How To Create A Total Customer Experience, CBX 2018
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Dustin Longstreth, Chief Marketing & Strategy Officer at CBX, outlines an approach for brands seeking to deliver a total customer experience. For more info go to: https://cbx.com/
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How To Create A Total Customer Experience, CBX 2018
- 1. 1 DUSTIN LONGSTRETH 35 E 21st St New York, NY 10010 (212) 404-7970 / @CBXERS www.cbx.com 2/22/19 DESIGNING THE TOTAL CUSTOMER EXPERIENCE
- 2. 2 A LITTLE BIT ABOUT US
- 3. 3 we believe connecting to the lives of people is what matters most.
- 4. 4 we Create Brand eXperiences designed for cultural & commercial impact.
- 5. 5 ABOUT ME
- 9. 9 FUNDAMENTALS OF HUMAN NATURE REMAIN PRETTY CONSTANT
- 10. 10 WE ARE WIRED TO BE SUSPICIOUS OF SALES PITCHES
- 12. 12 WE MARK OUR LIFE IN STORIES OF OUR EXPERIENCES
- 13. 13 IT WAS A LIFE CHANGING EXPERIENCE.
- 17. 17 AND YET…
- 19. THE CENTRAL CHALLENGE OF BRAND-BUILDING IS GETTING A COMPLEX ORGANIZATION TO EXECUTE A SIMPLE IDEA. 19 MARTY NEUMEIER, THE DESIGNFUL COMPANY
- 20. 20 A NEED FOR GREATER AGILITY IN THE AGE OF COMPLEXITY What we were designed for What we were facing
- 21. 21 HIGHLY-ALIGNED, LOOSELY COUPLED Command Command of Teams Team of Teams
- 22. THE MOST SUCCESSFUL BRANDS ARE PLAYING ON ANOTHER LEVEL. 22
- 23. 23 CONSUMER TRADITIONAL APPROACH MODERN APPROACH CONSUMER EXISTING BEHAVIOR DESIRED BEHAVIOR brand seeks to fit into / disrupt daily routines brand enhances life in meaningful ways DESIRED BEHAVIOR
- 24. 24
- 25. 25
- 26. 26 The individual touch-points people encounter along their personal customer journey over the life of their connection to the brand. CUSTOMER EXPERIENCE DEFINED
- 27. CUSTOMER EXPERIENCE DRIVES ECONOMIC VALUE 27Source: https://eventbrite-s3.s3.amazonaws.com/marketing/Millennials_Research/Gen_PR_Final.pdf “There won’t be CMOs in the future; there will be Chief Experience Officers who are responsible for the overall customer journey.” Mohamed AlTajer, Head of Marketing, Branding and Corporate Communications, Commercial Bank International, PSC, United Arab Emirates ore new trends see Figure 9). er explained. But ancisco-based o its business unity, including select items.9 hich focuses rather than just arts from the nt. And it’s as evelopment. prises as efficiencies.10 create new must be hbearer CMOs making in the CMOs, it Figure 9 Joint enterprise: Torchbearer CMOs are better at listening to customers and applying their input to co-create new offerings 20% 61% 51% more Torchbearer CMOs Market Follower CMOs Use of customer feedback to explore new trends 32% 66% 50% more Focus on customer collaboration and co-creation 9 How to do it: Enrich the arc of engagement As the emphasis on the total, integrated customer relationship continues to intensify, CMOs are responding accordingly. Two-thirds of our respondents regard developing deeper, richer customer experiences as their top marketing priority. “The CMO has to become the custodian of the customer experience, not just the head of the ‘arts and crafts’ department,” the CMO of a global brand management company commented. CMOs expect to interact with customers on an even more individual and digital basis than they did in 2013. “Marketing is no longer about winning creative awards; it’s about one-to-one communication,” the CMO of a U.S. telecom company warned. Many CMOs also realize they’ll need more external innovation to forge the multi-dimensional experiences customers desire. This explains why 69 percent plan to partner more extensively. Torchbearer CMOs are way ahead of Market Follower CMOs, though. They’re working harder to understand the customer’s journey through the enterprise (see Figure 7). Mapping the entire path, as well as the technologies, people and processes involved, enables marketers to pinpoint any weaknesses and rectify them. But it’s difficult to plot that path because the customer’s journey is now non-linear and far more complex than it was in the pre-digital era. Torchbearer CMOs’ focus on delivering holistic, multi-faceted customer journeys is also reflected in their enthusiasm for physical and digital opportunities to engage customers (see Figure 8). Amazon, the poster child for cyber selling, recently opened a brick-and-mortar bookstore, for example.7 Meanwhile, British high-street retailer John Lewis is piloting various apps designed to enrich the in-store experience. First off the block is an interactive sofa studio where customers can create 3-D images of furniture models in different fabrics to get a better idea of what the finished product might look like.8 Figure 7 Path finders: Torchbearer CMOs are studying the customer journey more carefully 26% 82% 65% more Torchbearer CMOs Market Follower CMOs Focus on customer journey mapping Figure 8 Rich blend: Torchbearer CMOs are much more intent on creating physical and digital opportunities to engage 75% 84% 48% more Torchbearer CMOs Market Follower CMOs Focus on event and experiential marketing 8
- 28. 28Brand Name HOW TO GET THERE
- 29. 29 KEY COMPONENTS TO DELIVERING A GREAT TOTAL CUSTOMER EXPERIENCE CLARITY OF PURPOSE, MEANING & STORY1 HIGHLY-ALIGNED CULTURE3OBSESSION WITH CUSTOMER & THEIR JOURNEY2 CUSTOMER
- 30. 30Brand Name
- 31. 31Brand Name "We have a mission to solve problems in the world. That’s very much a part of how we engage with consumers.” - Joy Howard, VP-marketing, Patagonia 31
- 32. 32Brand Name Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis. 32 MISSION STATEMENT
- 33. 33Brand Name HIGHLY-ALIGNED CULTURE “We can hardly continue to make the best outdoor clothing if we become primarily an “indoor” culture. So we seek out “dirtbags” who feel more at home in a base camp or on the river than they do in the office. All the better if they have excellent qualifications for whatever job we hire them for, but we’ll often take a risk on an itinerant rock climber that we wouldn’t on a run-of-the-mill MBA.”
- 34. 3434 Customer Decision Journey (1/3, Journey Mapping) 8 What’s the consumption, usage or service experience? What ar convert trial to p What creates lasting customer loyalty and advocacy? How do about o to comp How do customers become aware of our product/ brand? Growth Audience Job to be Done (What are they hiring our product x PURPOSE & CULTURE ARE MULTIPLIERS OF CX
- 36. 36Brand Name 36
- 37. 37 DIGITAL 37
- 40. 40 TRADE SHOW 40
- 42. 42Brand Name
- 44. 44 RESULTS: LOYALTY & EVANGELISM Dedicated fan stories provide content for Patagonia-created content alongside brand evangelists creating their own content to sing the brand’s praises. 44
- 48. 48 THE ROAD TO GREAT TOTAL CUSTOMER EXPERIENCES How does our Purpose shape how I approach my work? What are the critical points along my Customers’ Journey and what matters most at those moments? How can I independently and Collaboratively serve our Purpose and deliver what matters most to our Customers?
- 49. 35 E 21st St New York, NY 10010 (212) 404-7970 / @CBXERS www.cbx.com THX