Notes de l'éditeur

• A moment of background on the EIU.
  
  We were founded in 1946 as the research arm of the Economist magazine. Currently we have more than 650 analysts and editors around the world providing insight to companies, governments, and non-profits. And we maintain strict editorial independence.
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  Transition to EIU-Marketo research project…..
  
• The path to 2020: Marketers seize the customer experience is an EIU research project, sponsored by Marketo, which tried to answer these two questions by looking at personalised customer experience as a new model of brand building.
  
  Marketers have spent much of the past decade trying to perfect their ability to understand the customer through personalisation of their digital content or their e-commerce shopping. What is different about 2016 through 2020 is the expanded role of personalisation which now includes most, if not all, of a customer’s experience with a brand. So customer support, sales support and even product development are starting to fall under the purview of the chief marketing officer (CMO).
  
  More CMOs are organising their departments to stand ready to engage the customer with contextually relevant, personalised experiences --- everywhere and anytime they interact with a brand. Moving in this direction requires a fundamentally different perception of the role of data by marketing organisations --- both the sheer volume of data that must be managed by marketers as well as new ways marketers use data to create value.
  
  This is the core complexity CMOs must navigate.
  
• We stress tested the idea of data-driven, personalised customer experience as a brand building strategy among senior marketing executives via a global survey plus in-depth interviews with current CMOs.
  
  
• We canvassed CMOs in industries ranging from financial services to connected healthcare to consumer goods to higher education and enterprise technology. The interviewees told a consistent story that their success is predicated on getting to know their customers better and being able to respond with a winning customer experience wherever and however the customer desired.
  
• 
  Given all of the available choice to find the best deal courtesy of smartphones, search engines and social media, brands have never been more important --- or more easily tuned out by customers. Hence, customer experience-based marketing potentially offers a better model for building brands than advertising-based marketing in a crowded, information rich marketing environment.
  
  Today, the primary task of CMOs is to deeply understand customer behaviour and intent; be able to predict what they’re most likely primed to do next; and be ready to influence them at the right moment. Customer experience is the cumulative effect of that process played out across multiple touchpoints (ex. retail store, online, mobile, call centre and so forth) and technology platforms (mobile, tablet, PC). The goal is better loyalty and brand perception. Marketers listed raising customer loyalty and better brand perception (both 53%) as the top two benefits they sought through better customer experience.
  
  Not surprisingly, a larger number of customer-focused organisation tasks are falling under the purview of the CMO. Eighty-six percent of CMOs and senior marketing executives expect to be responsible for the end-to-end customer experience by 2020.
  
  More than 50% of survey respondents believe the accelerating pace of technology innovation, mobile lifestyles and an explosion of potential marketing channels via Internet connected objects and locations will change marketing the most by 2020.
• Talking at people to engaging with people
  
  Dialogue
• Metaphor is building relationships with other people
  Build relationships through trust, intimacy
  B2H
  
  Customer experience is the accumulated whole of every interaction
  
  Takes time – have to work at building relationships
  Earn trust/intimacy
  Whether friendship or romantic, we all understand what this process involves
  
  And, the relationship is more than just finding and winning those customers…
  
  
• It’s about the whole lifecycle – the pressure is on to grow, retain… create meaningful, lifelong relationships.
• With a complexity of channels to consider…
  
  So how do we confront this new reality – to find, win, grow and retain in this increasingly complex environment? I’ll pass it over to Mina to talk through the framework our research helped create.
• To classify what contributes to an engaging customer experience with a brand, the EIU developed a simplified, descriptive framework called “The layers of engagement”. The schematic illustrates the linkages between competitive pressures, new capabilities and the response by CMOs
  
  
  Starting at the base, CMOs are under pressure to acquire, grow and keep customers who are connected with one another, technically and socially. The core data asset for a contextually relevant dialog and/or two-way relationship is a single, best view of the customer and his or her world. Leveraging such data enables a personalised, winning customer experience that ultimately creates value for a customer and brand.
  
  
  It’s no accident that this framework looks like a technology “stack”. Marketing has become an intense data-and-technology-driven discipline across industries. More marketing leaders are emerging from technology fields while technology budgets for marketing purposes are becoming some of the largest budgets in the enterprise.
  
  
• All that sweat & effort to develop a single, best version of customer is targeted at better personalisation.
  
  Personalisation as a driving force for creating valuable customer experience is emphasised repeatedly in the survey results and interviews. This doesn’t mean that mass media channels are suddenly unimportant. IT means that technology or media channels that enable personalised engagements are gaining value in the eyes of CMOs compared with those channels that only deliver branded messages.
  
  The survey suggests that by 2020, the top three channels to the customer will be those that focus on personalisation and engagement, while the bottom three channels like TV (15%), print (14%) and radio (7%) will be those that focus on media and publishing.
  
  By 2020, the interactive touchpoints between a brand and its customers will expand dramatically as the Internet of Things, virtual reality plus artificial intelligence cause interactivity to spill out of screens and into the outside world. According to the survey, mobile devices & networks (59%), personalisation technologies (45%) and the Internet of Things (39%) will have the biggest impact on marketing by 2020.
  
• 
  Two-thirds of CX leaders were marketing performance leaders.
  
  
  This suggests the marketing organisation of the future is likely to be built around modelling the customer and their behaviour and then choosing appropriate engagement channels in lieu of creating the most award-winning Pinterest or other channel-specific media campaign to acquire and retain customers.
  
  Interviews with CMOs are revealing that their hiring preferences for interactive talent are going beyond domain-specific expertise (ex. an Instagram expert) in favour of people who can think in systems terms across any number of platforms towards a business-related outcome.
  
• Full ownership of customer experience by the CMO’s office affects many organisational decisions:
  
  Nearly 90% of respondents believe marketing departments will exercise significant influence over business strategy by 2020;
  
  Nearly 80% believe marketing departments will exercise significant influence over technology strategy by 2020;
  
  CMOs will need this additional clout as their role expands beyond planning and executing marketing campaigns to include multiple departmental agendas.
  
  However, if they persevere and succeed, marketing departments stand poised to become the "go-to" customer intelligence resource for the entire organisation. Other departments such as R&D, distribution, customer support can draw from and contribute to a single version of the truth about what drives people to engage with a brand or given product.
  
• 18
• 
  
  
  
  
  CMOs no longer live in a world where they only need to engage the mainstream and the counter-culture.
  
  As CMOs adopt new innovations in marketing technology and best practice, they speed up the adoption rate of other innovations, as if in a chemical reaction. Only the volatile compounds being mixed are mobile & broadband technology, data, analytics and other technologies coming down the pike.
  
  Navigating such change requires a robust but flexible model of the customer so that various departments may stand ready with contextually relevant, personalised experiences to engage him or her --- everywhere and anytime.
  
  That is the new cost of marketing rather than finding the best online CPM.
  
• 20
• PRESSURE: The first trend is that healthcare is moving away from hospitals into the home and daily life. This is especially important for treating chronic conditions like diabetes, the cost of which has increased in the US from US$174bn in 2007 to US$245bn in 2012, according to the American Diabetes Association. The migration of healthcare outside of traditional hospital and clinic settings feeds into a second trend, which focuses on greater personal responsibility for health.
   
   
  SINGLE V. of TRUTH: Exchanging personal data effectively and securely across a continuum of health professionals, patients, families and caregivers is crucial for next-generation healthcare. Nowhere else is a single, best version of patient truth more sorely needed, but more difficult to achieve.
  
  PERSONALISATION: “The key is connecting the different pieces of the puzzle and ensuring that the right data are exchanged at the right point,” says Hans Notenboom, global head of digital for Philips.
  
  WINNING CX: the primary healthcare marketing goal is to help a patient make a lifestyle change. As such, healthcare marketers are taking more holistic approaches for engaging patients across a range of medical, nutritional, physical fitness and community-oriented contexts.
  VALUE: “Engagement is having a meaningful, long-term relationship with all the stakeholders. Our direct buyers are only a small fraction of the ecosystem. But our
  solutions must create value for each and every member of the healthcare ecosystem if
  we’re to be successful.”
  
• 
  
  
  
  
  CMOs no longer live in a world where they only need to engage the mainstream and the counter-culture.
  
  As CMOs adopt new innovations in marketing technology and best practice, they speed up the adoption rate of other innovations, as if in a chemical reaction. Only the volatile compounds being mixed are mobile & broadband technology, data, analytics and other technologies coming down the pike.
  
  Navigating such change requires a robust but flexible model of the customer so that various departments may stand ready with contextually relevant, personalised experiences to engage him or her --- everywhere and anytime.
  
  That is the new cost of marketing rather than finding the best online CPM.
  
• To wrap us up, I want to end on a quote shared by Jonathan Martin, CMO of Pure Storage who rightly said: if you’re still thinking of your CMO role as “chief megaphone officer”, you’re stuck in the 1990s…
• The connected customer means customer experience is increasingly the basis of our customer advantage. The CMOs we spoke with – like Jonathan – are rapidly adjusting to meet this new reality. As they look toward 2020, top CMOs:
  
  Create a single best version of customer truth
  Shift from monolog to dialog
  Drive toward personalize everywhere
  
  All to meet the need to deliver deeper relationships, more meaningful interactions, and never leave their customers’ side.