CMOs increasingly understand that accelerating revenue growth is closely tied to delivering an exceptional and consistent customer experience. But what does that entail? A great experience means your customers are receiving relevant, personalized and engaging content when, where and how they want it. But connecting with customers on their own terms is proving extremely difficult for many CMOs.
Take for example, a global health insurance services company that has grown over time through mergers and acquisitions. The company makes $30 billion in revenue, has 40,000 employees, serves over two million customers across 32 countries, and processes 155 million claims annually. If we look at that company’s marketing technology stack, it has 38 different email providers, 28 Salesforce and CRM systems, five real-time decision engines, and multiple business intelligence and analytics solutions. How does a company like this begin to create a consistent customer experience, much less an exceptional one?
As I discussed in previous blogs in this series, a Marketing Operations solution is critical to closing the marketing gap and delivering an exceptional customer experience. But technology alone can’t get you there. Companies like the one in our example must also deal with the organizational entropy that has resulted in decentralized ownership of the customer experience.
For example, you may have sales, IT, customer service, regional marketing departments, corporate marketing, channel marketing, agencies, different business units and product groups all reaching out to the same customer through email, social media, web, onsite, phone calls, and direct mail. The result of this traditional organization-centric model is too many communications, a disjointed brand experience and, most likely, a disengaged and even frustrated customer.
Times have changed and that requires a change in the way organizations think and operate. Creating a customer-centric digital brand reputation starts with organizing customer engagement from the inside out. And it’s the role of the CMO to champion a more customer-centric corporate culture and mindset and gain control of the customer experience.
So how do you get there?
The first step is to identify who within the organization currently owns the customer experience. In a traditional organization-centric model, many people, groups, and departments own a piece of that experience. As you identify those interactions, keep in mind that all customer engagement should be monetize-able – e.g. by selling new products and services, educating customers to make future purchases, ensuring customer satisfaction to retain customers, etc. Once you understand who is interacting with your customers, how and why, you can then determine where changes need to be made at every level within the organization.
It’s a complicated process that requires hard work, finesse, and political acumen. But to fully realize customer centricity, Marketing must take ownership of the customer experience and align all groups within the company to a customer-centric business strategy. Only then can your organization fully capitalize on the tremendous opportunities of the digital age.
Learn more about how you can transform your organization to deliver a great customer experience. Watch our recently recorded webinar – Mind the Gap: Making Marketing More Productive and register for our upcoming webinar Mind the Gap: Organizational Disruption: The Key to Optimizing Operational Efficiencies.
Past blogs in the Mind the Gap Series: