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The attrition rates for app users are staggering – but do they have to be? Steve Peretz, group director (health experience and product strategy) at Appnovation, shares four strategies for engagement and retention.

Abandoned shopping carts, neglected Netflix series, snap decisions on Tinder. There’s plenty of evidence that audiences in the digital age have low attention spans and rely heavily on first impressions.

It’s no different with apps. The average app loses 77% of daily users within three days of installation. Within 30 days, it’s 90%. Three months in, 95%.

Often this rapid disengagement results from something simple, such as an error in the app’s design or a frustrating experience. But this negative first impression invariably has adverse commercial consequences for the brand or company behind the app.

Dubbed the ‘halo effect,’ app users can base their entire perception of a business on this initial interaction. They express their dissatisfaction by taking their purchasing power elsewhere.

Fortunately, the halo effect can also work in reverse. Get that first impression right, and customers will stay for longer. Follow up with great customer experience, and they’re likely to spend more, stay loyal and increase frequency of impulse purchasing.

Here are four first impression strategies to help brands achieve a match and ensure initial interactions result in successful engagement:

1. First contact: convey benefits simply and succinctly

Users judge apps by their descriptions. App descriptions and reviews are a fundamental reason people consider a download, so keep it focused. Use relevant keywords. Explain the app’s value proposition concisely. App users don’t want to scroll endlessly to understand the point of a product, so craft a message that cuts through.

Challenger bank Monzo’s app couldn’t be clearer about what it does: ‘Banking made easy.’ Likewise, Deliveroo entices app users by saying: ‘Food: we get it. We all have our favourites. With Deliveroo, get your favourite local restaurants and takeaways delivered straight to your door.’

If the initial messaging easily answers questions around why someone should engage with a digital solution, the brand has hit the bullseye.

2. Debut experience: try before you buy

Sharing a flavour of the app’s experience makes sense before customers commit to the download. If possible, offer the app for free – at least upfront (tiers can come later). Share content that gives a sense of the experience without requiring consumers to hand over personal data. Avoid blitzing people with ads, which will build frustration, not engagement.

Wellbeing app Headspace tells potential customers it will help them ‘Get happy. Stress less. Sleep soundly.’ It then supports app users from the first point of engagement with free educational resources on managing stress, improving sleep and learning to meditate. Users get ample opportunity to build trust in the brand before confidently purchasing the app.

Consider offering a preview video, which increases app conversions by over 20%. A well-crafted video delivers a compelling first impression, building immediate engagement and showing how the app works. For example, podcast and audiobook service Audible differentiates itself with a preview that doubles up as a mini-tutorial and a short promo.

3. Onboarding: use gradual disclosure

After downloading an app, users want to use it immediately. They get frustrated if they can’t engage with an experience quickly. Avoid complex registration processes and complicated tutorials.

Instead, brands need to use gradual disclosure techniques to educate and inform customers about the app in bite-sized chunks. The goal is to tell the audience what they need to know when they need to know it, not overload them.

This can take the form of streamlined content previews, ‘accordion’ elements, mega-menus, sliders or animated hints. Start with the basics and then disclose the more complicated aspects of the solution once the customer needs them.

Shopify is especially adept at gradual disclosure, incorporating the method right from the sign-up page via a non-intrusive pop-up window that explains the domain. Registration processes should be user-friendly and well-tested.

4. Retention: prompt action with instant reward

So far, all the brand has done is get its customer to the starting line. But the main battle begins once the customer is onboard. Work to sustain their early enthusiasm by rewarding their effort immediately and providing instant gratification.

New users should realize that brand interactions will directly lead to personalized rewards. Caffe Nero’s app immediately offers users the opportunity to accumulate stamps for a free coffee, which draws them into an app experience that positions them against competitors through positive reviews on Apple’s App Store.

Elsewhere, health group The Mighty invites new members into the community by extending an invitation to make an introduction. Right away, they feel like a part of the group, having found an online home.

Beware of deterring new users with a barrage of push notifications. It’s a tricky balance, particularly for digital health solutions that require regular inputs (for example, to monitor chronic conditions). If in doubt, err on the conservative side, and restrict communication to relevant, purposeful messages.

Some user attrition is bound to occur, no matter how well-designed the solution. But a strong first impression undoubtedly contributes to committed customer engagement. First impression strategies can help build impactful, purposeful apps with longevity.

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Online customer experience is changing like never before. So, brands need to decide: adapt or die, writes BOSCO™’s Morgan Mitchell.

The new customer experience economy is set to be the making or the breaking of not just newer brands but established ones too. Since 2020, the customer experience (CX) online has evolved dramatically. The need for a winning online CX is essential for success and is proving to be one of the most important and fundamental elements of marketing in today’s digital landscape.

With 81% of retailers increasing their investment in CX over the past two years, what does that mean for brands, consumers and the long-term relationship between the two?

The BOSCO™ index measures the online footprint of brands and benchmarks how effective they are with their paid and organic media channels. Using third-party data, BOSCO™ generates a score between 0-1,000 to determine how successful brands are in the digital space.

What is online CX and what does it include?

Online CX refers to the digital customer experience of your brand. It includes every stage of the consumer buying journey, including pre-purchase, purchase and post-purchase.

Online CX is a huge part of brand perception as it encompasses every interaction a customer has with you digitally. That could be from first finding your Instagram page to using your online chat function to troubleshoot an order problem. While that may sound overwhelming, online CX is really just about providing a persona to your brand and carrying this through every customer-facing element of the business. And as we’re sure you know, consistency is key.

Why is online CX changing?

Unsurprisingly by now, the online and digital space is changing. Major steps have been brought forward by the Covid-19 pandemic as the world moved solely online as a result of international lockdowns. The need for online customer support skyrocketed and brands that previously didn’t have a digital-first approach scrambled to catch up.

Plus, it’s getting even more difficult for brands to retain consumers. 94% of sales and marketing professionals say that their business is effective at nurturing newer relationships during the ‘interaction’ and ‘awareness’ stage of the buyer journey. But that all changes at the advocacy stage, where professionals feel they are only 77% effective. What that tells us is that it’s harder to sustain long-term consumer relationships. This is where online CX comes into play.

So, how are brands adapting and strategizing to fit this new customer experience economy? What can we learn from these insights and consumer behaviour patterns?

Instant messaging & online chat functions

As the pandemic hit in 2020, consumers moved their lives entirely online in a way that hadn’t been seen before. We couldn’t pop into a shop to see a product, make a return, or just speak to an employee. Phone lines became jammed, so consumers turned instead to online messaging.

Since then, brands and retailers alike have amped-up their online messaging capabilities. Whether that be a live chat function on their site or through their social media, messaging became the go-to way to interact with brands online. In fact, between 2019 and 2020, social messaging rose in popularity by 110% – that’s huge.

Implement an omnichannel CX approach

Businesses fail to form meaningful, positive relationships with consumers when processes become tricky to navigate. For example, support tickets are passed from department to department without proper follow-up.

Let’s put that into context. A consumer messages you on social media with a complaint. The social team pass this on to customer service where the consumer has to explain the issue again. This then gets passed on to a complaints department and once again, the consumer must explain the problem. This could go on and on, meanwhile, the consumer is becoming more and more annoyed at the lack of communication within your business.

Instead, an integrated omnichannel CX system is seamless. Agents can easily transfer customer messages between apps and departments without the need to start from the beginning every time. This creates an easy, problem-free interaction that solves problems quickly, efficiently and, most importantly, leaves the consumer with a positive experience.

It’s not just about problem-solving either. Great online CX is more about being proactive rather than reactive. A great example of omnichannel CX is Zara’s (BOSCO™ score: 731) use of ‘Store Mode’ in its app. This allows users to only see products available in their local Zara store which they can then buy online and pick up in that store on the same day. This real-time shopping perfectly blends both online and offline channels using GPS and QR technology to its advantage.

Be open and responsive to feedback

When it comes to consumer feedback, there tends to be only two options: incredibly positive or incredibly negative. No one bothers to leave feedback or a review for an average experience, but they have plenty to say when everything has either gone right or wrong.

Being open to and receiving feedback is a huge part of uncovering valuable insights into your consumer base. While you may think your online CX is bulletproof, your consumers are the people who can really put that to the test. What they have to say is a massive part of the digital evolution of your brand. Plus, that open-ended communication helps you to build that relationship further and patch up damaged ones. Often, your next clever CX move will be the result of real-time feedback directly from the consumers themselves.

Uber (BOSCO™ score: 738) is a leading example of using customer insights to improve its online CX. The business makes around 22,000 tweaks to its app every month to customize it in every city it operates in. It does this using incident and reliability reports to tailor how the app operates based on where its user is. This eliminates data problems early and lets users know it is listening and adapting.

The key to digital transformation

Standing out in the digital space isn’t easy, and with the rapidly changing online CX expectations of consumers, brands need to fast decide their strategy.

The first step is to stay up to date with changes and developments as they happen. Take note of other brands that are adapting their online CX well and look at how you can implement something similar. With 58% of consumers expecting more from services than they did pre-pandemic, the need for integrated, omnichannel CX with room for personalization is key to digital transformation.

BOSCO™ is an AI learning platform that integrates your cross-channel digital marketing data into one personalized dashboard. The data allows marketers to make better digital marketing spend decisions with the help of data-driven insights, forecasting and mapping tools. Unlock your BOSCO™ score, today.

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Columnist Samuel Scott wanted to understand the true value of NFTs for marketers. So how better to get to the bottom of the craze than to go out and buy one of his own? Here’s what dabbling in Boris Johnson caricatures and Ethereum trading taught him about marketing’s latest trend.

To riff off a famous Rory Sutherland quote, NFTs are just JPGs and GIFs with advertising budgets.

This month, actress Reese Witherspoon formed a partnership with the World of Women ‘non-fungible token’ collective. Universal Music said it will create ‘collectible NFTs’ with the Curio platform. GameStop announced a future NFT marketplace.

In their coverage of such NFT news, the major media often describe them as ‘a unique token on the blockchain’ or ‘a digital asset that represents real-world objects.’ But those vague terms are meaningless.

NFTs are actually just ways to get more people to use cryptocurrency and thereby increase the artificial money’s value. But people can still learn how certain marketing trends have helped to hype this newest business bandwagon. Hopefully they will then use the ideas for something that actually has value and is not destroying the planet.

In this column, I will go through my attempted step-by-step process of buying an NFT – one that features everyone’s favourite prime minister – to show first what they are and then what we can take from one of the biggest crazes since tulips in 1630s Holland.

But beforehand, I have two requests. First, ignore the NFT propaganda, and focus on what you see. Second, disregard the shills who jump on every bandwagon as ‘The future!’ and consider only the facts. (After all, is anyone still using Segways or Clubhouse?) Now, let’s begin.

How to buy an NFT

There are already many places online to sell one’s digital artwork and graphic designs. Creative Market. Etsy. Big Cartel. And more. What makes, say, Mintable’s NFTs (on the left) different from Art Web’s items (on the right)?

Last week, I browsed Mintable – another NFT e-commerce website – to see. And I saw this.

Mintable had my curiosity, but now they had my attention. To place a bid, I had to create an account. No big deal. But then I also had to connect an Ethereum (ETH) cryptocurrency wallet through a company called MetaMask.

Not wanting to spend too much, I bought $20 of funds – or 0.00662957 ETH. After the fees, I paid almost $32 to have $20 worth of ETH. My first concern? That was a 60% markup. (Mintable lets people pay with credit cards in USD, but the amount is still converted to ETH – with assumed additional currency exchange fees.)

So, I placed a bid of 0.006 ETH. Long story short, I lost the auction. Within just a few hours, the price had skyrocketed to 2 ETH ($5,600). My second concern: who would pay that much – the UK Labour Party?

But I still wanted to see a purchase all the way through. So I bid my $20 again on this random ‘UndeadSkelly’ graphic. And I won – no one else had bided against me.

What exactly did I win? Take a look at this other information on the NFT’s listing page.

What did I purchase? A legally enforceable copyright to the image? The sole commercial right to use the media? No.

My third concern: look at the code on the right above. That is the NFT’s metadata, which contains information such as a link that shows where the image is stored on some server somewhere. The metadata is basically a certificate of ownership. Essentially, I had just bought a piece of paper.

Here is what Mintable’s own website states: “When you buy an NFT, what you are really buying is a smart contract (your certificate of ownership) that points to a set of metadata which among other things, includes a link to your NFT file.”

“The only thing secured by the blockchain is the smart contract – your certificate of ownership,” Mintable continues. “This is why there is so much insecurity hindering the widespread adoption of NFTs – without the actual asset being stored on the blockchain, there is no guarantee that the NFT you buy today won’t just end up becoming a broken link to a non-existent file in 5 years if/when the server(s) it is hosted on shits itself.”

Buying an NFT is not buying some type of digital media itself at all. It is purchasing a receipt that shows a link to where something is stored online. And nothing prevents anyone from right-clicking ‘Save As’ and keeping copies of the media for themselves. My fourth concern: the NFTs listed for sale do not even have watermarks.

Remember two things. Real value usually comes from scarcity, and anyone who controls a server where a file is stored can control what file is stored there.

But wait – there’s more. What happened when I went to finalize the UndeadSkelly NFT purchase? For the right to purchase the metadata, I had to pay not only the $32 for $20 worth of ETH cryptocurrency but also $23 in ‘gas fees’ (a carbon offset fee for the energy consumed in blockchain transactions). My fifth concern.

The bottom line? I would have had to buy more ETH cryptocurrency and pay at least $55 to purchase a $20 graphic that countless other people probably already had. That would be a 175% total markup. I thought to hell with this and never confirmed the transaction. (I also deleted my browser history, removed the MetaMask Chrome add-on, poured garlic powder on my computer and threw clumps of salt over my shoulders.)

Of course, most online retailers have added transaction or shipping fees of one sort or another. But I just did not see the added value of this entire process and paying with a sketchy ‘currency’ for an image that I may or may not ‘own’.

For review for a column last month on B2B advertising and content marketing, the Ehrenberg-Bass Institute in Australia gave me the e-book update to How Brands Grow Part 2. Do I now “own” it? Yes.

It sits on my hard drive and in my private Apple iCloud account. I have full agency over that specific digital media item and can do whatever I want with it. No one else has any control over it. Here is a helpful piece of advice: you do not ‘own’ anything digital that is not downloaded and stored on a computer, mobile device, or server that you own or otherwise control.

Buying a copy of an e-book that many others also have is one thing. The story or information itself is valuable. A copy of a random Boris Johnson or UndeadSkelly image is not. Besides, the artistry of most NFTs looks like something I would see in the 1990s video game series Doom. My sixth concern.

So, my original question:wWhat makes Mintable’s ‘NFTs’ different from Art Web’s graphics? That answers lie in the two major marketing trends that people should take away from this whole insanity.

What marketing trends increased NFT’s popularity

Tech vendor lock-in. Take Curio and Mintable. If their goal is simply to facilitate the sale of digital media and take a cut, then why do they specifically push the use of cryptocurrency as the primary payment method? (When I started to create a Curio account, it also prompted me to connect to MetaMask.)

Follow the pseudo-money. Curio cofounder Ben Arnon holds positions in several cryptocurrencies and hypes the industry on social media. Mintable cofounder Zach Burks is a Twitter self-described “crypto nerd” and “NFT lover.”

By pushing users into buying and using cryptocurrency, the companies increase the values of those cryptocurrencies – as well as the values of any personal holdings. After all, the global forex market is also a game of supply and demand – the currencies that are most in use generally have the greatest values. (The Russian ruble is not doing well at the moment.)

It goes far beyond mere NFTs. Take Bitcoin, the original cryptocurrency. According to Scott Galloway, the top 2% of the holders own 95% of the $800 billion supply. The more that crypto is hyped and used in general, the more that a few rich people will become even richer. (For more, I recommend watching ‘Line Goes Up – The Problem With NFTs’ by Dan Olson’s Folding Ideas on YouTube.)

Still, there are other examples of vendor lock-in (though the practice is sometimes uncomfortably close to monopolistic behaviour). In the past, music purchased over Apple iTunes could be played only within iTunes or on an iPod. Some printer companies state that if ink cartridges not sold by them are used, then the warranty is void.

On one level, vendor lock-in can increase revenues. But on an entirely different level, vendor lock-in can create the feeling of being part of an exclusive community who are using the ‘widget’. As in crypto.

Generational sentiment. I often criticize the lazy use of demographic groups as market segments. But the fact remains that all people born at the same time do experience the same general political and economic events and upheavals.

And if NFTs and the entire crypto world have done one thing well, it is capturing the zeitgeist of younger people. Every enthusiast I know personally is under the age of 35. Take Julie Fredrickson, a tech company founder turned investor who attended a cryptocurrency convention this month and described it in her blog.

“It’s full jubilee at the end of the world shit,” she wrote. “You are surrounded by millennials and gen-zers who know in their gut that their future has been stolen from them. And instead of being pissed they decided to build. And they decided to gamble. And it’s not clear which one is which sometimes.

“Everyone is soaking in student debt and working shitty interchangeable jobs for corporations owned by private equity. No one can afford a house. No one is stable enough for a marriage and children … but if you are in crypto the future looks pretty rosy. You are discussing real estate for your second home and the tax advantages of different jurisdictions.”

The possible future of NFTs

While I am loathe to make marketing predictions and instead choose to critique them, I will make an exception. The very economics of cryptocurrencies mean that their values must collapse one day.

Bitcoin has a limit of 21 million coins, and more than 80% have already been created. What does that mean? Soon, the only way for the price to increase will be to rely on the Greater Fool Theory in market bubbles – that there will always be someone who will buy your widget for more than what you paid.

There is always a point where someone is left holding the bag. Rinse and repeat for many, if not all, cryptocurrencies. And that is only one of all the problems. (I’d also read Why the NFT Market Will Collapse at Project Syndicate.)

Recently, more than $200m worth of NFTs have been stolen from the OpenSea marketplace through an email phishing hack. Many NFT sales have been creators buying their own work to increase the prices. Salesforce employees are rebelling after the company said it will launch an NFT cloud.

Cent, another NFT platform, stopped selling them because of counterfeits. (My comment: they are not “counterfeit” – they are likely 100% entirely accurate copies of things that are freely available.) A colleague at The Drum, media editor John McCarthy, posted a Twitter thread of articles on the use of NFTs in money laundering.

And I have one question for Matt Damon: for that Crypto.com advertisement, did you get paid in cash or cryptocurrency? I would love to know.

Yes, I am a little skeptical. Last year, an Israeli PR agency here asked me for a meeting to discuss some potential consulting work. As it turned out, they were pivoting to the cryptocurrency space and were gaining some big clients who wanted publicity.

One question they asked: “So, which cryptocurrencies do you own?” I almost bit off part of my tongue while trying not to laugh. In what was probably not a surprise, they went with another consultant.

And what will I do with the 0.006 ETH that I still have after this experiment? Maybe I will make a sketchy donation to Boris Johnson’s Tories. It seems to be another fashionable thing to do these days.

Feature Image Credit: Adobe Stock

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The Promotion Fix is a​n ​exclusive biweekly column for The Drum from Samuel Scott, a global keynote marketing speaker who is a former journalist, newspaper editor, and director of marketing and communications in the high-tech industry. Follow him @samueljscott.

Sourced from The Drum

The Promotion Fix is an exclusive column for The Drum contributed by global keynote and virtual marketing speaker Samuel Scott, a former journalist, newspaper editor and director of marketing in the high-tech industry. He is based out of Tel Aviv, Israel.

By Alex Goryachev 

Now is the time when many leaders are looking into the future, deciding where to invest their valuable time and resources. Digital transformation, innovation and workplace model change is undoubtedly high on the agenda. Sadly, in my experience, most of these much-needed initiatives will fail.

I believe that the single most critical element that separates innovation success from failure is communication. After all, sustainable and successful transformation requires us to communicate, communicate, communicate. And then? Communicate some more. When communication is at its best, so is innovation, and here is why:

1. Unlike invention, innovation can’t exist without communication.

The lonely innovator is a myth. Solo innovation does not exist. Unlike invention, it’s a team sport. Working in solitude may lead to invention, but not innovation because it requires communication with others.

Innovation only happens thanks to groups of people working together to achieve specific goals. It is at its best when it’s a result of communicating across inclusive, diverse, cross-functional teams that are empowered to make decisions and enact change. As a leader, it’s your job to create an environment where teams like these can emerge and succeed.

2. Digital transformation requires focused communication.

The internet transports hundreds of millions of emails, not to mention countless media posts and news articles, every hour of the day. As a result of digitization, we are bombarded with information that we often can’t even comprehend.

As you execute on digital transformation initiatives, you will inevitably make it much easier to communicate, leading to a higher volume of content. It’s essential that you plan for that and communicate precisely and consistently, thus helping separate the important content from the noise.

3. Ecosystem co-innovation puts communication into the spotlight.

Customer experience gets a lot of credit, and rightfully so, but when it comes to innovation, you’re looking at the entire ecosystem, not just pockets of the population. To bring change, you must communicate effectively with multiple audiences, understanding what they care about and how best to connect with them.

Internally, the focus is not just on your employees, but also on your fellow leaders, managers, executives and stakeholders. Externally, you’re speaking to your customers and partners of course, but you also want to make your voice heard by the rest of your industry, competitors, collaborators and the public, as many of them are potential consumers or employees.

Innovation is also about constant active listening and is impossible without an inclusive dialogue. If you don’t listen, you’ll never understand what problems your customers, employees and partners have that you can solve with innovation.

Communicate or get left behind. 

Despite all the above, open avenues of communication and transparency are lacking in most companies, causing employees to lose focus and disengage, executives to discard innovation as a trend and the public to lose interest in your efforts. Clear, consistent communication is rare, and normally focuses on messaging, not listening.

Ironically, investment in communications is generally the last priority in many innovation teams or programs. Leaders pour money into hardware, software and engineering capabilities, basically anything but communications. The irony is undeniable: Given the pace of technology, many technical skills will be obsolete within a few years, but leaders are happy to fund their development. Communication skills and shared institutional knowledge, however, will stay with employees throughout the rest of their careers, benefitting all.

As a leader, you must understand the importance of communication and fund it properly. Your vision, strategy, plan and metrics must then be communicated both internally and externally. Your goal is to demonstrate the value you are generating and how your organization is capturing that value to help employees, customers, partners and the public.

As you consider how your organization will shape the future, don’t forget to communicate, communicate, communicate.

Feature Image Credit: getty

By Alex Goryachev 

Follow me on Twitter or LinkedIn. Check out my website.

Alex Goryachev is a Chief Innovation Officer specializing in Strategy, Digital Transformation & Global Ecosystem Development. Read Alex Goryachev’s full executive profile here.

Sourced from Forbes

By Alex Goryachev 

Now is the time when many leaders are looking into the future, deciding where to invest their valuable time and resources. Digital transformation, innovation and workplace model change is undoubtedly high on the agenda. Sadly, in my experience, most of these much-needed initiatives will fail.

I believe that the single most critical element that separates innovation success from failure is communication. After all, sustainable and successful transformation requires us to communicate, communicate, communicate. And then? Communicate some more. When communication is at its best, so is innovation, and here is why:

1. Unlike invention, innovation can’t exist without communication.

The lonely innovator is a myth. Solo innovation does not exist. Unlike invention, it’s a team sport. Working in solitude may lead to invention, but not innovation because it requires communication with others.

Innovation only happens thanks to groups of people working together to achieve specific goals. It is at its best when it’s a result of communicating across inclusive, diverse, cross-functional teams that are empowered to make decisions and enact change. As a leader, it’s your job to create an environment where teams like these can emerge and succeed.

2. Digital transformation requires focused communication.

The internet transports hundreds of millions of emails, not to mention countless media posts and news articles, every hour of the day. As a result of digitization, we are bombarded with information that we often can’t even comprehend.

As you execute on digital transformation initiatives, you will inevitably make it much easier to communicate, leading to a higher volume of content. It’s essential that you plan for that and communicate precisely and consistently, thus helping separate the important content from the noise.

3. Ecosystem co-innovation puts communication into the spotlight.

Customer experience gets a lot of credit, and rightfully so, but when it comes to innovation, you’re looking at the entire ecosystem, not just pockets of the population. To bring change, you must communicate effectively with multiple audiences, understanding what they care about and how best to connect with them.

Internally, the focus is not just on your employees, but also on your fellow leaders, managers, executives and stakeholders. Externally, you’re speaking to your customers and partners of course, but you also want to make your voice heard by the rest of your industry, competitors, collaborators and the public, as many of them are potential consumers or employees.

Innovation is also about constant active listening and is impossible without an inclusive dialogue. If you don’t listen, you’ll never understand what problems your customers, employees and partners have that you can solve with innovation.

Communicate or get left behind. 

Despite all the above, open avenues of communication and transparency are lacking in most companies, causing employees to lose focus and disengage, executives to discard innovation as a trend and the public to lose interest in your efforts. Clear, consistent communication is rare, and normally focuses on messaging, not listening.

Ironically, investment in communications is generally the last priority in many innovation teams or programs. Leaders pour money into hardware, software and engineering capabilities, basically anything but communications. The irony is undeniable: Given the pace of technology, many technical skills will be obsolete within a few years, but leaders are happy to fund their development. Communication skills and shared institutional knowledge, however, will stay with employees throughout the rest of their careers, benefitting all.

As a leader, you must understand the importance of communication and fund it properly. Your vision, strategy, plan and metrics must then be communicated both internally and externally. Your goal is to demonstrate the value you are generating and how your organization is capturing that value to help employees, customers, partners and the public.

As you consider how your organization will shape the future, don’t forget to communicate, communicate, communicate.

Feature Image Credit: getty

By Alex Goryachev 

Alex Goryachev is a Chief Innovation Officer specializing in Strategy, Digital Transformation & Global Ecosystem Development. Read Alex Goryachev’s full executive profile here.

Sourced from Forbes

Partnerships can be an excellent way to expand reach, spread the load and create a more collaborative coordinated marketing approach. The Marketing Practice’s head of inside sales and data strategy Phil Jones interviews its client ServiceNow to find out how it views partnerships, and offers tips on how to cultivate a successful mutually-beneficial relationship.

When it comes to B2B routes to market in the technology sector, ‘two’s company, three’s a crowd’ couldn’t be further from the truth. Partnering up with other organizations makes sense for vendors, partner organizations and clients alike. Vendor organizations can increase revenue and market penetration and strengthen client relationships. Organizations that fall into the ‘partner’ category – which covers anything from distributors and resellers to systems integrators and consultancy firms – can offer clients a broader range of sophisticated propositions. And clients often receive a more bespoke, integrated response to the problem they’re looking to solve.

That’s not to say it’s easy. It can be challenging to coordinate teams and offerings within a global multinational – add a partner or three into the mix, and the complexity increases accordingly. So I asked Carl Shanahan, senior manager of the technology partner program at ServiceNow, to share his tips on creating and managing partnerships that add value to all parties.

How do you decide which partners you need?

The customer’s always right. So, if your customer is coming to you saying I want to use your product, and I also want to use your competitor’s product, you have to figure out with partners how you do that. The partner’s job is to fill the areas that either your technology doesn’t do, your salespeople don’t cover, your services don’t provide or a vertical market in which you don’t know how to walk and talk.

Equally, you might spot a market opportunity that means you actively seek certain partners; or there may be a strategic account that you can’t crack alone.

What should the starting point be for a successful partnership?

Successful partnership programs are focused on solving the customer’s biggest business challenges. They require strong cross-functional collaboration across technology, marketing and sales teams. Start building your partnership by identifying the value that you will each get out of it – which new routes to revenue does the partnership open, and what further opportunities might appear as the partnership develops?

Looking for ways to optimize the partner experience and add value should be an ‘always-on’ activity. So I look at all three steps in the partnership – technical, marketing and sales – to determine where they are getting stuck, make the program more accessible for them, and make it easier for them to raise their hand and get help.

How do you align objectives?

Focus on building your offering around customer challenges. A big part is really hooking into the conversation with the partner about how they grow and expand their revenue as a company. What markets or new business opportunities can we open for them? How can your partnership open up new routes to revenue and reduce time to value?

A long-term partner of ours had customers coming to them asking for software apps and integrations. At that time, they offered implementation and wraparound services only, but we worked with them to help them develop a technology offering too. In less than a year, we’ve been able to open up a new line of business for them: now they can sell customers a great application with a services model, set it up for them, customize it as required and provide ongoing support.

How do you take a joint offering to market?

Keep it simple. Limit your plan to a page with two or three goals that you decide on together. These goals can include entering a new market, targeting specific companies or growing your user base.

Focus on building your messaging and marketing where you’ve already had success, such as a particular industry or account. Sometimes partners can be resistant to a narrow focus on a few customers or markets. But that focus allows us to illustrate why customers need this proposition and, more importantly, the value the partner can offer, given its understanding of the market and the customer’s very specific business problem.

How can you anticipate and overcome challenges?

Different partners have different capabilities, offer different benefits and require different levels of support. Take the time to learn how each partner operates. Research how each partner makes money, what the sales process looks like and what training or support they might need.

The people element often gets overlooked. Yes, you want to make it easy for partners to self-serve, but if partners don’t have a support system to reach out to, they will quickly become frustrated with the process and move on. In addition, since partners are often selling dozens of other products (some of which may be your competitors), you need to be proactive in understanding how you can support each partner to add value to its customers and progress joint opportunities.

How do you get sales teams onboard?

Make sure sales understand the value of working with partners. Train your sales teams to identify opportunities to bring in partners to enhance each other’s portfolios, drive bigger, more strategic deals, and help them close more sales. Share stories of how the partners are helping customers realize the value of company solutions. For example, partners can provide valuable customer feedback helping to shape product roadmaps, increase speed to market and test new propositions contributing to the overall solution development.

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The pace of digital change in business shows no sign of slowing in 2022. The latest research from MuleSoft identifies 7 key digital transformation trends that will shape the future of work in 2022 and beyond.

The latest research from MuleSoft identifies hyper-automation, hybrid experiences, distributed environments and explosion of data as some of the new challenges and opportunities facing all businesses. The research points to an accelerated digital transformation in business for 2022 and beyond with seven key trends.

The top 7 trends shaping digital transformation in 2022 are:

Trend 1: The future of work will be built on connected, hybrid experiences. The workplace has rapidly evolved, and with it, employee expectations — forcing organizations to deliver digital‑first and connected experiences to drive productivity and retain talent.

Trend 2: The composable business matures.  As the pressure to innovate faster continues to rise, organizations will seek even greater agility, leading to an increased drive to composable and event‑driven architectures.

Trend 3: The rise of the business technologist.  With the increasing pressure of the digital imperative on organizations, business technologists will come to the fore as an essential partner in IT departments’ efforts to accelerate innovation.

Trend 4: Hyperautomation unlocks digital value. Hyperautomation will unlock productivity, accelerate time‑to‑market, and transform employee and customer experiences.

Trend 5: Security‑by‑default is a must‑have. Security‑by‑default will become a need‑to‑have as organizations increasingly realize their applications and automations are only as secure as the composable blocks on which they are built.

Trend 6: The rise of hybrid, distributed ecosystems adds complexity.  As the digital world embraces hybrid and multi‑clouds, finding a universal way of integrating and managing these environments will become essential to successful digital transformation.

Trend 7: A single source of truth becomes key to the data‑driven business.  As digitization continues to drive an increasing amount of data, organizations will seek a single source of truth where consumers can get the right data in the right context at the right time.

Here are the top takeaways of the 7 trends shaping digital transformation in 2022 and beyond:

Future of work built on connected, hybrid experiences 

Gartner estimates that the use of collaboration platforms alone surged 44%.  between 2019 and 2021.  McKinsey estimates that more than 20% of the global workforce — although mainly those in high‑skilled roles in verticals such as finance, insurance, and IT — could work most of the time away from the office without any impact on productivity. Automation will play a key role in a hybrid and connected work environment.  The use of low‑code techniques will be essential, having been identified by 42% of business users as critical to their ability to create better-connected employee experiences.

Here are some stats around the use of automation to create better-connected employee experiences:

  • 30% of organizations have implemented automation initiatives to create better-connected employee experiences
  • 44% of organizations are currently implementing automation initiatives to create better-connected experiences
  • Top automation priorities for 2022 include: improving operational efficiency (54%), improving productivity (49%), and creating better-connected experiences (41%)
  • Top digital transformation investment priorities in 2021 to ensure teams can collaborate effectively included: process changes (66%) and technology (49%)
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Use of automation initiatives to create better connected employee experiences

The composable business matures 

According to MuleSoft, the 2020s will be a period of seamless digital experiences. To make this a reality, organizations will need to think carefully about how they drive enhanced agility, which will lead to a new era of event‑driven architectures and composable businesses in 2022.

According to MuleSoft, the always‑on digital economy brings huge pressure for organizations to get things right for the end-user. According to PwC, one in three consumers will walk away from a brand they love after just one bad experience.  One of the most effective ways for organizations to drive agility and meet these rapidly rising expectations is through becoming a composable business built on reusable APIs. These APIs can be used to turn the organization’s digital capabilities and data into a series of interchangeable building blocks that employees can reuse in other ways to build their own solutions.

The future of digital commerce is a great example of a connected and composable model. Gartner defines this as “Composable Enterprise”, with composable commerce as the expression of this idea applied to shopping infrastructure. Per Gartner, the composable business means creating an organization made from interchangeable building blocks.

The idea of composable business operates on four basic principles:

  • More speed through discovery
  • Greater agility through modularity
  • Better leadership through orchestration
  • Resilience through autonomy

Reusable APIs are a great way to achieve this, which is why 96% of global organizations already use public or private APIs. The research identifies important concepts and differentiation with APIs with a focus on event-driven APIs and event-driven architectures. The research concludes that event‑driven architectures are more flexible and extensible than their RESTful counterparts, supporting the fluid, real‑time interactions that consumers expect today.

  • Four in five organizations recognize the need to make data and integration accessible to business users to increase productivity, deliver connected experiences, and drive innovation.
  • 36% of organizations say they have a mature approach to enabling non-IT users to integrate apps and data sources through APIs easily
  • 44% of organizations say they are developing plans to enable non-IT users to integrate apps and data sources through APIs

According to Gartner, the three building blocks of composable business are:

  1. Composable thinking, which keeps you from losing your creativity. Anything is composable. Combining the principles of modularity, autonomy, orchestration and discovery with composable thinking should guide your approach to conceptualizing what to compose and when.
  2. Composable business architecture ensures that your organization is built to be flexible and resilient. It’s about structure and purpose. These are structural capabilities — giving you mechanisms to use in architecting your business.
  3. Composable technologies are the tools for today and tomorrow. They are the pieces and parts and what connects them all together. The four principles are product design goals driving the features of technology that support the notions of composability.
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The composable business matures

The rise of business technologists 

According to MuleSoft, the volume of digital initiatives doubled during the pandemic, making it even more difficult for already stretched teams to keep up with the needs of the business.  In 2022, business technologists will relieve some of this pressure by working alongside IT teams to accelerate innovation. Gartner found that those organizations that successfully enable business technologists are 2.6x more likely to accelerate digital business outcomes. However, to do so, they will need the right tools at their disposal.

By 2024, 80% of technology products and services will be built by those who are not technology professionals, according to Gartner.  Low or no‑code approaches and AI‑assisted development tools hold the key to success. Gartner found 77% of business technologists routinely use a combination of automation, integration, application development or data science and AI tools in their daily work.  Some 80% of business users agree that if data and IT capabilities were discoverable and available in packaged business capabilities (PBCs), they and their colleagues could create solutions and deliver digital projects more quickly. Over a third (36%) say they have a mature approach to enabling non‑IT users to integrate apps and data sources through APIs easily. 80% of technology products and services will be built by those who are not technology professionals by 2024.

According to Gartner, on average, 41% of employees outside of IT — or business technologists — customize or build data or technology solutions. Gartner also predicts that half of all new low-code clients will come from business buyers that are outside of IT organizations by end of year 2025. 41% of organizations make an average of 41% of their internal software assets and components available for developers to reuse. 86% of organizations said if business users could securely create their own connected experiences using low or no-code, it would improve business outcomes.

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The rise of business technologist

Hyperautomation unlocks digital value

Automation will be a fundamental driving force for the modern digital enterprise rather than being used in piecemeal projects. Hyperautomation is about scaling automation across the enterprise via the reuse of processes and the deployment of multiple, integrated technology capabilities — such as low‑code platforms, machine learning, and robotic process automation (RPA). It’s a market the analyst predicts will grow by nearly 24% from 2020 to be worth nearly $600 billion by 2022 — as organizations look to identify and automate as many processes as they can rapidly. Per Deloitte, 93% of business leaders expect to be using RPAs by 2023. MuleSoft found that most organizations are either already using or are planning to implement such automation initiatives to realize strategic goals, such as improving productivity (96%) and operational efficiency (93%) and creating better‑connected customer experiences (93%).

2021 research shows that automation will accelerate the decentralization of businesses with a digital-first investment and new capabilities strategy. Customer service is an example line of business that will see significant hyperautomation. Given their proximity to changing customer needs, customer service provides a helpful window into how workflow automation can increase a team’s flexibility, efficiency, and job satisfaction.

There is no doubt that it has been a challenging year for customer service employees. Research shows these teams have contended with a whiplash of increased case volume and complexity without commensurate increases in headcount and budget. Workflow automation, however, provides needed relief. 77% of agents say automating routine tasks allows them to focus on more complex work — up from 69% in 2018. It is telling that, even amidst a budget crunch, 71% of service decision makers say they’re accelerating automation initiatives.

One area of service automation that’s getting a lot of attention is chatbots. Currently, 83% of customers expect to engage with someone immediately when contacting a company — up from 78% in 2019. This dynamic puts pressure on already-strained teams. Unsurprisingly, we’ve concurrently seen chatbot adoption grow at a rapid pace.

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Hyperautomation trends in 2022 and beyond

Security‑by‑default is a must‑have

Security concerns have always been a roadblock on digital initiatives. Some 87% of IT and business leaders claim that security considerations are slowing down the pace of innovation, while 73% say that specific security and governance concerns have increased as their systems have become more integrated. Gartner predicts that by 2022, application programming interface (API) attacks will become the most‑frequent attack vector, causing data breaches for enterprise web applications. According to Forrester, 21% of security decision‑makers plan to prioritize building security into development processes. Many more will follow suit over the coming years as the era of the business technologist continues to gather pace.

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Security requirements can slow down pace of digital transformation

The rise of hybrid, distributed ecosystems adds complexity

IT and business leaders agree that the ability to create seamless digital experiences for both employees and customers is key to the success of modern organizations.  In 2022, universal API management will come to the fore as organizations seek answers to this question. Cloud solutions enabled many organizations to navigate the challenges the pandemic created. However, they have also drastically increased the complexity of modern digital ecosystems. Today, 92% of enterprises have a multi‑cloud strategy, while 82% have a hybrid cloud set‑up. According to Deloitte, virtually all (97%) IT managers are planning to take a best‑of‑breed approach by distributing workloads across two or more clouds to boost resilience and support regulatory requirements.

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The rise of hybrid, distributed ecosystems add digital transformation complexity

A single source of truth becomes key to the data‑driven business

The world is witnessing a data explosion. In 2020 alone, over 64 zettabytes (ZB) were created, and this volume is expected to grow at a rate of 23% up to 2025, according to IDC. Yet, things aren’t getting any easier for organizations looking to integrate, analyze, and act on this data. IT complexity, proprietary systems, and a lack of strategic direction all provide their own challenges.

To be a successful data‑driven organization in 2022, organizations must break down silos across the enterprise to create a single source of truth. Business leaders can only look to machine learning and data analytics to make sense of all their data for enhanced decision-making.

What does it mean to be a truly data‑driven business? It’s all about using the insights derived from AI‑powered analytics to transform business processes. Ultimately, the aim is to improve business outcomes, by driving greater revenues and success. According to Accenture, true data‑driven organizations experience annual growth of over 30%. In addition, 81% of businesses still don’t have a solid data strategy to maximize the full potential of their data, and a similar number don’t have the right platform in place to support their goals.  API‑led connectivity is increasingly recognized as the best strategy for achieving the required level of connectivity. Indeed, API‑led connectivity can result in 3x faster project delivery, on average, and a 63% reduction in maintenance costs.

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A single source of truth becomes key to data-driven business

The trends shaping digital transformation in 2022 include hyperautomation, hybrid experiences, distributed environments, and an explosion of data. MuleSoft research of these trends concludes with the following recommendation to IT and business leaders with respect to improved collaboration and execution velocity:

  1. Empower IT teams to deliver composable services, API products, and bots at scale for the entire organization.
  2. Empower business teams to automate integrations to common systems without code by leveraging IT’s reusable assets, support, and governance.
  3. Automate repetitive and manual tasks with reusable and composable bots that can intelligently process documents, enter data, or take action on the user’s behalf, all without code.

To learn more about the MuleSoft report on the 7 trends shaping digital transformation in 2022, you can visit here.

Feature Image Credit: Colin Anderson Productions – Getty Images

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The physical demise of high street clothing brand Topshop signalled the turn of the UK’s retail sector. As the flagship store closed in 2021, the physical became digital, and the brand was picked up by online retailer ASOS – a move demonstrating the appetite and continued willingness of UK consumers to shop virtually. As the rise of online shopping continues, how can marketers seize the digital opportunity? And is there a role for the physical store anymore?

In a panel discussion spearheading The Drum’s latest Deep Dive: The reinvention of retail and ecommerce, The Drum’s Olivia Atkins speaks with experts from VMLY&R COMMERCE and Heal’s on how to assess the changes in customer experiences; the technology pushing the sector forward; and how agencies and retailers can prepare for what lies ahead.

Brand purpose is here to stay

E-commerce in the UK grew by 46% last year as the pandemic forced stores to close, driving consumers online from the lockdown convenience of their homes.

“People who buy online now are used to buying online – they’ve adapted to the price and the convenience of it; and recognize the advantages of doing so,” said Debbie Ellison, global chief digital officer at VMLY&R COMMERCE, who believes these habits may be here to stay.

Online shopping saw many customers become more aware of their purchases and look into the purpose of the brands they’re buying from – a trend perpetuated by Gen Z.

Ellison recognizes the spending power of Gen Z and their influence in pushing retail trends forward. She suggests brands need to become more relevant to their audiences or risk seeming redundant.

She thinks, “retailers should respond to their shopper’s needs and communicate their brand purpose at shelf – whether that’s in a physical or digital space. In physical retail environments, marketers easily understand their local community and how to engage there. This same logic needs to be applied in the digital sphere.”

David Kohn, customer and e-commerce director at furniture retailer Heal’s, agrees: “Purpose is the single biggest social consumer trend that we’re seeing at the moment. In retail, that translates to being a brand that stands for something – whether that’s environmentalism, diversity or even quality design.”

Physical versus digital

Despite the surge in online shopping, retailers should work to embrace both virtual and physical spaces for their brand, as certain purchases may require prospective customers to shop in-person to get a sense of their desired products.

Ellison said: “Over the last year, there’s been a pent-up demand globally to get back in-store with consumers wanting to experience something special. Retailers will be listening to that and thinking how to differentiate their offerings across channels.”

The focus for retailers is to understand the role and purpose of every space they have. Ellison suggests that in-store offerings could feature more sensory experiences where the social aspect of shopping is considered along with how to improve the service and looking at how consumers interact. Technology also works to scale up connected experiences, by automating backend processes and improving the consumer’s experience.

Kohn adds: “Technology in-store can be useful for getting your consumers to imagine. At Heal’s, we try to bring them into our world and get them to visualize our products in their home.”

He’s excited about the prospect of incorporating new technology like virtual reality (VR) in stores, believing it will be a great device for reviving storytelling methods in retail.

Merging e-commerce with in-store

“We’ve all moved online; we’re all inspired and purchasing within milliseconds,” says Ellison. “But now that the gap between inspiration and purchase has converged, how is that going to translate into the physical retail space? How will creativity be brought through each touchpoint to deliver on both the emotional and functional aspects of buying?”

Despite this change in habitual consumer behaviour, Kohn suggests that retailers need to reassess how they use each space and set them up accordingly to ensure they cater to customer needs. He gives the example of Heals’ online in-store teams who work to connect customers online with relevant store team members.

“As a brand, you’ve got to think carefully about your customer’s purchase journey,” he says. “Try to understand where the customer fits in and what you can do to move them along that process. That’s where the fusion between in-store and online can come into being.”

It’s been a trying time for retailers but having a clear understanding of what consumers need and want from each space will only help brands to move more seamlessly between their online and physical offerings. Customers are already overwhelmed by the amount of choice available to them in the marketplace, so brands need to work hard to stand out.

“Selling products is not enough anymore,” said Kohn. “You’ve got to look at the wider needs of your customer and work towards fulfilling those.”

Ellison agrees and concludes: “Brands need to walk in their customers’ shoes and really look at how they will show up in a connected way across all their different channels.”

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Social media ROI is one of the most important key performance indicators (KPIs) in marketing. It is often expressed as a percentage. KPIs allow you to compare and contrast different marketing channels to determine the effectiveness and efficiency of each channel.

Unlike measurements such as likes or shares, which are specific to social media, you can easily compare the ROI of all your social networks to that of your search engine advertising or email campaigns. This is because analysing your ROI across various channels allows you to rationalize the impact of all your marketing efforts with one clear concise single measurement. This analysis helps you identify immediately which social networks are most profitable as well as cost-effective for your business.

How do you measure customer engagement on social media?

Engagement is often considered to be one of the most valuable metrics for measuring lead generation on social media. However, you need to consider a multitude of factors when it comes to customer engagement. For example, are you addressing the right audience, how will your audience interact with your brand, and what does your audience do to engage with your brand and spread your content? A large follower base and many quality posts mean nothing if users are not genuinely interested in what you are offering.

To measure engagement, you need to measure user reactions. The reality of modern social media is that people see a lot of news and fresh content every day. If a consumer is interested in a piece of content, they will take a moment to comment on or like a post. Customer engagement on social media is a one-time thing. In effect, it shows that the user is interested in your brand’s publication in a well-filled community.

Measuring customer engagement

Retweets, likes, bookmarks and time spent watching your stories or videos can be monitored in real-time. To do this, you need to use social analytics software and web tools. You can also measure customer engagement using a specific formula: customer engagement = (amount of interactions/reach of posts) x 100.

Measuring negative customer engagement

Negative feedback is another form of customer engagement. You can know how a customer feels about your company, even with a negative comment. By taking the time to express themselves, the consumer is in a way showing that they expect a correction, which in turn can improve their experience.

How to measure the success of social media marketing?

As stated above, KPIs help in your company’s decision-making process. There are a few indicators that will be discussed in turn below. Each indicator should be monitored according to the objectives you have set yourself. For ease, we will group them into four sub-categories.

Reach

The reach metric lets you know how far your content reaches in terms of audience. In other words, it is an indication of the number of people who have seen your publication once. However, using reach as a metric for success should be done with caution. This is because the reach metric is often an estimated figure. However, the benefit of this is that it allows you to quantify the size of your potential audience. For example, a reach of 10,000 means that 10,000 people will see your publication at least once in their news feed.

Impressions

The impressions metric should be distinguished from reach. It corresponds to the number of times your publication has appeared on the screen. This content can be seen several times by the same person. For example, if your reach is 1,000 as in the previous example and the number of impressions is 10,000, it could be assumed that users have seen the publication 10 times.

Mentions

Mentions are the number of times your content has been mentioned by a person or influencer. This is one way to reach more people. Being mentioned often can mean that your content is liked for its quality. For example, when a person or influencer mentions you in a post or shares your content, they use the @personname feature. You will receive a notification that they have mentioned you.

Community

This indicator corresponds to your number of subscribers. You can follow its evolution. Its increase or decrease should be closely observed as it is directly correlated to the quality of your content. This indicator also allows you to learn more about the profile of your community (for example, their gender, age or location).

To measure the reach of your posts, impressions, mentions and your community, you can use social media tools such as Facebook Insights, Instagram Insights and Twitter Analytics. Each platform has its specificities. For example, with LinkedIn Demographics, you can learn more about the professional characteristics of your site visitors. Facebook Insights will allow you to know the hours of activity of your community.

There are alternatives to the integrated tools for knowing the results of your actions on social networks. This is the case of tools such as Hootsuite or CX Social, to name but a few.

How do I optimize content for social media marketing?

Ensuring an effective presence on social networks is a marketing challenge for all companies. Global login statistics show that potential customers are online more than elsewhere. This means that companies need to get involved in digital, which is now at the heart of marketing strategies.

Methods for social media and optimizing your marketing strategy

While all companies are now present on social media, not all have the same results. Information with high added value for internet users is needed, but the publication medium plays an equally important role. Even when communicating about your products, the approach must be designed to arouse the curiosity of the user.

Adjusting your brand to your audience

On social networks, you must adjust to the sensitivities of your community, depending on the medium on which you are communicating. As a rule, long texts are not welcome. The preferred format on social networks is images and videos, which may explain the growing success of TikTok and Instagram Reels.

When should I post on social media?

The timing, frequency and target audience of each post should be carefully considered.

Some platforms help you to automate your communication on social networks. From one interface you can control all your social media pages, plan and schedule up-to-the-minute posts, and analyse your marketing strategy.

One of the main advantages of such a tool is of course the possibility to synchronize your posts on all social networks. In addition, you can track your audience in real-time to measure and analyse the reach of each action.

Communicating on social networks to make money is a more demanding and complicated process than you might think. Having innovative tools at your disposal to automate and professionalize this communication can only help the company to achieve its objectives.

Conclusion

In conclusion, when approaching your social media strategy, it’s important that when considering all of the factors mentioned above that they are always considered in light of your brand’s marketing KPIs to determine the success of your campaigns.

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Jenny Stanley is managing director at Appetite Creative.

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It’s no secret that creating amazing customer experiences is a key component of all brands’ marketing strategies. If that’s not the case, then quite frankly you’re missing a trick. In 2021, where the majority of a customer’s interaction with a brand is online, customer experience (CX) becomes even more important. eMarketer’s 2021 Customer Experience report finds that 93% of US adults described themselves as very likely to make more purchases from companies across all industries that provided ‘very good’ CX. On top of this, the Global State of Customer Experience report tells us that three-quarters of consumers switch to a brand competitor after just one bad experience. In short, if you want to retain your customers and drive more sales, a positive customer experience is key.

Customer experience covers an extremely broad area, as it can be defined as every touchpoint that a customer has with your brand, from pre-purchase, to the purchase process (if they get that far) and consumption, to post-purchase interactions.

So, if you’re looking to improve your customer experience, where should you start?

Hit them in the feels

In my opinion, creating emotive experiences is one of the key considerations for driving exceptional CX. Customers respond well to brands when they feel heard and understood, or when they are surprised and delighted by the experience they have with a brand. A study conducted by Forrester and Focus Vision showed that the way customers feel during a brand experience (delight or disgust) has 1.5x more impact on the actions they take with that brand (for example, purchase) than the way they think about the brand (for example, it fitting in their with lifestyle). The study also found that increasing the average number of positive thoughts or feelings about a brand increases a customer’s likelihood to purchase in the next three months by 11%, and their likelihood to advocate for your brand by 15.4%.

Driving emotive customer experiences doesn’t necessarily come easily. I believe there are three key considerations to keep in mind to achieve this:

  1. Empathize with your customers
  2. Surprise and delight your customers
  3. Make your customers feel unique

Empathize with your customers

The best customer experiences are born from an outside-in approach: listening to your customers and responding to their needs. Collecting data from your customers (including from social media comments and product reviews) is a great place to start. However, it’s not just about listening – it’s about hearing what your customers have to say and empathizing with them. Sometimes they will tell you something you don’t like, or something unexpected; adapting your strategy based on their genuine feedback is the way to win.

Bloom & Wild demonstrated a great example of this in 2019. Despite Mother’s Day being the busiest day of the year for florists, for some Bloom & Wild customers persistent email marketing reminding them of the occasion was upsetting. Bloom & Wild heard this and were mindful of the fact that Mother’s Day can be a difficult time for a variety of reasons. In response, Bloom & Wild adapted its CX, giving customers the chance to opt out of Mother’s Day-specific marketing, while still receiving the same offers and discounts. This resulted in 18,000 opt-outs of the Mother’s Day campaign, and over 1000 responses from customers to thank Bloom & Wild for its thoughtfulness – a perfect example of pivoting your CX through empathy.

Surprise and delight customers

Many brands now offer a similar standard of customer experience, especially digitally, in response to the Covid-19 pandemic. Driving joyful, unexpected experiences for your customer is a great way of standing out among competitors. No one particularly enjoys having to interact with brands, and contacting brands directly is typically out of necessity or to complain. Using a direct contact opportunity with your customer to surprise and delight them can tap into driving up their positive thoughts or feelings. As mentioned previously, this could increase the likelihood of future purchases and brand advocacy.

Octopus Energy have done a brilliant job here. Max McShane, head of digital, recently talked at Econsultancy Live about their focus on “outrageously good customer experiences”. Its strategy includes treating customers to personalized hold music based on the year they were born in a bid to up their positive feelings about the brand while they wait. This has worked wonders, with McShane claiming: “Every week we get a comment that says, ‘can you put me back on hold, I’m listening to an absolute banger.’” Identifying even the smallest moments where your brand can increase a customer’s positive feeling can be the difference between a good CX and a great one.

Make your customers feel unique

Staying on the theme of personalization, making your customer feel unique is another way of generating emotive customer experiences. Spotify has always done this well. Ever since it started creating its ‘Daily Mixes’ for its customers, personalization has been inherent to its CX. However, it took this up a notch recently by launching its ‘Only You’ campaign. This campaign uses your listening data to highlight the artists, songs, genres and listening patterns that are both unique and important to you. With this campaign, Spotify doesn’t just make the customer feel special – although it has done the same for everyone, there is novelty in the idea that this is ‘just for you’ – the content that comes with it is also very shareable. Spotify’s retention rate is also benefited by this unique customer experience, as the creation of ‘Only You’ playlists gives customers ready-made content that would be a lot effort to replicate on a competing music streaming service.

Key takeaways

  • The importance of great customer experience is not going away, so brands must ensure CX is considered as an integral part of their marketing strategy.
  • With that in mind, creating emotive customer experiences can be extremely powerful, especially as research has shown the effect positive customer feeling has on interactions with brands.
  • Collect as much data as you can that helps you to understand your customer’s needs and desires, and pivot your CX strategy accordingly.

If you are keen to explore how improved CX can drive growth in your business, then get in touch with Capgemini Invent.

Feature Image Credit: Capgemini Invent provides tips for marketers looking to improve their customer experience

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Senior marketing consultant at Capgemini Invent.

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