This post can also be seen on Inside CXM.
Given the rapidly evolving role of the CMO, it may be a natural extension for
a CMO 2.0 to assume primary responsibility for customer experience management
in an organization. Before assessing the merits and cautions associated with
such an expanded customer responsibility, it’s worthwhile to first
understand the market and structural drivers that are causing companies to
rethink how customer experience is managed and who “owns” the customer
In the always on, wirelessly connected, information rich world we live in,
the customer is completely in charge of who they engage with, how and when.
And their expectations of how they will be served—i.e. exactly in the
manner they wish or they will go elsewhere—have risen to such a level that
companies have no choice but to transform their entire approach to customer
Most organizational experts will tell you that when joining an organization,
the company's culture is the key to determining whether you will thrive or
suffer in a given work environment. While this is true for a mid-level
manager or individual contributor, the closer you get to the top, the less a
culture matters and the more the CEO's leadership and management style impact
your work satisfaction.
I learned this when early in my career I was a director at a privately held
company that was acquired by a much large public company. In a matter of a
few weeks our approachable, per... (more)
While it’s one of the enduring tenets in the CRM market, a 360-degree view
of the customer is fundamentally flawed. Why is that? Having all the
information at your fingertips about any given customer is of little value if
you can’t do anything with it to better serve the customer at the point of
interaction, across all contact channels and organization silos.
The first wave of CRM software solutions concentrated on delivering a
data-centric view of the customer. That is, pulling all of the
information about the customer into a consolidated database to make it
available to a ... (more)
It's anyone's guess when the recession bottoms out and we get back to
growth. Rather than remain in a "state" of denial - like California did for
too long - or adopt a hunker down mentality - "let's just ride this one out"
- as many companies have, there's a middle path of taking proactive measures
steps now, so that when growth reappears, your company is better positioned
to gain an unfair share of the increased customer demand that will be there
to harvest. Here are a few considerations to come out will your guns
Get back to basics. One of my colleagues recently s... (more)
If you haven't revisited your brand architecture in more than a year, it's
likely what you're building is a façade, rather than reinforcing a
foundation. Because technology and innovation are inextricably linked, tech
companies are continuously introducing new products and services, and in most
cases, adding brands and sub-brands into their product portfolios. Over
time, even a sound architecture can begin to crumble under the strain of too
many overlapping brand layers.
It's not as if tech marketers are trying to create brand disorder and chaos,
it's just that inattention to... (more)