1. Customer Engagement:
The Proper Alignment of Brand
Promises, Business Processes
and Customer Experiences
Customer Engagement Strategies, Inc.
April, 2007

2. Customer Engagement Defined
Processes Promises
Business Brand
Customer
Engagement:
Proper
Alignment of
Promises,
Customer “Hot Processes and
Spots” – where Customers Experiences
Processes create Resulting in
a disconnect Value for
between Experiences
Customers and
Promises and Businesses
Experiences

3. Brand Promises Realized as Customer
Experiences
• Engagement is the proper alignment of
promises and experiences
• Business Processes are the alignment tools
• Companies must decide what they want
customers to think, feel and do throughout the
customer life-cycle

4. • Businesses enjoy: • Customers enjoy:
– More revenue – Experiences that live
– Greater customer life- up to or exceed
time value expectations
– More referrals – More easily realized
– Customer loyalty benefits
– More targeted – Relationship clarity
investments in – Greater confidence in
customer facing their decisions
processes and – More value for their
programs investment
– More value for their
investment

5. Customer “Hot Spot” – Processes Disconnect
No Robust Processes:
Promises
•Misalignment
•Inconsistent experiences
•Lack of customer trust Brand
•Less repeat business
•Fewer referrals
•Less revenue
Customers
Experiences

6. Customer “Hot Spot” – No Promises
Processes
No Brand Promises:
•Misalignment
Business
•Confused expectations
•Lack of customer trust
•Less repeat business
•Fewer referrals
•Less revenue
Customers
Experiences

7. Company “Hot Spot” – No Experiences
Processes Promises
Business Brand
All of this assumes the Brand and
Business are of interest to the market

8. Creating the State of Customer Engagement
• The Four Stages of Customer Interaction
1. Initiation – on boarding new customers
2. Integration – achieving operational excellence
3. Intelligence – new knowledge creation
4. Value Creation – develop new, mutually beneficial
opportunities
• Each stage defines what customers should
think, feel and do and a desired end status

9. About Customer Engagement Strategies, Inc.
• Customer
– One that purchases a commodity or service
• Engagement
– To come together and interlock; something that is a
binding promise or agreement to do or forbear
• Strategies
– Careful plans or methods

10. Mission
• Customer Engagement Strategies, Inc. analyzes,
assesses, designs and builds strategic customer
experience and relationship programs and processes for
businesses that serve other businesses. These
programs and processes result in customer interaction
practices that drive long-term, profitable customer
relationships.

11. Helping clients to:
• Develop a clear strategy for managing client
relationships and defining what clients should be
thinking, feeling, and doing throughout the
customer life cycle
– The Four Stages of Customer Interaction
• Find new customers by targeting strategic
decision makers
• Build deeper and more diverse relationships with
existing customers

12. Offerings
• Customer Hot Spot Audits
– Audits identify "hot spots" in customer experience, i. e., relationship areas where a problematic gap exists between brand promise
and customer experience. Results are achieved through in-depth interviews, surveys, focus groups and face-to-face meetings
with customers, both current and lapsed
– Assess and modify existing or develop new customer-facing Business Processes to ensure those processes support Brand
Promises being realized as Customer Experiences
– Projects range from specific “hot spot” remediation to full-scale Customer Engagement Strategy development and deployment
• C-Suite Engagement Programs
– Custom developed educational programs are used to attract customer CEOs, CIOs, and other CxOs. By stimulating the emotional
and intellectual and creating unique experiences in the appropriate venues, vendors are able to build relationships at the highest
possible levels inside customer organizations. C-Suite Engagement Programs can also be used to invite prospective customers to
demonstrate the value of building a relationship with a particular vendor.
• Strategic Customer Advisory Boards
– Vendors must have clear and powerful communications channels designed to solicit, elicit, and take action on customer feedback.
A Customer Advisory Board enables the most strategic customers to share insights and recommendations with each other and
with the senior management from the vendor organization.
• Customer Referral Programs
– The true test of loyalty is whether or not customers are willing to refer a vendor to peers, colleagues, and friends. Developing a
formal customer referral channel will make it easy and worth while for customers to make referrals, allow vendors to gain the
benefit of referrals, and will also serve as a clear measure of true customer loyalty.
• Leadership Summits
– Custom developed educational programs designed to develop and enhance leadership skills and practices
– Can be focused on customers or internal leaders
– Feature world-class thought leaders
• Green Business Driver Summits
– Identify green business drivers for customers
– Help customers focus on environmental issues in ways that drive business and benefit the environment
– Feature world-class thought leaders

13. Customer Engagement Strategies
• Rick Moore • Harry Klein
– Over 20 twenty years of technology, media relations, – Over 20 years of executive leadership roles in
branding and executive program expertise marketing, customer service and business
– Global Account Director for public relations at McCann development, primarily in the information technology
Erickson industry
• Coca Cola on brand alignment projects and new – Primary focus has been on the successful launch of
product development for Africa new B2B and B2C services, with responsibility for
– Weber Shandwick Worldwide service definition, marketing, sales, publicity and
customer care
• Head of the global communications team for – Vice President of Client Services at MarketBase, a
Hewlett Packard. financial data and software publisher
– EVP & Global Account Director for Shandwick • Created and implemented marketing and PR
International in Houston campaign resulting in 500% growth
• Headed the Compaq Computer account • Company acquired by Morningstar
• Managed global account team of 130 people in – Vice President of Marketing and Events at Strategic
12 offices around the world Networks Consulting
• Team had an 18 year relationship with Compaq • Directed the launch of a series of educational
and worked on every aspect of the account from seminars that increased company revenues by
corporate communications to crisis 200% in less than two years which led to the
communications sale of the company to Ziff Davis
– Oracle Corporation – Vice President of Exhibitor Programs, Key3Media
• SVP reporting directly to Chairman and CEO • Exhibitor and sponsor marketing and customer
Larry Ellison care for COMDEX
• In charge of a number of corporate programs that – Marketing and business development positions
included executive media training and
presentations. • International Data Corporation
– Media strategies and assisting in program • Domania.com (a CMGi Company)
implementation for both President Jimmy Carter and – Founded Customer Engagement Strategies 2003
President Bill Clinton

14. Thank you.
For more information:
www.customerengagement.com
hklein@customerengagement.com
781-559-8202