CUSTOMER EXPERIENCE - DONE PROPER

Many companies excel in individual interactions with customers, but they fail to pay adequate attention to the customer’s complete experience on the way to purchase and after and the continues relation after that.

Customer Journeys have during the last decade been one of the most useful tools to monitor, recreate and optimising customer relations and adjust offers of products and services. The use of single customer journeys is tactical and have served certain organisations well. But you could use this to achieve even more sustainable change. 

Where it comes to shifting organisational processes, culture, and mind-sets to a journey orientation is strategic and transformational.

Journey-based transformations are not easy, and they may take years to perfect. 

Despite that, there is a definitive upside to it, if done proper;

* Higher customer and employee satisfaction and engagement. (By involving and rewarding stakeholders on either side, the output will be twice as strong.)
* Increased revenues (happy clients prolong the relation hence spend more money.)
* Lower costs (putting effort where effort is needed, not where you always have been doing it and also see to continuously measure the outcome and make adjustments)
* Increased differentiation compared to stagnated competitors. 

Delivering successful journeys brings about an operational and cultural shift that engages the organisation across functions and from top to bottom, generating excitement, innovation, and a focus on continuous improvement. 

It creates a culture that’s hard to build otherwise, and a true competitive advantage goes to companies that get it right. Companies that develop their own architecture will find it breaks down organisational silos, addresses the diversity of customers and their needs, and produces unique and compelling experiences.

Remember the wise words of Peter Drucker:
 

"Culture will eat strategy for breakfast"

Doing enough is not and option any longer, done proper and truly be deeply rooted in your business culture - it will eventually make your organisation successful and differentiate you among competitors.

Read: Four Types of Digital Marketer

One of the major problems that marketing teams have today is that they consequently tries to separate traditional marketing and digital marketing. By now these should have been unified and optimized to be one solid marketing strategy. However the majority of brands today still section these two. Rest assure the future for your brand will be driven through some sort of digital platform so if your not already on the bandwagon - get on! If you are on already but currently struggling - adapt. 

The article ”Four Types of Digital Marketer” I stumbled upon have a traditional approach towards “digital” vs “old” but it offers some good insights that might help your brand to one unifying strategy. 

Examples included are Nike, one of the best practice brands of digital strategy and one that I personally would distinct as the pioneer within this field. 

"Nike has dramatically lowered its spend on paid media. And by focusing its spending on its own media and socially shared media, the company has broadened and deepened the impact of its brand.”

The customer centrification model is interesting, putting your customers will and wants in the front and help to develop your product and service by using digital media might not be the most innovative approach to things since sliced bread but for the majority of brands it must repeated and repeated to achieve implementation.

The tool “Digital Customer Centrify Profiler” is interesting even though it probably not will get your brand “Nikefied” it hopefully will open some new doors for you and your marketing team.