Customer Experience Strategy Engagement for ROI
Most customer experience strategies are in actuality a programs or a technology, and a while after deployment, executives ask for proof of return on investment (ROI). As programs, these customer experience efforts are typically silos in deployment, and lack the cross-functional and top-down engagement necessary to achieve obvious ROI. This case study of team-based strategy development shows how a credit union intertwined customer experience in their corporate strategy for broad engagement and transparent ROI.
Marketing Efficiency and Effectiveness Go Beyond Shiny ObjectsFor marketing efficiency and effectiveness goals, technologies are notorious contributors to the shiny object syndrome. What’s lacking among shiny objects are the people-and-process prerequisites and bigger picture of marketing efficiency and effectiveness needs. The bigger picture of marketing’s needs, when it comes to organizational efficiency and effectiveness (also known as marketing performance management or marketing operations), includes cross-functional leadership to make a greater impact on the enterprise’s agility. Six keys to marketing organization goals are: marketing ROI, strategy execution, scalability, buyer alignment, business intelligence, and customer profitability.
Marketing-Driven Business: Heaven or Hell?Marketing-driven sounds good to a marketer at first glance. But silos lead to hellish treadmills and blind-sighting. Make the shift to “customer-centered” thinking in your marketing organization to release heaven-like collaboration cross-functionally and position marketing more powerfully, with better results for careers and the bottom line.
Empowering Teams to Achieve Marketing ResultsBest intentions of marketing efforts in large companies are often elusive because of dependency upon multiple players’ synergies. The mis-match in intentions and results is typically due to lack of strategic context, clear prioritization, and/or blinders. An intended outcome is a result that has staying power. Keys to achieving intended marketing results include patience, perseverance, and empowering others to co-deliver.
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When the left- and right-brain of marketing are not harmonized, it can be hard to make the link between what motivates people emotionally as well as intellectually. It may be tough to connect the dots across everything that the marketing organization is expected to do for the company. And without mutual appreciation, more waste and lost opportunities abide, missing out on synergies of full-brain marketing.
Revive Lackluster Voice of the CustomerLackluster voice-of-the-customer (VoC) is a common dilemma. Customer surveys that seemed so exciting initially get a ho-hum reaction when average ratings are stagnant. Employee engagement that you hoped to spur in customer experience management goes by the wayside. if you’re hoping to reap greater ROI (return on investment) from your customer intelligence- and possibly differentiate customer experience, lackluster VoC can be solved in several ways.
Customer Experience Maturity ModelThe trouble with most customer experience maturity models is their inadvertent piece-meal or silo design. As a customer yourself, you’d probably give high maturity ratings only to companies that show progress across your whole experience with them – not just their help desk or website or emails or surveys. A new customer experience maturity framework guides your deployment of the entire system simultaneously, with gradual increases in sophistication of all components over time.
