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This is of utmost importance to B2B customers (45% of whom don't get the value they're promised after the sale), and yet most of us are ignoring it. However, the high-achieving 23% aren't: these successful B2B CX leaders cite after-sales support and service as the most important part of the customer journey, and prioritise it two to three times more than their peers. They know loyal customers are made after the sale.
CX leaders actively defend their business from new types of competitors. They don't do this by playing catch-up-- they find out what their customers need (often before the customers know it themselves) and proactively employ the customer experience to become the disruptor instead of being disrupted. After all, B2B buyers are more willing to pay a premium for a valuable service that can't be found elsewhere.
Emotion is the strongest driver of loyalty, and yet is mostly ignored. McKinsey research shows that emotionally engaged look at this now customers are three times more likely to recommend a product and purchase it again. That's a lot of love. And where does this emotion come from? From every single point of contact with your customers. That's why it's so important to treat your employees right, so their love of your brand spills over into their work-- whether it's passionate copywriting, personal social media interactions, or caring customer service staff.
Successful CX leaders recognise the critical role digital technologies play in delivering outstanding customer service. The top 23% allocate considerably more of their CX budget to technology-enabled customer experiences than their peers (67% versus 41%), and are twice as likely to believe their digital investments give them a competitive advantage. This doesn't mean they're neglect traditional channels though: instead, they have a dual, 'digital-physical' focus that is tuned to the multi-channel customer agenda and rigorously tracked.
For successful CX leaders, this is a priority, not an afterthought. Integration across departments is also facilitated by technology-- with successful CX leaders considering digital integration across sales and service channels two to three times more important than their peers.
Having the right skills to deliver on CX management is critical to its success. The top 23% acquire the skills they need through a balanced mix of hiring fresh talent and re-training existing employees. Their less successful peers rely more heavily on retraining existing staff to fill new roles (which can lead to the wrong people being shoehorned into vital roles).
Having the right people with the right skills, following a clear CX vision, led by a benevolent, aligned c-suite can lead to that most powerful phenomenon-- happy and engaged employees. And these employees are the ones that will translate the CX vision into a customer's reality. Treat your employees right-- empower and incentivise them to translate a clear, unified vision into action, and you'll also have happy, emotionally engaged customers.
CX leaders place a far greater emphasis on working with other organisations to create the right customer experience-- another way to ensure they have the skills they need to deliver. They then employ relevant incentives and performance monitoring to ensure the desired experience is delivered.
Sure, read the full info here the big things matter-- but sometimes small things matter just as much. Take customer niggles, for example, those little things that don't seem so important on their own. What would happen if you fixed all of them? A McKinsey article described how a major IT service provider increased customer loyalty by focusing more intensely on customer experience-- specifically the little things. The firm was determined to resolve small incidents which, in the past, it would have ignored. By choosing to resolve all these minor issues, the company saw numerous clients renew their contracts and extend their loyalty. A big result achieved from addressing small issues.
With 2018's Super Bowl offering up a true David versus Goliath encounter, as first-time winners Philadelphia Eagles laid low defending champions the New England Patriots, let's draw a tenuous (yet actually quite pertinent) parallel between the Super Bowl finalists and the lucrative ads that often steal the headlines (from both B2C and B2B brands
While they historically languish in B2C's shadow when it comes to the blindingly expensive and celebrity-dominated videos that typically comprise Super Bowl ad breaks, last year's broadcast saw a number of B2B brands steal the spotlight-- most notably 84 Lumber's politically divisive inclusion (it was actually rejected by Fox for being too political).
Did the Super Bowl LII see B2B brands reaching similarly lofty heights? Time to find out.
Usually caught head to head in a fervent battle with close rival Wix, website builder Squarespace employed Keanu Reeves to front its fifth consecutive Super Bowl ad.
In the spot, Reeves (or as we call him, the man who never ages) surfs a motorcycle in the middle of a desert while singing Adventures in Success by Will Powers (apparently he's been running his own motorcycle company through Squarespace since 2015, hence the partnership).
In the battle of the website builders, we reckon Squarespace has won dig this this year's clash with Wix (more on that below).
Following on from 84 Lumber's controversial entry in 2017, this year saw automotive floor-mat company WeatherTech ruffle a few feathers with its ad featuring footage of a WeatherTech factory being constructed proudly on American soil, accompanied by the text "We built our new factory right here in America. Isn't that the way it's supposed to be?".
Some commentators took to social media accusing the Chicago-based firm of sending subliminal pro-Trump messages (the initial construction of the factory could be construed as a wall being erected)-- but as 84 Lumber's ad last year proved, generating political discussion you could try these out isn't always bad press, and the controversy generated from WeatherTech's spot could well be misguided.
Now, although this ad is aimed squarely at boosting its retirement account offering, E-Trade is a predominately B2B organization (investing and trading being its other two major arms).
Super Bowl ads often employ the elderly as a comic device (sometimes tastefully done, sometimes not), yet E-Trade strikes a nice balance here, showing some aged Americans still working hard at their day jobs.
An 80-something guy in his swimwear running in slow-motion down a beach isn't very tasteful, I hear you say? It's still better than the Baywatch movie remake, so we're going to allow it.
The high-achieving 23% aren't: these successful B2B CX leaders cite after-sales support and service as the most important part of the customer journey, and prioritise it two to three times more than their peers. They don't do this by playing catch-up-- they find out what their customers need (often before the customers know it themselves) and proactively employ the customer experience to become the disruptor instead of being disrupted. Successful CX leaders recognise the critical role digital technologies play in delivering outstanding customer service. The top 23% allocate considerably more of their CX budget to technology-enabled customer experiences than their peers (67% versus 41%), and are twice as likely to believe their digital investments give them a competitive advantage. A McKinsey article described how a major IT service provider increased customer loyalty by focusing more intensely on customer experience-- specifically the little things.
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