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Gartner reports from 2018 that 52% of marketers with CX responsibility expect their budgets to remain the same or decrease. However, expectations with the importance of CX is continuing to grow. 23% of B2B CMO’s see CX as a top 3 objective. So how do Marketers that assume CX responsibility address this with less budget without giving up important technology needed for other aspects of Marketing? This research appears to demonstrate a clear truth: it is often easier to say something than to do it. So how do business leaders start developing a customer experience strategy that keeps the engine of marketing running with the least amount of friction? The answer to me is easy – do nothing without input from customers and as a marketer stop spamming your potential customers and engage with them. Our customers are in control, not us.
In Forbes Insights 50 Most Engaged Companies, research shows leading brands known for creating higher levels of Customer Engagement. Such as, The Ritz Carlton, Amazon, Apple, Costco, Footlocker, Lowes, Southwest Airlines, Google, USAA, and Netflix. But none of these companies have CX as their core strategy. Consider the following examples: These companies do not separate their strategy from their CX strategy. Costco cannot stream their products to clients like Netflix does, any more than The Ritz Carlton can use Costco’s strategy of bulk reductions. Rather each tactic must concentrate on supporting the overarching strategy.
Remain Focused – Consider this famous quote from Steve Jobs, “People think focus means saying Yes to those things you have got to concentrate on. But, that’s not what it means whatsoever. It means saying no to the hundred other good ideas that there are. You have to pick carefully.” There are a number of options when designing a CX strategy. You may create applications, map touch points, streamline insights, and innovate all day long. However, the best way to navigate this maze of selections is to focus relentlessly on aligning CX to your main strategic initiative. The key to a differentiating CX is not about relentlessly concentration on getting closer to the consumer and forging strong bonds with them, but instead a relentless concentration on what you’re known for, and how it translates to value clients want to have. Forging strong bonds is still important and you must portay components of this in your branding and messaging. But if you don’t provide value regardless of the bond, it will fade. This is the recipe to building fandom with your clients. What value do you bring that is both related and unrelated to the product you offer? If you aren’t addressing the value in both areas it will be difficult to manage the expectations the new age consumer will have.