CX Challenge

What did Amazon Buy?

by ENGAGEcx on July 12, 2017

The inevitable has happened.

Amazon finally decided to stop experimenting and made a move that every retailer on the planet has feared – they bought a brand with a significant physical presence.  Or did they…

Not to suggest Amazon isn’t interested in the stores.  They most certainly are… and not only for the bricks and mortar.  No, Whole Foods Market (WFM) also provides the kind of customer experience that is necessary to win in the cutthroat retail world of today. WFM states, “We go to extraordinary lengths to satisfy, delight and nourish our customers. We want to meet or exceed their expectations on every shopping trip. We know that by doing so we turn customers into advocates for our business.”

So, not only did Amazon by stores, they bought a brand and a culture that excels in delivering a physical experience that creates loyalty and advocacy with its customers.  In fact, in some ways you could argue that WFM is the physical analog to Amazon’s digital prowess.

Interestingly, a Morgan Stanley survey shows about 62% of Whole Foods shoppers are members of Amazon’s Prime service, opening the door for cross-sell promotions to entice customers who shop at both to spend more.

But here is the rub – Amazon, who knows every detail of how its customers shop online,  doesn’t know how those customers shop in stores — a gaping hole in its visibility to more than 300 million shoppers.

So, is this what Amazon is buying – a brick and mortar retail business that has a recipe for remaining relevant, with a loyal customer base, where there is overlap with two-thirds of the customer base?

Unfortunately, having common customers doesn’t easily translate into the seamless shopping experience those customers expect.  Amazon’s advanced commerce platform isn’t designed to support a physical venue where shoppers browse products by walking, not clicking.

Gartner recently stated in its Digital Commerce Cool Vendor report, “Many businesses operating at physical venues don’t know what customers do on-site, thus missing revenue opportunities and lacking visibility into on-site activities.”  This is the world that Amazon has entered.  One where its digital advantage is not integrated to its new physical venues.

Despite the real difficulties, one would think that this large overlap of a highly loyal customer base is a perfect opportunity to deliver a seamless digital and physical customer experience.

Imagine a scenario where Amazon’s daily email includes an offer for a 4-person meal with a Salmon entrée and your favorite wine because they know you were looking at fish in your favorite Whole Foods the day before.  And as a loyal Prime member, they’ll ship it to your door free of charge.

The true game changer will be when Amazon announces they have not only merged the businesses, but more importantly merged the commerce platform to see their customers’ complete digital and physical journeys to enable a truly one-of-a-kind experience online and in-store.

Amazon has taken a bold step that changes the future of retail.  The clock is ticking for all brick and mortar brands.  To learn more about what we are doing to power retailers of the future,  find us here.

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ENGAGEcxWhat did Amazon Buy?

The New Loyalty – Measuring Brand Stickiness (part 3 of 3)

by David Trice on March 20, 2017

Part 3 – Operationalizing Stickiness…Loyalty’s Holy Grail

Go to Part 1 

Click to download The New Loyalty 3 part series

We’ve learned in the earlier posts that if you’re continuing to invest in traditional loyalty programs, you’re spending money on outdated techniques and, worse yet, you may be losing more customers than you gain.   We’ve also learned that consumers are more prone than ever to shop around.  So, if the old way doesn’t work and new, elegant experiences only encourage shopping around, where do we go from here?

According to McKinsey, the key to success with today’s consumer is creating stickiness as they begin consideration, prior to each purchase.  Translated this suggests that being relevant and consistent in key moments early in product or service consideration is what matters most.

Reading between the lines, the McKinsey study suggests that because improved shopability and the barrage of competing offers, loyalty can only be guaranteed in the moment.  Therefore, seeing sticky customers with high purchase intent in real-time early in the process is critical to the loyalty marketer.  Measuring stickiness, however, requires a different point of view and a new approach.

Most brands are stifled by silo’d transactional data that’s both hard to use and incomplete as it doesn’t reflect the mobile and location aspects of today’s consumer journey.  Continuing with my experiences from the prior post, my engagement with the drive-thru of one of my favorite brands should be as relevant as using their new app.  Unfortunately for both brands this is not the case, as the brands have decided that I can only be known and treated as loyal if I change my mind and decide to use the app.

In this situation, the brand has decided that the way they will know me is through their app.  Unfortunately for the brand, the app isn’t a priority for me and as a result my usage, and what they know about me, drops off.  In the end, the brand has to find different ways to connect with me…and the many others just like me.  In the end, brands are missing this enormous opportunity to see and connect with customers across an ecosystem of engagement that sees everyone.  I, in fact, have connected via the brands ecosystem on numerous occasions; I have used their kiosk, redeemed mobile coupons, I have used their WiFi and sometimes even the app.  To connect this ecosystem, brands must embrace a new holistic digital-to-physical customer data approach that connects all channels and is enriched with both on & off site location.  Then, enhancing this contemporary view of today’s consumer with a real-time engagement score is the key to operationalizing stickiness.

The connected ecosystem with real-time scoring enables brands to quantify and measure the effectiveness of key moments in the consideration to purchase journey and focus on customers whose frequency and intent is strongest.  One example would be, favoriting a particular shoe on a web site and then visiting the store on several subsequent days would yield a high engagement score that the brand can instantly leverage when she later browses on her phone.  Following this pattern, the more frequent the engagement, regardless of channel, the higher the score.  When the engagement stops, the score would naturally decay suggesting the customer interest has subsided.

Seeing and acting in a connected ecosystem with a real-time engagement score yields a view into customer stickiness that is the key to driving revenue and massive ROI…which is the marketers Holy Grail.

With shopability being at an all time high and new approaches, like location, changing the traditional thinking about loyalty, it’s time for companies to rethink their approach to defining and maximizing the value of their customers. Without a course correction, investments in loyalty are likely to be wasted in the years ahead—diluting margins, draining profitability, driving less-than-expected growth, and decreasing customer value along the way.

Download the full 3-part series HERE


For more on How Engagement Score can drive 800% ROI please visit us at


(Contributions from Peter Roesler @webmarketing007, Robert Wollen @RobertWollan of Accenture, Patricia Odell, Chief Marketer @chief_marketer and @McKinsey)

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David TriceThe New Loyalty – Measuring Brand Stickiness (part 3 of 3)

The New Loyalty – Measuring Brand Stickiness (part 2 of 3)

by David Trice on March 9, 2017

Part 2 – Creating Loyalty with Customer Experience and Location

Go to Part 1 

Cross-channel Customer Experiences and Product Shopability

Click to download The New Loyalty 3 part series

In 2016, major brands like Walmart, REI, Belk and Target announced that omni-channel customers – or those that shopped across multiple channels – spent on average 2-4 times more than the average customer.  Reports such as these indicate that brands are making strides by investing in Customer Experience initiatives that provide a more elegant and personalized way to purchase their goods.

However, brands are beginning to realize that creating an improved purchase experience rarely guarantees loyalty…and may just increase shopability.  McKinsey points out how elusive loyalty is today reporting that a full 89% of people shopped around with 69% of the people switching loyalties to another brand. Capturing enough mindshare to ‘stick’ early in a purchase process seems to be the key.  Leading brands are learning that consistently knowing a customer’s history, intent and desires and applying that knowledge across all channels early in the purchase process is critical to maintaining stickiness and ultimately growth over time.

Robert Wollan from Accenture Strategy added “Every consumer has a natural instinct around what makes them ‘stick’ to a brand.”  For most brands, this is the new holy grail…identifying what it takes to deliver brand stickiness and consistently delivering that experience across all channels, all the time.

Loyalty and the influence of Location

To add to Loyalty’s stickiness challenge, mobile devices have inserted a new dimension to the equation…enter the customer’s Location.

Consumers are getting more and more comfortable using location to enhance the value proposition of the products and services they consume.  And it makes sense; I know that the travel circles around where I live and where I work is pretty tight and those stores or brands in my circles, definitely benefit.  If you recall my example from the prior post, I have found stickiness to the two brands because of the convenience of location and the product offering.  Further, I engage with each in several ways across numerous stores, including: the drive thru, dining in-store, take out and on rare occasion, purchasing through their app.  Yet, in the end, neither brand really knows me for the loyal customer I am.

There are a few emerging examples where brands have successfully used location to drive customer behavior.  For six years running Dunkin Donuts has reigned atop loyalty offerings with a program that sends offers to nearby customers to drive loyalty and immediate gratification.  Their program works beautifully for loyal coffee drinkers in need of their morning fix.  But what about other location examples, like:

  • sending an offer to a soccer mom as you have determined she spends 2 hours at a nearby field every Tuesday, or
  • the woman who makes several repeat visits shoe department of a store one evening following several nights of browsing the website for a particular brand of shoes, or
  • the frequent traveler, sitting at a bar in his favorite hotel after a work out in the fitness room and using the brands app to search for his next place to stay, leaves the hotel to have dinner elsewhere.

Yes, these examples all require location – whether you are seeing visit patterns on-site in a physical venue or travel patterns off-site, yet nearby.  With the right location information, each of these customer journeys creates an opportunity for a brand to influence the customer to drive action and perhaps create stickiness.  Without a doubt, location of all types has emerged as a new cornerstone to brand loyalty.

So, if the old way doesn’t work and new experiences encourage shopping around, where do we go from here? Next weeks conclusion, Part 3 in the series, explores how to building stickiness into your digital brand.

Download the full 3-part series HERE

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David TriceThe New Loyalty – Measuring Brand Stickiness (part 2 of 3)

The New Loyalty – Measuring Brand Stickiness (part 1 of 3)

by David Trice on March 2, 2017

Part 1 – Traditional Loyalty is at a Cross-roads

Click to download The New Loyalty 3 part series

As consumers, we don’t have to look much farther than our own smart phone to realize that even the newest loyalty programs don’t really work.  However, its not for a lack of trying.  A recent study by Accenture suggests that 90% of brands employ some kind of loyalty program.   It’s likely that most of us have used a mobile app that is intended to be the “remote control for the relationship”. Unfortunately, for the vast majority of customers, after the newness of the app wears off so does the effectiveness of the program.

The Accenture report offers that the lack of adoption is only the beginning suggesting that 25% of consumers say the repeated attempts at engendering loyalty are hurting the relationship.  Even more unnerving to the brand, Millenials are more likely to have a negative reaction to a company’s attempt to earn their loyalty.

Using myself as the example, I have 3 loyalty apps on my phone.  One I use when I travel.  The other two I haven’t used in months.  This pattern seems to reflect the state of the industry according to Accenture.  However, there is an important point that seems to be overlooked – my lack of app usage does not reflect my loyalty to those two brands.  I frequent each of them, sometimes more than once weekly.  I just haven’t found the mode where their app, the stars earned and incessant emails are relevant as a part of my daily life.  In the end, their view of me is purely an analytical one that results in an incorrect, or incomplete, view of a really loyal customer.

This ineffectiveness leaves a brand a bit lost when it comes the best way to building true relationships with today’s customer.  On one hand, the brand doesn’t know how to connect with their most loyal customers…and apps aren’t helping.  On the other hand, the never ending barrage of promotional offers pushes us away.

For Brands, the crossroads is real, yet all hope is not lost.  In part two of this post, we’ll explore the areas of location and frictionless customer experiences as they hold hope for loyalty marketers.

Go to Part 2 – Creating Loyalty with Customer Experience and Location

Download the full 3-part series HERE

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David TriceThe New Loyalty – Measuring Brand Stickiness (part 1 of 3)

Retail Podcast: Hear David Trice on The Incubator!

by ENGAGEcx on February 4, 2016

David Trice and IntrepidNow discuss connecting Digital and Physical

We would like to thank Todd Schnick and Ashley Staggs of IntrepidNOW and the Incubator for having us on their show.  Here is an excerpt from their post… is the only technology putting the customer clearly at the center of the business process for consumer-facing brands by connecting both online and offline interactions.

Our world is filled with data. From traditional Nielsen ratings to tracking our behaviors across the web, we are far less than anonymous in today’s digital world. Why then does shopping in a store make us feel like Julia Roberts in the infamous Pretty Woman scene?, is the Atlanta-based software startup that is changing the very relevant (it still accounts for more than 90% of total retail sales) brick-and-mortar retail experience by providing location based data in the moment that is tied to your online behaviors.

Here is a discussion guide for the podcast:

1. “How do you bridge digital and physical?”

2. “A customer-aware, central nervous system…”

3. With, the retail operation can see, when you walk into a retail store, that you just recently went online to the website, or made a phone call to learn more…

4. While more and more people are buying online, still a large majority of people buy from a physical retail outlet…

5. How is empowering both the physical retail teams and the Digital Marketing teams?

6. How do you appropriately attribute credit for the sale? No matter how it started…

7. How can you use digital to create a better in-store experience, and increase in-store purchasing?

8. Why it matters to encourage use of in-store WIFI?

9. How can retailers get better at “omnichannel” — its the buzz word, does it really matter?

10. It’s more than being mobile-optimized. You do have to be meaningful EVERYWHERE, at any time…

11. Identification is the first step… “The INDEX in the sky…”

12. How all of this actually works…

13. How can we leverage a B2C CRM?

14. Really determining “Lifetime customer value?”

15. How do you actually manage all of this customer data for your client?

16. “In-store micro-personalization…” Impacts of beacon-technology… “Micro-geo-fencing…” is a leading omni-channel, cloud-based attribution and experience platform that helps businesses engage with customers as they move across the growing array of digital platforms and devices. By delivering attribution and and conversion visibility, enabling truly personalized customer experiences, and empowering employees to serve each customer as an individual, is a true partner in driving higher revenue and customer loyalty. Sign up for a free demonstration to see how can revolutionize your business!


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ENGAGEcxRetail Podcast: Hear David Trice on The Incubator!

CX Challenge: The Connection between CX and Performance

by David Trice on March 2, 2015

customer value indexExecutives are realizing that in order to truly understand the relationship between customer relationship and financial performance, they need to think differently.  Current metrics like NPS, CES, CSAT, which are largely driven by surveys or outgrowths of traditional CRM, are interesting and the processes are valid, but they just don’t answer the questions that need answering regarding customer relationships in this new world in which we’re living.

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David TriceCX Challenge: The Connection between CX and Performance

The CX Challenge Part 3 – Beware, You ARE what you measure!

by David Trice on January 12, 2015

In our last post, the CEO’s Epic False Sense of Security, we left our CEO with his business performing well and his metrics all reading positively. The security felt by the management team is borne out by the fact that the company has identified the metrics they care about and are diligent in adhering to the measurement process.

businessman hand working with new modern computer and business sYet the CEO is not seeing the improvement in his business that he anticipated, and this has caused him to question the management team’s approach.

Inspect What You Expect

Like many business leaders, our CEO implemented the most popular metrics, like Net Promoter Score and Customer Effort Score, to try and get insight into how his organization is delivering on its Customer Experience objectives. As the CEO evaluates the company’s performance, he decides to inspect the processes and key metrics the management team is currently using to analyze what the team is telling him.

The metrics are as follows:

Net Promoter Score (NPS)

The Net Promoter Score is an index measuring the willingness of customers to recommend a company’s products or services to others. It is used as a proxy for gauging the customer’s overall satisfaction with a company’s product or service and the customer’s loyalty to the brand.

NPS is sort of a survey that is taken after key moments of engagement with a brand. Our CEO learns that his company is capturing NPS feedback at the end of a purchase process and during the product return process. The NPS scores seen by our CEO are generally positive, suggesting his brand is well liked. After further investigation, he learns that scores are typically collected after customers utilize the company’s generous return policy.

Net Promoter Score Shortcomings

There are several problems with how the company is using NPS:

  1. NPS is not reflective of the entire customer base, as it only represents the sentiment of a small percentage of the firm’s customers.
  2. The NPS scores are more reflective of a returns process and NOT the company brand. The CEO realizes that continuing down this path will not build loyal customers; rather it will encourage transient customers that are loyal to a process. Overtime, this will erode the brand that the company invests so much in developing.
  3. NPS is available for use after the fact – as a set of reports and recommendations. It is helpful in gauging broad sentiment and where to tweak processes, but it does not help with a customer in the moment of truth.

Customer Effort Score (CES)

This is an approach that the CEO uses as a predictor of increased spending and of re-purchase by customers. The technique simply asks, “How much effort did the customer personally have to put forth to get a request handled by the company?”

Our CEO uses CES during the sales process with customer-facing associates and in his call center to determine how effective his business is in addressing customer needs. The data collected by the firm is also used as a proxy for customer happiness and brand affinity, and it is also used as an input to predicting future sales.

Customer Effort Score (CES) Shortcomings

Once again, the CEO realizes that what is being learned by this metric are different that the original assumption:

  1. Customers don’t want to answer the question about how much effort they had to put forth. The CEO sees that, more often than not, customers opt out of answering this question.   As a result, the data they have is very skewed towards the few really happy customers or the few customers who are really mad with a given product or service.
  2. This measure is more indicative of a particular customer interaction – like a long hold time – rather than the overall brand experience. The CEO realizes the metric is interesting, but not likely “worth his effort.”
  3. Once again, this metric does not give the CEO ammunition to change the way customer interaction is currently happening, which leaves him wondering if there is a better way to improve Customer Experience.

Customer Satisfaction (CSAT)

CSAT measures how products and services supplied by a company meet or surpass customer expectation. Like many organizations, our CEO administers a CSAT survey several times annually across segments of his business to try and keep his thumb on the pulse of his customer base.

The findings from these surveys influence all aspects or our CEO’s business – from sales to product development to support. However, there is a growing trend that he has seen from this process in recent years:

Customer Satisfaction (CSAT) Shortcomings

Since CSAT surveys are customary for most businesses, customers are generally familiar with the process. Over the last two years our CEO has witnessed the following:

  1. Participation in surveys is trending down and in-survey abandonment is up
  2. Offers of discounts are more frequently required to drive the completion process
  3. The responses are becoming more watered down and less instructive to his business

Will the “loyal customer” please stand up?

The result of the processes above has left the CEO realizing that he really does not have a good read on customer loyalty and is uncertain what is driving advocacy and his brand’s relationships with his customers.   As one last foray into his review, he decides that meeting with key customers to dive deeper into their experiences with the firm is an appropriate next step. To identify possible participants, he asks his team to create a report of key advocates and influencers to see how many overlap, participating in both the measurement programs and in the company’s social community programs.

The response was staggering; there was no way to find out! Each of the processes was so fragmented that there was no way to identify the advocates the CEO had hoped to find. Sure, there were email addresses for some of the surveys, but there was no way to determine who responded positively across all measurement processes.

The CEO realized that all of the investment made by the company in measurement had not provided him with the insight he had hoped for on whether his businesses could deliver an exceptional customer experience. More importantly, he learned that using any of this data as a proxy for or predictor of future performance was dangerous and could likely cost him his job.

Our CEO has adjusted his thinking and is now on a quest to find a way to measure customer experience and better correlate it to financial performance. In the end, visibility into this relationship is the only thing that will sustain his brand in the new customer-centric world – and save his job.

Up next in this series, how the CEO finds a way to index and measure the impact of Customer Satisfaction against his business’ financial performance.

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David TriceThe CX Challenge Part 3 – Beware, You ARE what you measure!

The CX Challenge – Part 2: The CEO’s Epic False Sense of Security

by David Trice on August 20, 2014

shutterstock_60391696In the first installment of the CX Challenge series, we highlighted that internally-focused functional departments prevent organizations from scaling to meet expectations of today’s customers because they are ill-equipped to address customer needs. These new expectations are changing the rules and making traditional loyalty – and the way it is measured – a thing of the past.

In this post, Part 2 of the series, we will introduce a few of the metrics used by organizations today as the contemporary weapons to measure loyalty, reduce churn, and efficiently drive sales growth. In Part 3 of this series, we’ll delve deeper into the metrics and expose the issues associated with each one. In Part 4, we’ll take a look at customer sentiment. And in the final installment, we’ll recommend our own approach to meeting customer needs, driving sales growth, and measuring loyalty.

Let’s dive in.

How do companies measure satisfaction and loyalty today? And are those methods and metrics effective? Do they give the company a true picture of the customer? Or do they simply cause CEOs and executives to become lulled into a false sense of security because “we’re tracking the score, and it says we’re doing great?”

What does that metric or score mean? What does it tell us about the customer? Oftentimes, metrics only give us a moment-in-time view into customers’ attitudes; they’re transactional in nature and don’t really tell us anything about the overall health of the customer relationship. And what about customer behavior? Are behavioral metrics being overlooked for simpler, single number metrics? Are all of these metrics customer-focused? Or are most of the metrics you track internal- or organization-focused and aren’t even anything your customers care about? Do your metrics correlate to overall business outcomes?

Lots to think about. What are some of these metrics? Here are a few popular metrics that we’ll look at in the next installment in this series:

  • Net Promoter Score (NPS)
  • Customer Effort Score (CES)
  • First Call Resolution (FCR)
  • Handle or Talk Time (AHT)
  • Cost per Call

How many of these do you track? And what do they mean to your organization? Are you seeing success as a result of using them? How do you define “success?”

The Epic False Sense of Security

Unfortunately, tracking these metrics often leads to that false sense of security we’ve already mentioned. Somewhere in the organization, there are executives who are so focused on their siloed functions and their siloed metrics that they are giving the CEO bad information.

  • They are conducting NPS surveys to determine whether the statistical majority would recommend their brand to friends. When the statistical majority says, “Yes,” then, supposedly, all is good.
  • They have self-service processes that are moving more customers to digital processes that appear to be saving time and money and increasing sales – all of which give that false sense of a positive customer experience.

With these apparent successes, the company can now bask in the moral victory of increasing referrals and sales, leaving it free to focus on other metrics, like reducing churn. So they pile on incentives at the touchpoint that handles account cancellations – the call center – and revenues increase even more. The organization has foot soldiers that are highly motivated by incentives, regardless of how awkward or uncomfortable the situation gets with and for the customer. Ah, more success.

You can almost see the CEO sitting back and saying, “We are executing beautifully – our shareholders are going to love me!”

A Prescription to CEOs for Engaging the On-Demand Customer

Organizations must realize that in an on-demand world – where the customer controls the process – measuring internal efficiencies can often be at odds with customer expectations. The prescription for change involves a lot of heavy lifting; change is never an easy task, but, in this case, it is critical.

To succeed in the on-demand world, CEOs must start by following these three steps:

  1. Change the DNA of the organization, which may also mean rethinking the functional org structures that exist. This is no small feat.
  2. Find ways to use digital experiences in combination with cross-functional teams to deliver great experiences unique to every segment of customer.
  3. Not only capture sentiment on all customer interactions but also build processes where sentiment is available in the moment of truth so that it can be consumed by those empowered to use it in order to personalize the customer experience.

In Part 3 of this series, we’ll take a look at the five metrics mentioned in this post, taking you one step closer to our proposed solution to measuring what matters to the customer and to growing the business.

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David TriceThe CX Challenge – Part 2: The CEO’s Epic False Sense of Security

The CX Challenge – Overcoming the Organization for the On Demand Customer

by David Trice on June 27, 2014

The Age of the Customer

Social, mobile, analytics and cloud technology trends are driving the characteristics and expectations of the ‘On Demand’ customer.  As a result, Customers know more about the products and services they desire and are testing the boundaries of brand authenticity at every touch point. On Demand Customers expect organizations to:

  • Provide immediate access to accurate information
  • Fully understand their needs on every interaction
  • Use data stored about them to directly meet their needs
  • Do it all, now!

Overcome the Organization with ENGAGEcxIn order to meet the needs of the On Demand customer, engagement needs to become the responsibility of the whole business and brand promises need to be echoed in every customer interaction.  Further, every customer interaction is a test: delight the customer and they become an advocate; underperform and their complaint can be shared with the world.

Most organizations fall short trying to meet these new expectations.  They are rapidly learning that they are ill-equipped to address this challenge and at the same time their Customers are growing impatient.  Further, the new expectations are changing the rules and making traditional loyalty a thing of the past.

Over the next decade, winners and losers will be chosen based on their ability to react to this challenge.

The Need for Customer Centricity

For most organizations, the challenge lies in their legacy approach to customer relationships. Organizational design was focused internally and driven by efficiency of functional units.  Organizations have customer contact siloed by function and often at the expense of overall customer satisfaction:

  • Marketing defines and targets ‘like’ groups customers (Segments) to drive demand
  • Leads are handed to Sales, which is organized around customer size, territories, products or services
  • When present, Loyalty teams create offers for existing customers for use in retention programs
  • Customer Service tries to keep customers happy but is isolated and issue driven

Economic swings over the past decade have forced organizations to fine-tune the existing processes in order to drive productivity and profits.  The meteoric rise of digital technologies that have empowered the Customer challenge this inside-out organizational design.

To make matters worse, innovation in Marketing Technology is changing the way Companies promote their businesses across customer touch points.  These innovations are further enabling micro-segmentation by Persona, which is fundamentally redefining the rules of the game.

The Problem: Internally focused functional departments prevent organizations from scaling to meet micro-segmented expectations of today’s customers.

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David TriceThe CX Challenge – Overcoming the Organization for the On Demand Customer