Is there a relationship between competitiveness and the customer journey? An article from November 2015 published in the Harvard Business Review , by David C. Edelman and Marc Singer and entitled “Competitiveness and customer journeys” ( Competing on Customer Journeys ) answers this question in the affirmative. David C. Edelman is a digital marketing leader at McKinsey & co. Marc Singer is director of the customer engagement practice Senegal Email List sector of McKinsey & co This article focuses in particular on the subject of customer journeys in the digital revolution.

Consumers are more and more alert about products, but also more aware of the benefits they can derive from them. They are now able to do their research on their own and figure out exactly what they need. The authors therefore propose to change perspective, and start to really consider the customer journey. We talked about this in a previous THINK & SELL , the customer journey has become almost as important as the product itself, and many companies are starting to treat it as a product … in its own right! We will therefore once again oppose reactivity and proactivity.

Rather than being responsive to the journeys customers

Make for themselves, businesses are just starting to chart those journeys in advance. The authors therefore advocate a narrowing of the customer journey. This would lead to a stronger engagement, and therefore to a higher retention rate too: competitiveness-customer-journeySource: HBR. [/ caption] The “old” customer journey left consumers with an important phase of consideration and evaluation.

The idea behind the new approach is therefore to eliminate this phase, by creating a personalized customer journey with high added value. This will have the effect of retaining the customer without even considering the fact of changing brands. It is therefore not a question of “repairing” existing journeys or of improving them (reactivity) but of proactively creating effective customer journeys. Retention occurs not just because the brand appeals to them, but because the customers themselves benefit from the journey . The authors therefore unequivocally write this: “we believe that the ability to shape customer journeys will become a competitive advantage.”

The ability to shape customer journeys will become a competitive advantage

According to the authors, these would therefore be four skills that companies would have to acquire: automating, proactive personalization, contextual interaction and innovation in the course. Automating The purpose of automation is to automate what was previously done manually. Perfect example: the automatic configuration of a connected speaker, which is done from a mobile application. This replaces the fact of having to connect wires and enter the identifiers of several streaming platforms. Another example: internal sales can for many years be done completely without human intervention. From item research to delivery and payment information, the customer can do all the steps on their own.

Proactive personalization Thanks to automation and computer tools, it is possible to collect a lot of information on consumption habits. It is also possible to know the preferences of Internet users, and to use them to personalize their customer journey. A customer’s response to one interaction changes the next. Contextual interaction By pushing this concept a little further, it becomes very interesting. The authors show that it is possible to use the information collected on a customer to lead him to the next interactions;

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