AMA/Aquent: Building Brand Equity Through Experience
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In his presentation, Zachary focuses on ways that you can shape the experience of your brand across traditional and digital media, across products and services, and even across the interactions customers have with your employees every day.
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AMA/Aquent: Building Brand Equity Through Experience
Notas del editor
- tbd
- Perrenial customer experience leaders Apple lead the category for the 10th year in a row
- Linear journeys of commerce and retail have been well-worn. The classic funnel has been pummeled in to us. We thought this was the pinnacle of commerce and capitalism but what it really is, is a 20th century artifact.
- Linear journeys of commerce and retail have been well-worn. The classic funnel has been pummeled in to us. We thought this was the pinnacle of commerce and capitalism but what it really is, is a 20th century artifact.
- But according to some research, we’re simply overspending on the early funnel. A lot of this can be attributed to the fact that buying media can be expensive, but when we see this kind of ratio, we can think of the potential for disaster. We’re effectively really good and spending a ton to set remarkably high expectations for prospects and customers, pushing them through to shitty services and products. Why would we ever do this?
- It is clear we need to shift some of our spend typically meant to “build the brand” through advertising into “building the brand” through our service and product experiences. As industries have matured and connected media like the web, Google and others, enables us to to more easily interact directly with customers, of course we want great service to pull through people to our products.
- Some of our colleagues in our company might believe this is still just a media budget problem… it just isn’t the case! The great majority of people in this room likely have little to no issue with their brand awareness but have a ton of issues with delivering the type of service people expect in 2013.
- Second, we have to realize that people’s experiences have exploded across touch points and the more linear funnels of the past have been broken up into a lot of patterns in a larger journey. We have to both push out more broadly, while at the same time optimize core journeys within our ecosystems that we know matter. This forces us from seeing the world as one big funnel and actually embrace the many journeys within.
- We’re not the only firm recognizing this. McKinsey just last month introduced an article in the Harvard Business Review outlining the need for journey-thinking. Companies that get good at identifying these patterns or journeys and optimizing them, will win. Those patterns are going to most likely occur post-awareness or initial consideration.
- The key here is we need to identify the journeys not THE JOURNEY. We can’t just take a funnel and then call it a journey. Sales funnels are, of course, easy to leverage to measure the basic transactions of sales but do not necessarily well reflect the patterns of people or the story of how our organizations could meaningfully interact.
- Again, this is about journeys not journey. We all want the land the one that ends with a “buy”. The thing is, we have to support many others to make that actually happen. These are the patterns of people, your customers, in their daily lives. In many ways, they represent what Clay Christenson has termed “jobs to be done”. This is all very well and good, but what might this actually look like?
- Again, this is about journeys not journey. We all want the land the one that ends with a “buy”. The thing is, we have to support many others to make that actually happen. These are the patterns of people, your customers, in their daily lives. In many ways, they represent what Clay Christenson has termed “jobs to be done”. This is all very well and good, but what might this actually look like?
- Let’s travel across the pond and take a look at some work we’re doing with RBS. RBS are a retail bank founded in 1727 with headquarters in Scotland. They have a full service FS offering from Finance and insurance, Consumer Banking, Corporate Banking and have over 141,000 employees. They are the 3rd largest bank in the UK by market value as of this month. As we began to work with RBS, it was clear their business was too complex to have a single simplicity journey to capture the potential value driven through experience innovation and optimization. Early on, we identified these five journeys as the first to tackle. This is not to say there aren’t more, but these were five core journeys. We went through an interdisciplinary process much like what Brian described yesterday, but to an extreme degree, for all of these journeys.
- Has a central, Organizing Idea: Here for You Allows hero in the story to craft the narrative Supports many journeys and people’s stories Connection between people, places & brands Always-on, joined at any time or place Real-time data and analytics Aggregating data over time yields advantages Over £22 million in GetCash requests since launch Over 500,000 GetCash requests to date 17,000 GetCash requests/week and growing fast Cannes Gold Mobile Lion winner
- Has a central, Organizing Idea: Here for You Allows hero in the story to craft the narrative Supports many journeys and people’s stories Connection between people, places & brands Always-on, joined at any time or place Real-time data and analytics Aggregating data over time yields advantages Over £22 million in GetCash requests since launch Over 500,000 GetCash requests to date 17,000 GetCash requests/week and growing fast Cannes Gold Mobile Lion winner
- Has a central, Organizing Idea: Here for You Allows hero in the story to craft the narrative Supports many journeys and people’s stories Connection between people, places & brands Always-on, joined at any time or place Real-time data and analytics Aggregating data over time yields advantages Over £22 million in GetCash requests since launch Over 500,000 GetCash requests to date 17,000 GetCash requests/week and growing fast Cannes Gold Mobile Lion winner
- To really
- Treating the physical and digital as “different” is only something we do as professionals who have to manage it. People themselves don’t differentiate between digital and physical spaces. In terms of how we approach customer experience, we have to be ready and willing to drop these labels and just talk to driving people to the touch points they want to interact with. This is one way we achieve emotional resonance. Go check out our booth on the third floor.
- Going back to the exploded funnel from earlier, this doesn’t mean we don’t recognize something important.
- That is that every touch point is powered by technology. WE ARE CONSTANTLY ADDING NEW GADGETS or touch points. EVEN AS THEY HAVE GOTTEN SIMPLER INDIVIDUALLY, THE CUMULATIVE COMPLEXITY OF ALL OF THEM TOGETHER IS INCREASING. We want technology to empower even our front-line staff to enable them to drive more Continuity with customers. Of course we want a sales associate in a store to know what a customer has purchased online. Of course we want to know someone just got off the phone angry with a service representative, and should be treated differently. We need to build these engagement/customer experience platforms to help connect the dots. Connecting the dots is so challenging, and this is where a platform and service like Gigya can help to manage the complexity.
- In the end, we have to embrace how technology can help us connect the dots with our customers. It’s a massive challenge and a massive opportunity.
- “The numbers were MASSIVE compared to last year. It was a great win for the brand and we are extremely happy.” – ESPN Over the full year, all digital engagement measures from uniques to time engaged, video plays, everything is 100% up or more. App was #1 for 12 days in the iTunes store
- “The numbers were MASSIVE compared to last year. It was a great win for the brand and we are extremely happy.” – ESPN Over the full year, all digital engagement measures from uniques to time engaged, video plays, everything is 100% up or more. App was #1 for 12 days in the iTunes store
- “The numbers were MASSIVE compared to last year. It was a great win for the brand and we are extremely happy.” – ESPN Over the full year, all digital engagement measures from uniques to time engaged, video plays, everything is 100% up or more. App was #1 for 12 days in the iTunes store