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Marketing: Are You Missing the Big Customer Experience Picture?


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There’s more to customer experience than the conversion funnel. Find out what marketing can do to spearhead a company-wide CX mentality in 2017. Read full blog post at

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Marketing: Are You Missing the Big Customer Experience Picture?

  2. 2. 1. The rising power of consumers and why marketers need to take CX seriously 2. The current CX maturity level and the traditional marketing thinking that brought marketers to this stage 3. Why and how the traditional thinking persists when it comes to CX 4. The new way of thinking: useful tools and concepts for a more holistic CX approach 5. How CX delivers financially and what marketing can do to take on a proactive role 6. Frequently asked questions CONTENT OUTLINE
  3. 3. 1. WHY CX? “If you make customers unhappy in the physical world, they might each tell six friends. If you make customers unhappy on the Internet, they can each tell 6,000 friends.” Jeff Bezos - Amazon's CEO
  4. 4. CONSUMER POWER Technological advancements have set the expectations for timeliness, convenience, seamlessness etc. Companies with superior CX become the measurement standard 1 They're more demanding:
  5. 5. CONSUMER POWER (CONT.) Competition between brands has given them more choices It’s increasingly easier for people to connect, collaborate and take collective action, to the point of Us (consumers) vs. Them (corporations) 1 They hold more power:
  6. 6. 2. HOW WELL ARE WE "DOING" CX? Source: eConsultancy
  7. 7. 2 Marketers often think in terms of campaigns. Because we’ve all learned the well-known marketing funnels, which represent linear journeys, e.g. AIDA model or its extended version such as AIDAS and AIDCAS.   CAMPAIGN- BASED MENTALITY Source: 24point0
  8. 8. MARKETING 4Ps We're still thinking about CX in terms of the Promotion part in the traditional 4Ps. Doing this can lead to risks such as: 2 Price 25% Place 25% Promotion 25% Product 25% PRODUCT PRICE PLACE PROMOTION Lack of linkage to other customer journey stages Marketing operations becoming too rigid and formulaic
  9. 9. 3. HOW THE OLD THINKING PERSISTS Content-centric: focusing on creating content for the sake of it, and then try to find distribution channels Channel-centric: focusing on touch points instead of overall journey (customer journey mapping is different from touchpoint mapping) Department-centric: reluctant/unable to share data between sales, marketing, customer service
  11. 11. BRAND MARKETING “Brand marketing is not the only way to get customers started on their buying journey,” and certainly not the only way to get them to stay. 3 Marketers often forget that CX looks at factors in the purchasing journey from the customer’s perspective, not the business’.
  12. 12. WHO OWNS CX? Nobody owns the customer experience, let alone manage it. There are 3 elements of "Experience" as shown in the diagram. Brands own the environment, but act like they own the effect. 3
  13. 13. 4. THINK BEYOND MARKETING We should strive to understand what customers want to do, more than who they are. Useful concepts and tools such as Jobs to be done, Customer journey mapping: Combine actions, emotions, thoughts Include context, pain points, success points, persuasion points Look at not just customers, but also customers of your customers
  14. 14. JOURNEY MAP EXAMPLE 4 Source:AdaptivePath
  15. 15. GENERIC OR MULTIPLE JOURNEYS? Determining if you need to create more than one customer journey map: Do different personas warrant differential treatment for economic reasons? Do different personas wish to have such differential treatment (e.g. because you’ve set the expectations)? Is your product complex as it includes numerous, non-linear journeys? 4 Source: Smashing Magine
  16. 16. BASELINE JOURNEY 4 Source:AdaptivePath Or map out a baseline journey while adding variations based on what each customer profile values
  17. 17. 5. HOW CX DELIVERS ROI “Customers who had the best past experiences spend 140% more compared to those who had the poorest past experiences” Peter Kriss, Harvard Business Review
  18. 18. 5 Companies who were Leaders on the CX Index also did better in terms of stock value over an eight-year period. There was an 80% difference between CX leaders and laggards. CX LEADERS OUTPERFORM
  19. 19. CX AT A STRATEGIC LEVEL 5 To tackle CX at a strategic level, consider looking at it through three lenses (Human, Business, Technology) and two sub-lenses (Internal, External)
  20. 20. 5 HUMAN INTERNAL: Realise that we’re more similar than we’re different, i.e. working for the same organization EXTERNAL: Have empathy for people who buy and use our products, because we’re also consumers elsewhere
  21. 21. 5 BUSINESS INTERNAL: Deploy a shared CX mission, KPIs, incentives for cross-department collaboration EXTERNAL: Deploy loyalty, referral, user feedback and improvement programs
  22. 22. 5 TECH INTERNAL: Use tech to enhance CX initiatives e.g. shared data/portal, internal communication, automated workflows EXTERNAL: Give customers transparent data along the journey (e.g. progress bar, overall picture)
  23. 23. 6. FREQUENTLY ASKED QUESTIONS Where does CX start and end? “The complete story of the customer journey with your product or service. From start to finish. It’s how a customer finds, interacts, and ends the relationship with you and your product.” Q: A:
  24. 24. 6 IS CX THE SAME AS UX? CX may be broader in a sense it covers both purchasers and users. On the other hand, UX may only be specific to those who actually use a given product. However, at the end of the day, what’s more important to address: a terminology issue or a mindset issue?
  25. 25. 6 CAN A SUPERIOR PRODUCT BE RUINED BY BAD CX OR CAN SUPERIOR CX MAKE UP FOR A BAD PRODUCT?  Yes, a superior product can be ruined by bad CX in the long run; and no, a bad product can’t be saved by superior CX in the long run. The main thing is to think beyond the cycle of anyone in power, whether in business or government; or avoid corporate short-termism. There is data to show companies operating with a long-term view outperform their peers. Q: A:
  26. 26. “We don’t manage customers’ experience, but we can at least manage their expectations of the experience.”
  27. 27. T H A N K S F O R R E A D I N G C R E A T E D B Y Read full blog post at: