytics division Juha Teljo presented that the whole analytics business is moving from application centered approach to analytics centered approach by 2020:

So, along with planning, also the whole infrastructure is becoming analytics – that is planning – centered.  Once I search about this matter, I also found IBM’s view on how to create Analytics Center of Excellence inside your own organisation. The 150-page material is attached here: 5Keys to BA Program Success

The winning article by Nick Hirst agreed with this idea of holistic planning. He recognized User Experience planners as the first breed of future planners: “User experience goes way beyond Information Architechture. While the latter is a specific discipline concerned with the organisation of information to ensure its swift, intuitive navigation, User Experience considers the experince of the user as a whole: their expectations, their level of interest, their attitudes  even how they feel. Concepts like surprise of disruption, or even entertainment – all proven tools for affective and effective communications – are anathema to a classical Information Architect, but entirely within the imaginative realm of the User Experience Architect.

Even now they think about both the effect of an indivicual, small experience – a piece of copy, a picture, the way a button workds – and the overall journey. Even now, some agencies are recognizsing the ‘planneriness’ of what they do, and reconceiving them as Experience Planners. But just imagine what would happen if we unleashed that kind of thinking on everything else that comms agencies do now.”

I think the future of planning will be even more amazing than expected and I do think that Nick Hirst’s dream is becoming reality. Here’s what I think:

  1. Planning marketing will be about planning competitive advantage, that is corporate strategy and operations. see Forbes article here
  2. Corporate Image will be more and more about actual experiences and shared opinions – planning will be about designing and managing customer interfaces and experience. Article here https://futurecmo.org/2012/11/10/marketing-do-or-die-managing-customer-interfaces/
  3. Comms and marketing to customers will become service experiences – event based automatic communications that integrate with the customer’s situation and needs in any given location or interface. Marketing automation becomes service automation along the customer’s journey. The center of gravity will be the Customer Journey understanding and design.
  4. Planning will become more holistic than ever – we are moving towards business design. At this point planners will become the McKinsey’s consultants of tomorrow or McKinsey’s consultant will take care of the business design on behalf of marketing planners of today. McKinsey is already moving towards customer journey and experience planning, see this article http://cmsoforum.mckinsey.com/article/winning-the-consumer-decision-journey#.UIOLl_Mukic.email I would take it even further, here’s why https://futurecmo.org/2012/10/21/customer-decision-making-journey-flow/

Companies that are taking analytics and planning seriously are already doing much better than their peers. By 2020 you really have to be great in order to survive. And let’s not forget – analytics is useless without understanding and decisions (generate corporate autism) – planning and management. I thinks this means the dawn for customer journey planning and management as the new breed of holistic planning work!

SEE ALSO:

“The CMO 2013 Study insights and what CMO’s should do now”

Lost insights and Corporate Blind Spots

Business Design with customer centricity

How to enable smart company and avoid corporate autism

Author: Toni Keskinen, Marketing Architect & Customer Journey Designer

http://www.linkedin.com/in/tonikeskinen

Join FutureCMO Movement LinkedIn Group here

How to create an intelligent company and cure Corporate Autism?

Big data is the catch phrase inspiring corporate management right now. I agree that it is the direction many companies should choose to take. However, the reality is that challenges are not in systems and technology. Most important challenges can be found from our own ways of working and thinking. In this presentation I explain what is corporate autism about and how to cure it. Please comment and give us your feedback if you find this approach eye-opening.

View more PowerPoint from Toni Keskinen
If you find the idea about Corporate Autism interesting – take a look at “Lost insights and corporate blind spots” article.
And yes, I do think CMO should endorse, initiate and lead this kind of project. Managing brand, customer experience and customer journey require CMO to have access to rapid and relevant information in order to make decision on priorities for investment allocation and goals for those investments.
When you are really trying to find out practical advice, how to improve customer experience, find out where to invest and why, start from the bottom and work your way up. Top-down strategy work is often very difficult to apply in to processes and real daily work. Bottom-up work deliver rich and practical improvement advice ready for roll-out.
SEE ALSO:
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