Archive for the 'Customer Insight' Category Page 3 of 9



Social Networks & The Customer Experience

Cross posted on Logic + Emotion

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Upon arriving back home from a week-long vacation, I was unpleasantly surprised to return to a house with no cable, internet or phone service. This came at especially bad timing as my wife had recently lost her mobile phone. After calling our provider (Comcast) and getting a generic message about an outage, (post navigating through the confusing phone menu) I opted to wait it out for the afternoon as the recording recommended.

By evening we had no service and after waiting on the line again I had finally gotten through only to get the expected “we’ll send a technician between the hours of…” message. The Comcastic puppets couldn’t put a smile on my face at this point (actually, they’ve always creeped me out), but Frank - a Comcast employee who provides customer service on Twitter did.

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Weekly Points of Interest 2008-08-22

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The Un-Dying of the Microsite

Originally published at Ad Age, Digital Next

If there’s one type of headline that gets attention, it’s about claiming the death of something.  Well, I’d like to proclaim the “un-dead” nature of a format that I think has the potential to become something more powerful than we are currently seeing.

The microsite was adopted by the marketing community as a tool of convenience.  Continuing to add sections to our large company/product websites every time we wanted to promote a new product, feature or service simply became too unwieldy.  And specifically for advertisers, well, they needed an online extension for their campaigns to live in the digital space.

And so the formula had begun.  Launch a campaign, build a microsite, buy online media to drive traffic to it.  Everything was in its place - advertisers now had a presence on the web, clients were happy about it, and the big money was still being pumped into the traditional channels because that’s how it’s always been done.  In the past year lots of us have had a grand ol’ time proclaiming the death of the microsite, and with some validity.  Fact is, the internet is littered with thousands of them and the majority are either promotional in nature, designed to win awards vs. serving up value, or simply provide no incentive to ever return to them.  On top of that, most of the microsites I come across are difficult to use, take way too much time to load, crash my browser or use contrived marketing language written by professionals who have spent years perfecting their craft.

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Why Digital Marketing Needs a Reboot

Originally published at Ad Age, Digital Next

Once upon a time, newspapers, TV and radio entered our lives.  These wonderful innovations spawned yet another one - multichannel advertising.  Then along came things like DVRs and everything digital, which spawned yet another invention, the backlash of traditional advertising.  For the record, traditional advertising isn’t going away anytime soon, and despite the pronouncement of its death, it will live on - albeit in an evolved format.  And it actually still works.  I look at billboards on highways.  How can you not?

But “tradigital” could be another story.  Tradigital, in my opinion, means using traditional marketing methods in the digital space.  For example, creating an advertising campaign and “extending it digitally” usually ends up as a checklist.  Micro-site?  Check.  Online banners?  Check.  Social media?  Check.  Mobile?  Check.  But these days, I’m thinking digital people have even tougher challenges than our traditional cousins.  And “tradigitalists” may have it toughest of all.  Why?  Because some of us on the digital side have become just as set in our ways as our traditional counterparts.

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When Marketing Feels Shallow, Go Deep

Originally published at Ad Age, Digital Next

These days, I find myself in a unique position.  I talk and people listen.  Don’t get me wrong, I get challenged fairly regularly (thankfully), but for whatever reason, people are willing to hear me out.  Sometimes I wonder why.  But then I think about one of the stories I once told during a few of my earlier speaking engagements.  In the movie “The Doctor,” William Hurt plays a smart and capable hospital physician with terrible bedside manners.  Then his world gets turned upside down when he gets terribly sick.  His story unfolds as he undertakes a journey as a patient, seeing and experiencing things from the other side of the bed.  His whole perspective changes once he knows what it feels like to be sick; as his body heals, he contemplates his past actions.  Needless to say, when Hurt’s character returns to full health and begins practicing again, he comes at it with the empathy that one can only have when you’ve experienced something for yourself.

The problem with marketing is that it often doesn’t allow marketers to go deep, to gain an intimate understanding of human behavior.  We’re strapped for time, spread thin and torn between making our clients or bosses happy while trying to do what we think is right.  We’ve got access to the latest trend reports, market segments, personas and metrics.  We’re surrounded by smart, capable people who, like William Hurt’s character, know what they are doing.  But there’s a question we need to ask ourselves.  Are we making the time to walk in the shoes of the people we market to?  Are we willing to swim in the deep end?

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As Social Networking Goes Mainstream, Expect Business As Usual

Originally published on Advertising Age
To the Millennials reading this, here’s something you might want to save as a time capsule or something. I entered the workforce in January of 1995. My first job was as a graphic designer for Columbia House — the 10-CDs-for-99-cents people (that’s right, before CDs became drink coasters, you could order them through snail mail).

More important, I was the “tech savvy” one because I had a personal e-mail account via AOL and a dial-up modem before my new employer had even adopted e-mail at all. Can you believe that? I would leave the office after a full day only to come home and have no work e-mail to contend with. I only had personal e-mail and the occasional chat-room exchange. Personal e-mail and chat rooms were fun for me back then. Kind of like social networking now.

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Getting Googley

We were talking the other day about guiding principles that form the foundation of a great experience. David Armano surfaced this excellent list from Google.  What’s interesting is that it is in their corporate information.  They hold these guiding principles close to their core.  And it shows.

When these principles work in an experience they call them getting “Googley.” The principles are simple but powerful ideas that show why Google is so strong in delivering customer value. It’s a well-known fact that Google’s customer value has delivered a lot of business value to their shareholders.  Who says business, brand and customer cannot be aligned in an experience?

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Weekly Points of Interest 2008-13-06

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Using personas to foster engagement

Engagement is the mantra in marketing. Impressions are passé. And word of mouth is an emerging aspect in marketing that we’re only beginning to understand. But engagement – how actively a customer uses and engages with a program or site component – is something we embrace as a key measure of success. The challenge in the past was that between client stakeholders, customer research, competitive assessments, and our own team insight and ideation process, we had a laundry list of features and function that could be implemented. Which were the top priorities? And how could we determine “tie-breakers” on the features and functionality as well as the likely timing to implement?

About three years back, we began to apply more discipline to the application of design personas. Interestingly, that regimen can apply to measures of engagement as well. We now regularly use simple scoring methodologies to prioritize the features, functions, and program elements that are most likely to connect with the highest value customers. It’s a relatively straight forward process once design personas are developed. And the process ensures that customer needs are kept front-and-center when making feature / function decisions. Finally the scoring methodology meets with high client and team buy-in.
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Weekly Points of Interest 2008-06-06

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