Marketing & Customer Experience

For 20 years and the beginnings of the Internet revolution, delays and distances have gradually reduced to become today almost non-existent data regarding communication and information. NICT, social networks and mobile era have created a society and a global culture of immediacy, hyper connectivity and hyper information. These structural changes have completely changed the relationship between brands and their customers: any type of information is accessible to anyone at any time.

The customer / prospect is no longer just a simple buyer, who will decide whether to buy a product or service of the brand. By giving his opinion on the forums, posting his level of satisfaction on social networks, clicking on a “like” or distributing “emoticons”, he becomes influencer of his entourage, real or virtual entourage, from a few tens to several million people. From the interest for brands that the influencer is a prescriber, and not a detractor!

Many hotels have indeed seen their attendance collapse as a result of bad reviews on Tripadvisor or Booking. For its part, Decathlon is committed to getting out of its range products that would collect from customers a score of less than 3/5.

Also customer satisfaction, which will fuel the speech of the latter, becomes the center of attention. New service standards are in place, much higher than just a few years ago: what about a taxi that would not offer a water bottle or iPhone charger to its customers today? ? What was previously considered a bonus, and therefore a differentiating competitive advantage, is becoming a new standard in the marketplace.

In fact, customer satisfaction is no longer measured by its judgment of the quality of the product or service purchased: buyers will judge all of their interactions with a brand and this on all their journeys, whatever the contact channel. Have I been well received? Is the seller listening to me? Is the store nice? Did I wait in the cashier? Can I be easily refunded if the product does not satisfy me? Am I rewarded for my loyalty? Have I been treated as an “exceptional” client? … Beyond the quality of the product and its ability to meet the expectations of customer use, the brand will be judged on its ability to deliver a global experience, simple and clear.

However, the challenge of the Customer Experience is far from being limited to mere satisfaction. This is only a prerequisite, a must have: any brand must know the expectations and requirements of its customers, and organize themselves to respond favorably, under penalty of losing them, and to expose themselves to a bad buzz commercially very dangerous. The challenge is to create the conditions for a real, specific and recognizable experience, thus a lever of differentiation and attachment to the brand. Emotion, the unexpected, the “whaou”, the Enchantment, which will turn the customer into a true ambassador of the brand, committed to defend and promote it.

Working on a global customer experience is no longer an option or a strategic choice, it is a medium-term survival requirement for companies, whether B2C or B2B, service-oriented or product-oriented.

If the final challenge is not original – increase your business! – the multiplicity of impacts is a new characteristic to take into account. Indeed, a successful customer experience can play simultaneously on the three classic levers of increase in turnover: loyalty / fidelity, the increase in the average basket and the conquest of new customers.

A satisfied customer will buy more, more often, will more willingly accept new innovative services that he deems legitimate to pay, and will become a brand ambassador to his community.

Here are some important points for us:

Starting from the existing via a “Customer Experience” diagnosis:

If the interest and strategic accent on the customer experience is quite recent, the subject itself is not new. Customer Experience is often Jourdain’s prose: we are already doing it without knowing it!

Thus processes, tools or data related to the customer experience almost always exist in any company. Specific initiatives launched in a country or subsidiary? Data clients focused on Marketing? Processes in place at the After Sales or call center?

Starting from the customer via an analysis of his expectations and the current level of response of the brand:

We think it’s logical to start by defining his clients and listening to them, in order to understand the details of their expectations and to identify the points of dissatisfaction, in order to better orientate their axes and work priority.

The objective: to define what is important for the customer, to determine the interactions where the delivery of the brand is satisfactory or, on the contrary, disappointing, to draw the priority axes of action.

 

Define your ambition, your means and your objectives:

Brand image ? Differentiation or catching up with competition? Progression of turnover? … It is fundamental in any process to clearly define what are the objectives of the Customer Experience project, to prioritize them, to plan them and to segment their impacts, by sharing them with all the contributors. It is in fact according to its objectives that the roadmap will be constructed and that the organization of the project will be defined.

In parallel with the objectives and their schedule, it is necessary to ensure from the outset the availability of human and / or financial resources. Finally, the objectives must be easily measurable, via clear and legitimate indicators, shared by all contributors. They will be the justices of the site.

Mobilize internally, work collaboratively and set up a real Customer culture:

Sales Department, Marketing, Communication, Digital Management, CRM Department … The list of departments directly involved in the Customer Experience is long. But each one often treats it separately, only on its interactions and thus according to its own objectives. The exchange of partial information, depending on the internal political issues that often take precedence over the overall interest: the Customer Experience can not be thought of in a segmented and channelized way.Moreover, knowing and taking into account customers and their expectations, can not be the preserve of the “Management” level and the “Marketing / Customer” department: the operational success of a Customer Experience project involves raising awareness and the mobilization of all strata and functions of the company, in order to make the voice of the customer, the one who ultimately ensures the goodwill of the whole company, including that of the transverse functions, of logistics and R & D. Putting the customer at the center of the company, its reflections, its decisions and its actions, is an ambitious but necessary project, which sometimes implies a real cultural revolution between a product culture and a customer culture, and therefore passes through a high-level hip sponsors to launch the project and set expectations, and to inject the momentum necessary for the development of a true transverse customer culture and an organization dedicated to adequate human and budgetary resources.

Work with Test & Learn:

Audits, customer studies, diagnostics, Customer Mapping, Customer Journey Mapping, Definition of a governance, transversal workshops on specific topics … An ambitious project to redesign the Customer Experience may require preparatory phases that are certainly necessary, but long. The inherent risk is that, over a period of weeks or even months, there will be a certain demobilization, linked to a project that is essentially conceptual.

To limit this risk, it is much better to quickly launch simple levers to improve customer satisfaction in the field implementation phase, on test perimeters. In addition to allowing a full-scale test of the lever, to confront it with the customer’s reality, with the logistic or commercial reality, these first tests or PoC (Proofs of Concept) will allow to animate the community of the contributors and to maintain the mobilization teams.

Measure, Analyze, Control:

We think it’s necesary to make sure of the real performance of its levers and their impact on customer satisfaction!

Have the levers planned to be deployed deployed in the field and throughout the pre-defined perimeter? Does a given lever once deployed generate the desired effects? Do the pre-identified breadsticks have a tendency to diminish or even disappear? Overall, the deployment of levers is accompanied by a favorable evolution of the rank 1 indicators of customer satisfaction?

Communicate and Animate:

It is necessary to maintain a level and frequency of communication with the various stakeholders related to projects on the customer experience. Indeed, communication around customer experience initiatives is key to keeping in touch and maintaining interactions. We believe that communication and animation go hand in hand in order to keep the speakers alert and aware of news; while encouraging them to participate in the animation of a community.

1 – DIAGNOSIS

2 – TARGET

3 – DEPLOYMENT

  • Customer Experience Processing Mapping
  • Identification of customer categoriesaccording to segmentation criteria
  • Definition of the customer journey andpoints of contact with the brand
  • Measure of customer satisfaction for each of its interactions
  • Identification of pain points and measure of the gap between expectations and lived experience
  • Defining the key moments of the customer experience
  • Construction of measures to be carried out on each of the canals
  • Identification of levers to be operated
  • Establishment of a Proof of Concept
  • Choosing one or more indicators
  • Creation of a test deployment kit and choice of a test perimeter
  • Readjustment if necessary of the deployment kit and gradual expansion throughout the perimeter
  • Launch of a new measure study on customer satisfaction
  • Integration of a customer culture within the organization

CRM

PRODUCTS

Process Deployment and CRM Solutions

  • Definition of CRM solutions (business specifications and tools integration)
  • Management of international deployment and support for change

Product Portfolio

  • Determination of the profitability of the product / service ranges and its levers
  • Restructuring of product-customer segmentation
  • Adaptation of positioning in relation to the competition
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