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How to Holistically Map Your Customer Experience

But what is a customer experience map?

 

It’s a visual timeline that illustrates and examines a customer’s entire experiences with a brand, identifying every behavior, interaction, and touchpoint across a variety of channels. Unlike a customer journey map – which only outlines touch points involved from exposure to sale (and sometimes post-sale) – customer experience (CX) maps dive deeper, evaluating omnichannel experiences and internal processes and workflows to illuminate who and what customers interact with, pain points that arise, and moments of truth that are ripe for innovation and improvement.

Overview of the Customer Experience:

  • Start with the customer perspective. Utilize a mix of qualitative and quantitative data (methods below) to map key touch points
  • Map the internal stakeholder journey, including people, processes, systems, via a service blueprint
  • Combine the maps to begin comparing and contrasting the data and employee expectations versus consumer feedback
  • Identify gaps and opportunities, assess impact of innovation and prioritize for the future

While collecting customer feedback through both qualitative and quantitative (also known as moderated and observational) techniques is key (think web analytics, customer surveys, customer marketing data, customer recordings and interviews, industry research, etc.), it’s also equally important to map your internal stakeholder’s (aka, employee’s) journey, detailing moments they believe to be most important in an end user’s experience (this is often referred to as service blueprinting).

 

Once both maps are completed, they can be compared and contrasted to uncover discrepancies in the customer and internal experience. Pinpointing moments of friction illuminates root causes of customer experience breakdowns that create incredible drag on company retention and growth. Only by taking this holistic approach can you truly start to cultivate next-level strategies for improved customer experiences.

How to Create a Customer Experience Map

As you venture into making your own customer experience map, here are some things to watch out for:

 

  1. Don’t get stuck in the surface. Make sure that you’re driving to the core and really trying to identify the root cause of experience friction points or issues.
  2. Ensure you take an interdisciplinary approach. It’s important not to be siloed in this thinking.
  3. Don’t just take qualitative notes. When interacting with customers, take a multi-faceted approach. You want to ultimately be able to map your qualitative data with quantitative data. Incomplete data can lead to poor decision-making.
  4. Don’t get too bogged down in the details. Come up for air and focus on the biggest areas of opportunities for improvement. It’s all about prioritization. Lots of companies try to solve or map everything, when in reality – sure, you need to challenge your data and ensure you have a complete view – but you also have to prioritize as you go. It’s a delicate balance to strike.

To get started, you must first acknowledge that every touch point is interconnected and feeds into a customer’s perspective and sentiment towards your brand as a whole. The exercise must be authentic. Your goal is to understand your brand’s latent needs and to uncover opportunities that exist due to changing market dynamics, customer expectations and technology breakthroughs.

 

Then, you must allocate one person or team to see the exercise through to completion. Typically speaking, customer experience mapping should be co-created with an external party. Research done solely in-house can be blanketed by unconscious bias, thus muddling results and growth opportunities. Plus, it’s important stakeholders surveyed throughout feel comfortable expressing their true and honest opinions in a confidential and removed setting.

 

Once that’s done, it’s time to get to work.

Step 1: Define your goals, scope, and personas

Your team must first align on goals. Conduct a half-day session with the key internal stakeholders across a number of teams to define business and user goals and pinpoint what you want to learn, what you’re hoping to uncover, where you want to drive focus, and how you plan to quantify and validate insights uncovered.

 

Then, define the personas you want to explore with during the experience mapping exercise. Many businesses have numerous consumer groups. While you can (and eventually should) map the experience and expectations of all of them, you’ll want to identify who they are first. Key details like age, marital status, occupation, daily activities, needs, wants, hobbies, internet behaviors, social media interactions, etc. are all a great starting place. Remember the 80/20 rule and prioritize which groups you’re going to start with. These are your primary personas.

 

Now that you have them identified, you’ll want to start the mapping exercise by capturing existing hypotheses about your customers and their experience. Be sure to capture their needs and emotions felt throughout all of their experiences with your brand. Some key questions to remember here:

 

  • What is driving their buying behavior? Why are they interacting with your business?
  • Where do they interact with your brand (before and after purchase)?
  • How many steps do they go through to purchase?
  • How do they feel as they decide to purchase? Is there a touchpoint after they purchase?
  • How do they interact with your brand after they’re a customer? etc.

Next, decide which part of your experience you want to map. In an ideal world, you’d map the entire experience over the tenure of a customer’s relationship with your brand, but that’s likely not doable in your first few sessions. To get started, break experience mapping into segments. Do you want to map the onboarding or registration process? The purchasing journey? Gauge the interactions your brand has with customers once they’ve already bought in? .

 

Also read: Understanding the Buyer’s Journey to Drive Targeted Campaigns

If you’re stuck – simply try to pinpoint where you think there is the most pain, friction, or confusion in your customer journey. Whether it’s the first, tenth or fiftieth exchange, one bad experience can greatly increase risk of customer churn. A customer who is dissatisfied with an experience will tell between 9-15 people about it* (and that number increases quickly if they take their negative review to social platforms!).

Step two: Evaluate from within

Holistically mapping out your current end-to-end customer experience requires that you evaluate every touchpoint from the surface to the core. That means, you must first evaluate your own people, processes, and systems that impact and touch the customer experience in any way (many organizations refer to this as service blueprinting).

By doing this, you can uncover deep rooted issues or discrepancies between what internal stakeholders and external customers deem important. This is a critical step in effecting meaningful change to your customer experience. But be mindful to avoid these common pitfalls as you execute:

 

  • Getting bogged down in the internal perspective: Make sure all focus efforts are on pain point identification as it relates to the customer or your ability to deliver to the customer. This isn’t an exercise solely dedicated to internal frustrations – if you’re wanting to improve the employee experience, that’s a true service blueprinting exercise. For holistic customer experience mapping, you want to make sure your focus is on pain points that have a line of sight to your end users.
  • Settling for the surface answers: Push to go beyond and really discover the root cause or root opportunities present in your current experience.
  • Missing the opportunity to loop in interdisciplinary perspectives: Often, the connection between business units – especially ones that have overlapping activities related to the customer experience – is where you’ll uncover the greatest opportunities for improvement. Every company has handoffs. It’s important to consider them all.
  • Hinder real discussions from happening between stakeholders: Bringing people together can be massively beneficial. This is an opportunity to create alignment. By bringing teams together to work towards one common goal and share their individual team’s hurdles, your teams will naturally discover micro-solves that can be executed immediately, and contribute to the macro-solution.

Now, to get a revitalized understanding of your business’ performance and efficiency, conduct workshops with internal stakeholders – this can include customer service and sales reps, researchers, customer experience specialists, marketing leads, product owners, designs and more. These service blueprinting workshops should include a few important exercises:

 

  1. Hypothesize and map out internal interpretation of the customer’s journey. Be sure to identify each phase and define customer interaction points.
  2. Map out the people, process and systems that are in play at each of those key interaction points.
  3. Capture what internal stakeholders say about those key interactions (qualitative). Simple things like definitions of words, or what they want customers to feel after that interaction can all be important in understanding the internal impact on your CX.
  4. Articulate underlying assumptions and beliefs around language commonly used to describe KPIs and company-wide goals. This will help identify and deconstruct misunderstandings between teams and enable a fresh start where everyone is on the same page and working from a consistent understanding.

At the end of the workshop, you should be able to identify each phase in the customer’s experience, who and what they interact with within your organization, and how you meet their needs along the way.

 

Keep in mind, for some companies, a workshop is all that is needed to gather internal perspective. On the other hand, sometimes workshops are just the starting place and then require deeper dives with specific departments, business units, or individual role types to further precipitate areas where exploration is needed. So, once your workshop is completed, identify whether or not you need to go deeper, and, if so, what types of roles, departments or business units you need to go deeper with.

 

Continue to conduct stakeholder interviews until you feel confident that you’ve really mapped out the impact those areas have on the internal customer journey or end customer experience.

 

Need an example? Let’s talk about articulating underlying assumptions. Healthcare organizations often use the word “encounters” as a measurement for improving patient engagement. However, when we’ve asked organizational team members to define the term, no one in the room has the same definition or knows how to explain it. If everyone perceives and defines a goal and/or measurement like “encounters” differently (or in many cases, can’t define it at all), it’s impossible to know how or when to measure and define success. The solution? Get it on paper (or a whiteboard or shared digital document)! When you put something down in writing and rally around a common definition, you can identify optimal procedures to measure it. This will ultimately contribute to agreeance and alignment necessary for not only standing up successful marketing programs, but proving ROI.

If everyone perceives and defines a goal and/or measurement differently (or in many cases, can’t define it at all), it’s impossible to know how or when to measure and define success.

Step 3: Hone in on the end users

Now it’s time to look beyond the internal perspective and focus the lens on your customers. This requires the most time and could take anywhere from a couple weeks to a couple years to complete, depending on your scope.

 

Before you get start, there are a few tips to consider that will help you avoid common pitfalls at this stage:

 

  • Ensure you get to the real root cause of pain or opportunity and don’t get caught in optimizing for the surface level. As with other phases, this requires that you push beyond the surface of what users tell you qualitatively. A great way to do this, no matter what process you use, is to ask “Why?” three to five times. Once a user shares an observation that seems important, ask why. Then ask why again, and again. Many companies gather initial observations and never get to the true root cause, therefore they’re stuck treating only symptoms of problems.
  • Don’t rest on qualitative data. Instead, pair it with quantitative data. Find ways to objectively measure what is happening to your user’s experience at key milestones throughout the journey. We often do this by merging qualitative data with surveys or other analytical data (think customer CRMs, google analytics, website data, or MPS data).
  • Avoid intuition as your primary method of gathering user experience. Qualitative techniques we often employ include interviews, focus groups and ride alongs.
  • Give yourself time to really hone in on the user experience. Many companies never gather this information, at all; instead, they architect their journey based on internal perspective and move forward. It’s always important and useful to get real, quality feedback from end users.
  • Don’t forget that your customer base is diverse. Get feedback from multiple personas as you go.

Also read: Qualitative vs. Quantitative Data in CX Design: Everything You Need to Know

 

During this phase, you and your team should use qualitative and quantitative techniques (learn more about that here) to obtain real customer feedback by guiding them through each phase of the outlined journey to validate their needs, wants, and experiences. 0 By sitting down with real customers, you’re able to explore their goals and needs respective to your product, services, and/or digital presence. In the end, you’ll be able to expose valuable insights that can drive future focus. Often, this phase identifies opportunities for re-engagement. While your goals may be more specific, it is still important to see the full picture before drawing any conclusions about your overall customer experience. At this stage, compiling as much information as possible is key.

 

Need an example? Sometimes this phase can give rise to specific problems, including the root cause of customer conversions. One of our clients – a leading nation-wide insurer group of automobiles, homes and small businesses – was seeing a dip in quote yields and overall conversion rates. After doing a deep data dive – using both qualitative and quantitative techniques – we discovered the majority of drop offs were occurring moments before clicking the, “I’m ready to complete my quote” button. Why would users go through the trouble of filling out 99% of the form, only to abandon the process right before getting the information they originally sought? The answer was buried in the messaging.

By speaking to customers, we discovered the last question in their quote-request form – one that asked the user if they’d like to enter information to receive additional insurance quotes – was causing feelings of exhaustion and frustration for potential customers. Instead of marking “No,” and continuing on, they simply bounced away from the site – and, likely, with no intention to return. This not only illuminated the main pain point, but allowed us to execute focused competitive analyses to get inspiration from competitors, develop potential solutions, test them, and then launch the solution/s to the market.

Step 4: Review, analyze, and map it out

It’s time to start putting the puzzle pieces together.

 

With an integrated team spanning a variety of disciplines (including research, business innovation, experience design, and consulting), review the customers’ experience data from every angle. Doing this will provide a more holistic view necessary for creating a more robust and useful map.

 

Conduct another workshop to synthesize and compare data from internal and external perspectives on your customer experience.

 

Starting with the qualitative data, use tools like an an affinity map to clearly identify where your customers’ needs are being met – and where they’re not. This should expose service gaps and highlight opportunities.

 

Next, test the customer feedback against the internal perspectives map previously created. More often than not, it will reveal discrepancies between what internal teams believe is important, versus what customers really assign value to. This visual approach, while also displaying challenges within the current experience, will make achieving cross-functional alignment around future plans easier.

 

Also read: Crafting Employee Experiences to Improve Customer Experiences

 

Keep in mind that the ultimate goal is continual evolution. Take the time to test and, as you do, update your journey map.

Lastly, to pinpoint exact moments of friction and/or leverage in your customer experience, pair the quantitative data – which analyzes customer sentiment and perspective at every stage and interaction – with your new qualitative understanding of the user experience. By overlaying these data points – like a customer’s likelihood to renew – you’ll be able to pinpoint specific moments that drive loyalty or churn and their financial impacts.

 

At this point, now all that’s left is to prioritize the areas of opportunity and roadmap short- and long-term focuses to improve business workflow. Keep in mind that the ultimate goal is continual evolution. Take the time to conduct ongoing testing and, as you do, update your experience map.

 

Need an example? A major broadband communications company who had been in the business of delivering entertainment and connection companies and companions long before the internet existed was struggling with gradual increases of customer dissatisfaction and churn. Month over month, the company’s acquisition and retention numbers decreased. Thei business and market share was at risk. By pairing quantitative sentiment with our qualitative understanding and visually mapping both, we were able to pinpoint the main points of friction that we needed to solve for: Severe client and market variability, inconsistent structure and resources a reactive servicing model, disparate systems and processes, a need for continued product training, and shifting client expectations. To summarize, the experience being delivered was afflicted with challenges and creating volatility throughout the journey, ultimately contributing to churn.

By outlining the specific issues, we were able to build a path forward to develop a proactive and consultative CX that focused on the most essential needs, including:

 

  • Elevating the customer care solution to create a repeatable experience that promotes consistency while preserving autonomy
  • Simplifying the employee experience to reduce friction by streamlining backend systems and processes
  • Modernizing client interactions with omnichannel and digital-forward experience
  • Invest in delivering an experience that is predictably proactive and drives consultative value
  • Clearly demonstrating the ongoing value of partnering with a customer care solution

Pinpointing the needs and developing solutions enabled us to become part of the client’s strategy, not just a one-off tractic. Next, we built a roadmap that encompassed recommended initiatives, identified workstreams, defined what success would look like and outlined how the work would enable continual program evolution.

The Bottom Line

By consistently completing the customer experience mapping exercise (don’t set it and forget it!), you can empower your team to problem solve from a data-driven perspective and establish plans for future CX initiatives and investments.

 

At the end of the day, customer experience mapping is about connecting with your customer, and deeply understanding and empathizing with their needs and wants. If your company can prioritize solving customer’s problems as the world evolves, you’ll set yourself up for unstoppable momentum.

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News This Week in CX

What’s In Store For the Future of Travel?

Airports, airlines, hotels, and businesses that rely on local tourism are rapidly trying to build new and innovate old customer experiences to make customers feel safe, and encourage the resurgence of travel sooner, rather than later. Just this past week:

 

  • Air France announced plans to test new ICC AOKpass health passes starting March 11 on all flights from Paris to Pointe-à-Pitre and Fort-de-France. The tests will be provided to travelers willing to volunteer, and be an opportunity to assess real-life application and gather consumer feedback. The ICC AOKpass is one of many solutions being evaluated to manage digital health documents. If successful, it is meant to improve the customer experience and streamline the airport journey so that the skies can safely reopen and traveling without fear can resume.
  • Emirates announced a new partnership with GE Digital Aviation Software and TE FOOD  to trial a new smartphone app that empowers safer and easier international travel. The app, currently titled TrustOne, will house all medical screenings of employees and travelers. Additionally, users preparing for a trip will be able to use the app to find testing and lab locations, book appointments, and review test results. Use of the app will cost money – around $40.84 – but a representative for GE Digital said in a press statement, “This is the first step in making international travel during the pandemic as convenient as possible by facilitating pre-travel requirements.” As trials ensue, the GE Digital team will continue to iterate to ensure the app meets government testing and verification requirements.
  • FlySafair, an airline dedicated to transporting travelers to South Africa, also released an app that they hope will simplify the customer experience and in turn, increase their pandemic travel market share. “Customers can manage their journeys on their own devices,” explained FlySafair’s Chief Marketing Officer Kirby Gordon. “Boarding devices are kept on the device which supports our ‘No Touch’ approach at the airport and live updates through the app will keep customers abreast of any possible schedule changes.” Individuals who wish to visit South Africa can also use the app to search for and book flights.

Reimagining the Hotel Customer Experience

While airports and airlines scurry to announce new plans and fight to be the first to lead pent-up travelers into the new normal, hotels are also planning for what the future may hold. According to Christine Ketter, the Senior Director of Customer Experience and Innovation for Marriott International, the forecast for future travel is bright.

 

“We know that people are definitely looking forward to booking [their] next trip,” she told our Vice President of Strategy, Jesus Ramirez, during a Brand Innovators live discussion. “And if anything, they’re going to be more appreciative, [and more] cognizant of what it will mean when they’re on that [first] airplane ride or checking into that hotel. I think [that’s] one of bright spots, that – even though it took a little bit longer than obviously anybody would have hoped or anticipated – there is that excitement [and] enthusiasm that when people want to plan a trip, they’re willing to do so. They’re [proactively] looking for that next vacation, or even [getting] excited about conferences or in-person networking opportunities to reconnect with colleagues.”

 

To ensure hotel visitors have exceptional experiences, Christine said it’s important for hotels not only to personalize the visits, but provide them with socially distanced yet engaging opportunities on-property and off.

 

“[Marriott International has] done an amazing job pivoting and repurposing different spaces. We have family yoga sessions [and] old rooms [that have been converted] into sanctuaries. [It’s all about] what guests are wanting and requesting. It is so important for our guests [to feel] very comfortable when they come to the properties through all elements of the journey, from the moment that they arrive to the times when they’re enjoying some of our food and beverage outlets. Some of our hotels [have redesigned] guests rooms to be private dining spaces or [spaces] for evening social events.”

 

Local partnerships are also creative ways to improve guest experiences. For example, Christine says various Marriott locations allow guests to be farmers for a day or take Marine biology courses for intellectual stimulation.

 

Also read: 3 Companies Launch New “Unparalleled” Experiences Aimed at Improving Common Life Events

 

“Travel used to be for escape. And now it’s more for connection. That’s connection to others [and] connection to yourself,” Jesus said, pointing out that intention and introspection will all be themes that travelers weave into their vacation plans. “So travel just isn’t about travel. It’s always had a larger meaning,” he says. “it’s quite possible that the meaning of travel is going to change or has changed during this time.”

 

Christine agreed, saying hotels need to spotlight guest’s mental health and wellness by providing options for them to engage in both physical and mindfulness exercises.

 

To learn what else Christine and Jesus predicted for the future of travel, watch the full conversation below or read the full transcript here:

What Our Travel Expert Predicts For Airlines & Hotels

We wanted to pick other Tallwaver’s brains so we reached out to our Senior Consultant Matthew Kiesel, who worked for two airlines at headquarters (United and American Airlines) and did airline management consulting for Sabre prior to joining our team, for his take on the current and future state of travel.

 

What is your perspective on the travel industry right now?

I think the piece that’s still been hit the hardest is corporate business traffic. And there’s a couple of reasons behind that. One: Companies have travel restrictions for health and safety reasons. They don’t want their employees traveling when there’s liability and risk. Two: Many companies have faced extreme budget cuts, so travel is one of the first things to go in terms of controllable expenses. And three: People have just adjusted to the Zoom world in a way that no one thought was possible. Some of those meetings where professionals may have flown somewhere for just a day or hopped across the world for a sales pitch, that’s changed because everyone is surprisingly comfortable meeting virtually now.

 

Do you think travel is going to return anytime soon?

I think the segment we see coming back quicker than others is domestic travel and leisure travel. People are anxious to go somewhere. The fares and room rates are unbelievably cheap right now, so people that feel comfortable taking small risks are willing to take advantage of those deals. I think international travel is a bit of a different story, though. There are so many restrictions going between countries – you have to research what countries are allowing travelers and inbound traffic, or even where you are allowed to make connections. Additionally, there are so many additional travel requirements. You need a test before you get there, then you need a test to get back into the United States. Some places have even instituted mandatory quarantines. So, that type of travel will be slower to come back.

 

What do you think needs to happen to increase traveler confidence and make the experience easier to navigate to support a resurgence of travel?

Airlines, airports and hotels have done a surprisingly good job of being nimble and dynamic. Airlines, in particular, are typically slow to react because they’re massive companies and kind of old school in their management style. So, they’ve really used the technology and tools at their disposal, like apps, to be more nimble, change more quickly and adapt to the various updates in rules and regulations. And I think the apps, when they’re official and a part of the travel journey, will really help out. Travelers won’t be tasked with figuring out the rules or where to get tested by themselves. If travel and hospitality organizations integrate those requirements into the process at a reasonable cost, people will likely be willing to accept that.

 

What do you think the customer experience associated with travel will look like as we enter into a post-pandemic world?

For both health and safety reasons – and, equally so, cost reasons – airlines have stripped away nearly every component of onboard service. They’re barely even offering water service unless you need it. They’ve been able to make that work, and have forced passengers to lower their expectations even further. But I think as travel returns, the airlines will have a difficult time figuring out how to bring back the onboard experience. They have to really evaluate what their model is going to look like. Are they going to return to exactly the way they were before? Or do they use this as an opportunity to reset their customer and onboard experiences in terms of identifying what people are willing to pay for?

 

Are there any data insights you think organizations within the travel & hospitality industry should be paying attention to?

When airlines first started coming back, they were all blocking the middle seat, that way travelers knew there wouldn’t be anyone directly next to them. Now, I believe all the big carriers except Delta have eliminated that feature. What’s interesting is that we haven’t seen any data that suggests Delta outperformed other carriers by keeping that customer friendly component. That proves that people are still primarily price conscious when it comes to traveling – and that might transcend airlines and relate to hotel accommodations, as well. All organizations in the travel and hospitality category need to experiment to figure out what people are willing to pay for and, therefore, what customer expectations they need to strategize around and plan for. More than ever, organizations need to understand consumer behavior and what’s driving them to travel, either now or in the future.

 

Also read: Qualitative and Quantitative Data in CX Design: Everything You Need to Know

 

As travel and hospitality organizations seek out solutionists and partners to help innovate their customer experience, what should they be looking for?

A company who can look at the experience holistically, starting with journey mapping. In the airline world, we often performed customer journey mapping. It’s an exercise that traces every touch point, from booking or searching all the way to picking up your bag and getting into your car after a flight; a good journey map should even evaluate the post-flight experience and communications. Travel and hospitality organizations should look for partners who have experience evaluating the various touch points and illuminating moments of friction and opportunities for improvement. Further, for any project, the recommendations from partners should be substantiated by strong qualitative and quantitative data to ensure they’re not only giving customers what they want, but also predicting what they’re going to need and how their behaviors and expectations are going to evolve.

Is your organization looking to grow, optimize, or digitally transform your customer experience? Reach out to us today. We’d love to help. 

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This Week in CX: CDK, Neiman Marcus Group & Qualcomm Invest In a Better Future

Week over week, we unpack emerging trends, data developments, business model innovations and new technologies that are changing consumer behavior and driving CX expectations of tomorrow. But there are other factors that, especially in 2021, impact how consumers relate to brands long-term: Social impact, responsibility, and philanthropy.

 

We’ve known for many years that authentic corporate philanthropy increases employee satisfaction, morale, and retention, but new studies are revealing just how much it also impacts the overall customer experience, as well. Case in point:

 

  • A survey by Nielsen discovered that 50% of consumers will pay more for a product or service if the business prioritizes sustainability.
  • The 2019 Aflac Survey of Corporate Social Responsibility found that 77% of consumers would “be motivated to purchase a company’s products or services if the company shows they are committed to making the world a better place.”
  • A survey conducted by Clutch found that shoppers believe environmentally-friendly business practices (71%), social responsibility (68%) and giving back to the local community (68%) to be the most important attributes of a company, even above price. Additionally, 71% said they believe it’s important for businesses to take a stance on social and cultural issues.

“We all have a responsibility to make this place better than we found it,” says Tallwave Senior Consultant Erin Nielsen. “That can come in many forms but it shouldn’t just be up to a residential individual. There’s strength in numbers, and money talks. Why shouldn’t companies be the ones driving toward larger, bigger actions? They have the people, the podiums, the funds, and the opportunities to make a bigger difference.”

 

Not only should businesses care about making social, environmental, and/or cultural differences because, well, they should, as the metrics above highlight, it is becoming increasingly paramount to consumers as they decide who deserves their money.

Millennials have proven that commitment to causes is a driving factor behind whether they buy from a company or not.

“Consumers are smarter than they have ever been,” Erin explains. “They have information at their fingertips and are becoming more and more informed about what organizations truly stand for and are empowered to make decisions based on that alone. You see that in specific segments of the market: Millennials have proven that commitment to causes is a driving factor behind whether they buy from a company or not. Let’s take Toms, for example. When they entered the market with a buy one, give one model, they were a disruptor from that perspective. It made me want to give my money to an organization that’s going to do something with it. I can buy Toms or I can buy from a company that doesn’t share where my money goes – whether it be towards an advertising campaign, brick and mortar, or in their pockets. Consumers have choices and they care. Now more than ever, people don’t trust companies at their word. They need to prove that they’re doing what they say they’re doing. They need to live their values and integrate their beliefs into their work.”

 

Basically, if you’re focused on crafting excellent customer experiences and building a bond with consumers that can last a lifetime, you can’t only drive materialistic or time-saving value. You have to cultivate a brand that your consumers can see themselves in and rally around. You’ve got to stand for something, and find a way to embed that into the DNA of everything you do.

Like many of you reading this, we’re still figuring out how we want to show up in the world and be a catalyst for change.

Now, before we share the top stories we’re talking about this week, we do have to make a confession: While we’re experts in many areas, this isn’t necessarily one of them. Everyday, we’re learning, growing, and figuring out how to do better. At Tallwave, we put employees above everything and execute our work from the heart with humans’ best interests at the core, but, like many of you reading this, we’re still figuring out how we want to show up in the world and be a catalyst for change. And that’s OK. We believe, in order for this kind of work to transform our brand and the communities we touch, we must approach it like a marathon, not a sprint. We’ve built a DE&I task force and broken them up into four categories, each focused on cultivating and operationalizing strategies most important to us: Talent outreach, client and marketplace engagement, internal culture and training, and community outreach. We’re listening, we’re learning, and we’re putting actions behind our words to develop the social impact and philanthropic programs that are right for us.

 

These stories and these brands are paving the way. We look to them for guidance, inspiration, and motivation, and can’t wait to join them in the corporate and social responsibility ranks.

CDK Global Doubles Down On Their Promise to Support Inclusive & Equitable Quality Education For All

Last August, CDK Global – a leading provider of integrated data and technology solutions to the automotive, heavy truck, recreation, and heavy equipment industries – announced their commitment to increasing accessibility to quality education and lifelong learning for all. Since then, they’ve directed 90% of their corporate giving to education-related causes, and this past Wednesday, doubled down on their promise by pledging a total of $70,000 to the Boys and Girls Clubs of Southeast Louisiana, greenlight for girls, and ASE Education Foundation.

“Now more than ever, we understand that not everyone has equal access to a traditional learning environment where they can receive a quality education,” CDK Global’s Executive Vice President, Chief Human Resources and Communications Officer Amy Byrne told Business Wire. “Through our corporate philanthropic partnerships, we are investing in programs that help create the next generation of leaders by improving access to knowledge and enhancing the skills of people from all backgrounds.”

 

CDK Global chose to donate $25,000 of the $70,000 total to the Boys and Girls Clubs chapter in Southeast Louisiana after they were forced to cancel their in-person National Automobile Dealers Association (NADA) trade show – which was scheduled to be hosted there – and transition to virtual setting due to COVID-19. The change of plans caused a blow to the community’s projected local economic growth for the year. To make up for it, the funds will make CDK the first-ever sponsor for a new literacy program planned for the 2021-2022 school year – one that will reportedly help 75 children per day to alleviate social challenges, increase school performance, and better prepare for standardized tests.

 

CDK’s partnership with greenlight for girls (g4g) also isn’t brand new. The two organizations joined forces to develop educational materials for girls in STEM subjects back in July 2020. According to the founder and chairman of g4g Melissa Rancourt, the $25,000 donation will help them “achieve significant reach, impact, and resonance to our sustainable development and societal goal… [to] inspire local communities of girls and boys to build their curiosity, abilities, and aspirations in STEM.”

 

Lastly, CDK plans to donate the remaining $20,000 to ASE Education Foundation to help educate, prepare, and inspire a new generation of automotive service workers. The funds will fuel an assessment to evaluate the diversity, equity, and inclusivity of ASE’s educational programs, and will empower their curriculum to reach and attract varied student populations. “The future of the service industry is brighter because of their contributions,” said ASE Education Foundation Present Michael Coley. Neiman Marcus Group

Launches New Campaign Focused on Fostering Black Excellence

 

February is Black History Month so there was no more appropriate time for Neiman Marcus Group to announce their new campaign, “Celebrating Black History By Supporting Black Futures.”

“NMG is a place where everyone belongs, where diversity is valued, and where showing up as your full and authentic self is expected."

Unveiling a multi-pronged strategy that consists of both new and ongoing initiatives, Neiman Marcus plans to use corporate philanthropy dollars to support the Boys and Girls Club of America, as well as improve internal learning opportunities and marketing efforts designated to source and empower Black talent. Additionally, Neiman Marcus Group plans to host a fireside chat for associates and customers between Nikole Hannah-Jones, Pulitzer Prize-winner reporter of racial injustice for The New York Times, and Tracy Pereston, the company’s Chief Legal Counsel. People can RSVP for the virtual event on their site. Upon the event’s culmination, Neiman Marcus Group will make a donation to the Ida B. Wells Society for Investigative Reporting on behalf of Hannah-Jones.

 

“NMG is a place where everyone belongs, where diversity is valued, and where showing up as your full and authentic self is expected,” said Chief People & Belonging Officer of Neiman Marcus Group Eric Severson. “As we progress on our Belonging journey, our people and their voices are a priceless way we highlight the excellence that makes up our company.”

 

To read more about Neiman Marcus Group’s philanthropic work, visit The Heart of Neiman Marcus.

Qualcomm Releases 2020 Corporate Responsibility & Reveals Plans Through 2025

Qualcomm Incorporated, the world’s leading wireless technology innovator, released its 2020 Corporate Responsibility Report last week, recapping the company’s environment, social, and governance performance (ESG) for the year.

 

“We have had many successes over the last year despite the unforeseen challenges of 2020. As we continue to work toward our 2030 Vision, I am proud to report we successfully met or exceeded our 2020 corporate responsibility goals,” said Steve Mollenkopf, Chief Executive Officer, Qualcomm Incorporated.

Qualcomm Instagram post about corporate social impact

Also read: Solving For a Lack of Diversity in CX

 

Qualcomm is hoping to make significant impacts across four key areas: Purposeful Innovation, STEM Education, Responsible Business and Our People. And they made some significant strides in recent years:

 

  • Over the last two year, Qualcomm increased their female engineer workforce by 17% worldwide
  • They increased racial and ethnic group engineers in the technology sector by 12%
  • Employee satisfaction towards Qualcomm’s workplace inclusivity increased by 10%
  • They launched a Small Business Accelerator program, which helped 33 small businesses transition to a mobile-first digital infrastructure
  • Their Wireless Reach program benefitted more than 20 million people across 48 countries by enabling access to their technology for education entrepreneurship, healthcare, public safety, and environmental sustainability purposes.
  • They conducted their first climate scenario analysis, of which insights are included in the report

Qualcomm's Pledge Through 2025

Despite making major strides, Qualcomm isn’t satisfied yet. While crafting strategic corporate plans through 2025 and beyond, they defined quantitative targets designed to measure improvements pertaining to diversity within their workforce, enforcing more sustainable practices in all areas of business and transforming industries with their new technologies to “build a more resilient economy, and catalyze social change for billions of people across the globe,” said Qualcomm CEO Steve Mollenkopf.

 

“In the year ahead, we will start working toward achieving our newly launched 2025 corporate responsibility targets, prioritizing environment, diversity and inclusion, and reporting,” Qualcomm’s Executive Vice President and Chief Financial Officer Akash Palkhiwala said in a statement. “Among these, we will continue to address and improve our environmental performance through greenhouse gas reduction strategies, reduce power consumption, and work to build a more diverse workforce.”

 

Learn more about Qualcomm’s 2025 goals and ESG performance in 2020 in the full report here

Categories
Innovators Series Uncategorized

Innovators Q&A: How Johnson & Johnson Is Pairing Data With Creativity to Connect With Customers Like Never Before

A big brand name is no longer a differentiator. In fact, according to the Customers 2020 study, neither is price or product. While those factors may naturally drive more awareness or familiarity, they no longer drive trust and credibility or dependably convert consumers to buyers and advocates. Actually, if you think of it, big legacy brands might have even larger hurdles to overcome in achieving the cross-functional alignment and agreeance it takes to transform customer journeys and craft personalized, valuable experiences at every touchpoint.

 

There’s really only one way huge companies – like Johnson & Johnson – can be innovative in a fast-changing marketplace. They must learn how to pair data and analytics with design and creativity to cultivate authentic strategies that place the humans they serve at their core. Even if that means spending money to create experiences that have no guaranteed ROI.

 

To learn more about how Johnson & Johnson is thinking about and approaching customer experience, we talked to Matthew Fantazier, Senior Brand Manager for Johnson & Johnson’s Baby businesses, including Aveeno Baby and Desitin. As you’ll learn during the conversation, hosted by our very own Founder and CEO Jeffrey Pruitt, Matthew is passionate about bringing together insights, data, and technology to connect authentically with today’s consumers.

 

Prior to his current role, Matthew led digital strategy and media at J&J’s OTC business for Digestive Health, Cough Cold Flu and Eye Care. He has also worked on brands such as ZYRTEC®, SUDAFED®, and BENGAY®. Through his experiences and first-hand interactions with evolving customer experiences, Matthew shares his unique insights and perspective as it pertains to the future of CX.

Q&A with Johnson & Johnson Senior Brand Manager Matt Fantazier

 

Jeff Pruitt: We’d love to hear a little bit about both your personal and professional story. I saw that you interned at Deloitte at the beginning of your career and then took a job as an analyst. So, you’ve always been very tied to brand strategy.

 

Matt Frantazier: I’ve been at J&J (Johnson & Johnson) for about 14 and a half years now, but I did start out as an accountant way back when. I studied accounting, got my CPA, and spent about seven years in finance at J&J, actually. I made the switch to marketing about eight years ago. And that’s definitely been a hallmark of my experience – combining the data and analytics side with creativity. That’s the exciting thing about what I get to do for work now: Combining those two things – data/analytics and creativity – to connect with consumers.

 

JP: That’s great. I actually am, too, a CPA and studied accounting. I don’t know why I actually got into it, but I love [working] more on the marketing and branding side. We’ll get into how data and brand connect, but first, how do you believe marketing strategies have been forced to change for big legacy brands like Johnson & Johnson during COVID?

 

MF: Well, you know, I think the evolution really changed before COVID and… this has been talked about a lot, but the last 10 months or so just accelerated a lot of things that had been advancing maybe at a medium [or] slow pace, but the need to change has been right in our faces. I think one of the biggest evolutions is brands and companies thinking about moving away from advertising and retail and [instead, thinking about] enabling access. How do we enable access to consumers and how do we foster discovery versus just advertising? I think that’s one of the biggest changes that I’ve seen in what we’re thinking about [at Johnson & Johnson]. COVID forced consumers to adopt all sorts of new habits and behaviors. More research is happening online [and on] social media. Consumers are becoming accustomed to different shopping experiences and we have to be there.

"Brands are being pushed to change as fast as the world around them is changing, and we can't wait for perfection."

There’s just countless specific things that have changed from a commerce perspective: E-commerce media habits, [and] consumer demands for brands to stand for something. There’s so much that has changed in the last 10 months. I think brands are just being pushed to change as fast as the world around them is changing. And we can’t wait for perfection. I think that’s the biggest challenge right now: So much has changed so fast that we have to try. You know, we’re in uncomfortable territory of not knowing – doing new things, operating differently – but we have to try to learn and adapt.

 

JP: Yeah. So, when you think about that and you’re pushing out different work streams or different approaches to drive an experience through your brand with your customer, how are you looking at that in conjunction with data, analytics, and creativity and design?

 

MF: The intersection of data and creativity – I think it’s just so much more prominent now. And it’s one of the bigger challenges we’re facing right now: Unlocking this data. There’s so much, and as more commerce and media consumption and interaction – on websites or wherever – happens online, there’s a data trail there. But, “What do we do with it?” is really the next big question. You can have all the data in the world, but if you don’t know what it means, – if you don’t understand what to do differently, or if it’s good or it’s bad – it’s sort of meaningless. So, you know, we seemingly know more about consumers as digital media matures and data becomes more robust, but you have to have that feedback loop to consistently learn and adapt…

 

One of the challenges there is that it can’t [just] be a machine.

 

At the end of the day, we’re talking to humans… They may be online and buying things online, but you still have to make that personal connection. I think that’s where the tension point really lies. Algorithms don’t make purchases. People do. So, the data can be incredibly powerful in understanding what’s working, what’s resonating, but you still need to grab attention and make a human connection there. The data is allowing us to try more things and push further, but I think it can be used as an enabler because you can quickly figure out [if] something is working or not, versus feeling trapped in [the mindset of] “We’re going to do what we know because it’s safe.” We can do unsafe things because of data – it’s unsafe from a performance standpoint – but it’s making that connection and creating that loop. That is really the biggest challenge, right now.

Also read: How We Created a Contemporary Experience For a Strong, Timeless Brand

 

JP: So, getting more specific, what kind of data do you look at? And how does that influence, for example, design – how you test design and get it out into the real world?

 

MF: Yeah, I mean, I think one of the things is that it’s not just one data source. It’s important to not get too myopic and focus on [something like] short term ROI, is a good example. It’s paying the bills. It’s keeping the lights on. That’s important, without a doubt, short-term ROI matters. I would lose my job if I ignored it. But it’s one data point. So, brand awareness or different equity metrics – those are important for long term health assessments to understand [if] what you’re doing [is] driving relevance with your consumer. Is it something that they like? Do people agree with what [you] stand for? You need both. You need to know: Is what you’re doing selling products? Is what you’re doing getting people to respond positively? It’s that mix. You need to understand all of it, which can be hard. It’s easy to anchor on the one good metric and declare a success, but we do need to take a broad approach to it.

 

JP: All too often, we’ll focus as marketers on the bottom of the funnel because it’s the most trackable, but at the same time, as you look at the upper- or mid-funnel, you are now able to track some brand awareness. And it’s important to make sure that you do measure it, but it shouldn’t get the same level of ROI expectation that you do at the bottom of the funnel.

 

MF: Yeah, it’s a different job to be done. You need all of it. I think it’s easy to [say], “My job is to sell product,” but really, it’s to create awareness, drive consideration, and sell product. You need to do all [of] that stuff.

"You can have all the data in the world, but if you don't know what it means, – if you don't understand what to do differently, or if it’s good or it’s bad – it's sort of meaningless."

JP: So, taking this to the experience you’re driving for your customer: How does Johnson & Johnson measure customer experience, both digitally and in store? What are the key components of understanding that experience and ensuring that it’s seamless – that it’s one of value – and that you’re educating the customer correctly?

 

MF: It’s really taking a look at the entire journey. There are so many touch points [within] consumer journeys today. And, I think when you look at it, the consumer journey being very non-linear is a reality that we’re dealing with.

 

So, customer experience [or] consumer experience takes a lot of shapes and forms… I’m thinking about what they need. What are the consumer’s current needs and expectations? You know, in my business, I talk to new parents a lot and they’re very information hungry. So, providing them with knowledge, information, education – about ingredients, or what our products do; how to give your child their first bath, [for example] – that’s relevant. They need that, that’s a lower purchasing barrier. But it may be tips, if it’s a more complex product. If you’re in a category that [doesn’t naturally provide an] intuitive process, or it takes some skill to use your product, you’re going to have to provide support. We see a lot of good examples from hardware stores – they do DIY videos on YouTube. That’s super important. If you don’t know how to install a toilet, you’re not going to go buy one. So, they need that – as far as the consumer journey and experience goes. It’s really [about] putting the consumer at the center, which is a little bit of a trite thing to say, but I think it’s true. First thing’s first.

 

JP: Implementing these strategies is really, really difficult for a lot of brands internally. When brands have a customer acquisition group, a brand group, and a customer experience group – the reality is that it’s still the same customer, they’re just entering your brand through different touch points and avenues. Your experience is resonating, you’re working on the acquisition, but then when you bring them in, it’s still that customer that you’re driving the experience to. Sometimes this journey spans across  multiple teams and stakeholders. How do you manage integrating all the good data that you get around the experience – like you mentioned, talking to actual mothers and parents – and then, embed that through a multitude of strategies that provides a seamless experience to the customer?

MF: We talk a lot about how consumers don’t actually know if they’re getting an ad from me, or from a retailer, or whomever. They see an ad for Johnson’s, and 99% of the time they just see, “Oh, it’s a baby shampoo,” or whatever. But in reality, to your point, there [are] so many parts of the ecosystem at play. It could be an ad or an experience that’s managed by a retailer partner; it can be managed by me, PR, an influencer. It’s so important to be coordinated and to have that partnership. We put a lot of effort into that discussion and alignment upfront: What are our objectives? How are we achieving these together? What is our one communications plan to make sure we’re not operating in silos? From a creative perspective, [that] it’s not different messages; From a data perspective, that we’re talking to the right people, and retargeting the right people, and bringing it all around and feeding insights to one another. It’s all the same consumer. We just trick ourselves into thinking it’s different, but it’s not.

 

JP: Right. Different stakeholders and sometimes different measurements, which drive different initiatives, but trying to align all those is, I think, where Nirvana sits both internally and [for] companies like ours: Trying to find that alignment for the customer sitting in the center.

 

MF: Yes, for sure.

 

JP: So, from a digital first strategy perspective, J&J is a huge legacy company with over 200 companies inside it. How do you drive that overall digital-first strategy as an organization?

 

MF: Yeah, we think about, again, putting the consumer at the center and thinking about, well, first, where are they actually spending their time? What are their actual behaviors in the real world [and where do] we want to interact with them? And digital-first, I think, can be misconstrued as digital only, or digital media, but there’s also a performance mindset that is important within a digital-first mindset of data collection, iteration, optimization, that also needs to be fed into this. But, from a consumer journey perspective, what are those moments along their journey where we can deliver a transformational brand-building experience? Where does it matter? Where is it really high stakes? And put our time and effort there to really make a difference. And, you know, it could be communications, it could be commerce technology, it could be an app experience, whatever. But really, digital-first doesn’t mean anything unless the consumers are there – it’s [zeroing into] a behavior of: They’re working from home, or they like to shop on their phone, or watch how-to videos before they buy something. So, putting ourselves in their shoes and then leveraging digital technology e-commerce to really enable those kinds of brand-building experiences.

"There's also a performance mindset that I think is important within a digital-first mindset of data collection, iteration, optimization, that also needs to be fed into this."

And then, as I mentioned, what have we learned from that, and how do we get better? That performance mindset, I think, to me, that’s what digital-first actually means, which is a lot, and pretty complex. But it’s not, “We’re going to run Facebook ads, and now we’re more digital-first.” That’s objectively not true. A lot of brands do that, and they’re totally not, but it’s a mindset shift, really.

 

Also read: Why Customer Experience Can’t Be All Data-Driven

 

JP: And it’s also a mindset shift to really understand that, even upfront, when you’re identifying your strategies, data can be utilized to understand deeper sentiment and intent from the persona. And also being able to look at engagement metrics, engagement features, and overall demand that does drive both your online and offline strategy through that journey. I think that’s missed a lot.

 

MF: Yeah, it’s getting back to that feedback loop. We don’t want media plans to live in silos. We don’t want insights living in silos, either. So, if you run a programmatic campaign and find out that “Claim X” drives twice as much conversion – it would be pretty good to know as you’re developing other communications or strategies that, “Hey, this is a behavior-changing message. This matters. Let’s think about that. Let’s iterate on this a little bit…” And that’s what we strive for. That’s, I think, Nirvana for me: Getting to that place, but to the extent [in which] you can use it as a research tool. I think that’s one of the less leveraged aspects of digital media right now, and why you’re seeing more and more CPGs getting [into] DTC commerce. I can’t imagine that a lot of these companies are making any money on having a DTC website, selling snacks or soda, but the data they’re getting from it is invaluable. And that’s why they’re doing it.

 

JP: Right. 2020-2021 has been a really interesting year. And COVID in many ways, like you said at the beginning of the [interview], drove the need to really understand the customer experience. If you were to define the experience that you want with your customer, as you continue to go into 2021, what does that relationship look like for J&J?

"If our mission is to make sure babies have the healthiest start to life, how do we not address a global health pandemic? That's crazy.".

MF: I think at a very high level, that relationship is one that is meaningful and relevant. That we are listening to what our consumers need and expect, and we’re delivering on that expectation. [It came into] real focus in the last year with brands: [the need] to think about how they adapt their communications in the face of COVID, and the face of social unrest and racial inequality, and all these different things. There’s a lot on consumers’ minds. It’s not just a product. It could be what’s happening at home or – [for example] – having to homeschool a child for the year, which is a huge challenge, as a lot of us know, right now. But really finding ways to resonate with them on that personal level. We’re a relevant brand, we’re meaningful, and we deliver against those expectations.

 

For us, a lot of new parents are coming into the category [during] a very challenging time. Right now, being an expecting parent is incredibly challenging, which is why last year we launched our #InItTogether program, which is a partnership with Meredith [in which] we created all sorts of different content and videos around what questions to ask your doctor before you go to the hospital; what to expect when you’re giving birth; can your partner be in the delivery room with you. All these sorts of questions we know were rattling around in parents’ minds. There was no tie to sales there, that was purely equity, but we knew we couldn’t talk about shampoos and lotions without addressing this enormous stressor that is happening in the lives of millions of people, right now. We had to talk about this. If our mission is to make sure babies have the healthiest start to life, how do we not address a global health pandemic? That’s crazy.

 

So, I think it’s thinking about that and knowing that we have to be relevant and, if we can continue to do that – if we can continue to make connections, meaningful connections with modern consumers – we’ll be okay. But it’s being agile enough to adapt with the needs and what’s happening in the world around us.

#InItTogether Campaign on Johsnon's Baby Instagram

Also read: How Avidon Health Is Solving the Patient Engagement Problem in Healthcare

 

JP: It’s really made prominent and propelled customer experience forward, faster than I think a lot of people would have expected and the authentic, transparent, empathetic approach to really understanding where people are in their day and their mindset. It’s different for everybody, but being able to – I don’t like the word “market,” as much as I like the [practice of being] able to connect with them with your offering, which is an offering of support, in many respects. So one last question for you. How do you define innovation for both the business that you’re in, and for J&J?

 

MF: I think it is finding what consumers actually want and need, and delivering on it. That could be product innovation to meet emerging needs. We see that across industries in response to the at-home economy now. People’s lives have dramatically changed in the last year. So, there’s new physical needs.

 

We’re also seeing a communications evolution and innovation. So, it could be: What are the needs of consumers, or what are their new questions? What are they wrestling with now? Like the example I gave with parenting information and around COVID. But, I think, regardless, again, it needs to be meaningful. And innovation can’t just be a fresh coat of paint. You can do that, that can work, but ideally it’s evolving with changing needs. If we’ve seen anything in the last year, we’ve seen that needs are changing really rapidly, and the brands and the companies that can continue to evolve and keep pace with what people are looking for, that’s the magic combination. It can be tough. Product innovation obviously takes time. For us, everything we do is backed in science and research. So, we can’t just quickly [get] new products out the door in a couple of weeks, but taking those insights and really thinking about: What are new parents or new consumers looking for? Are they looking for germ-killing characteristics in a wash, right now? Okay. Let’s think about that. How do we deliver on that? But it could also mean information, like the last example, too.

 

JP: Yeah. Well, Matt, from your background – from the very beginning to all the work that you’ve done at J&J – very, very insightful and great to have you on for the Innovator Series. So, I really appreciate your time and look forward to connecting again, soon.

Categories
News This Week in CX

This Week in CX: 3 Companies Launch New “Unparalleled” Experiences Aimed at Improving Common Life Events

There are three things most humans can likely agree they’re fond of: Money, parties, and food. Ways in which experiences can be designed and delivered around each are plentiful. But three companies in particular are making big moves that all have one thing in common: They’re attempting to reinvent common (and sometimes mundane) life experiences in a way that encourages people to weave them into the everyday fabric of their lives.

 

Here are the biggest business, brand and tech developments that occurred this past week and will most certainly impact how we design and deliver the customer experiences of tomorrow.

New Customer Experience Involves Free Money

 A new FinTech startup called Millions – whose business model and services haven’t been fully unveiled yet but relate to reinventing the credit card – is giving investor money (read: millions of dollars) away via Twitter and their app. The concept is said to tease a new business model that will allow brands to be more involved with customer and fan giveaways.

 

How does it work? Well, it’s actually pretty straightforward. Money seekers follow Millions on Twitter (since starting the account in July 2020, they’ve gained 22.2k followers) and just keep an eye out for opportunities. Millions regularly rewards small dollar amounts – usually $100 – to people who are tagged in comments or retweet a post, but now they’re upping the ante. This month, they’re hosting weekly drawings and giving $1 million to users who win number-guessing games. All people have to do to be eligible is: One: Follow Millions on Twitter; Two: download and create an app account; and Three: Guess a sequence of six numbers. That’s it. Whoever’s numbers match the weekly draw, wins big. It’s basically a digital lotto.

The “anonymous founders” (who aren’t so anonymous – a few Google searches revealed Kieran & Rory O’Reilly, the founders of gifs.com, as the brains behind the new company) claim it’s a different approach to paying for customer acquisition. Instead of forking money over to Facebook, Instagram, Apple, or Google to find customers for them, they’re using that same budget to attract fans directly by, well, giving it all away. And they hope the initial fun, which one investor called an “unparalleled, engaging customer experience,” will result in a loyal customer base eager to support the company’s future launch.

 

While details are still underwraps, another investor, Allbirds co-founder and CEO Joey Zwillinger went on record explaining his monetary support for what Millions is building, and revealed some clues regarding what’s ahead. “This company is creating delight from what would otherwise be the mundane, everyday necessity of swiping a credit card,” he said. “We invested in Millions because they will spark joy in people’s lives, and think the traditional points model of accumulating hard-to-use airline and hotel points is tired, and ripe for reinvention.”

 

But is this customer acquisition ploy sustainable, and will it really create authentic brand affinity and customer engagement? Or will it just rack up the brand’s Twitter following and create synthetic app engagement with people who are just looking for some extra dough?

 

“The strategy is interesting,” says Tallwave’s Director of Performance Marketing Dallas McLaughlin. “But I think people are overthinking it by trying to understand the product, the game, the acquisition costs, etc. Let’s not outsmart ourselves here.”

The Millions "game” is just a facade that makes consumers feel comfortable entering a ”cash for data marketplace.”

As Dallas put it, Millions simply came up with a way to incentivize people to willfully hand over their demographic and mobile device data. That’s all it is.

 

“Each time someone follows them on Twitter they are going to receive their name, age, gender, income, interests, accounts they follow, etc. Millions then hands the follower cash for this information. Exchanging consumer data for Millions’ cash. Then, when they download their app – where the game actually takes place so it’s a requirement – the consumer is willfully accepting the terms of service which in all likelihood will include handing over the majority of the mobile device data which will include social logins, geolocation, app usage, apps installed (think banking, insurance, shopping) and more.”

 

Essentially, the Millions “game” is just a facade that makes consumers feel comfortable entering a ”cash for data marketplace.” Yes, that is a phrase that Dallas made up.

 

“Mobile device data is the new gold and the gold rush is on. Millions figured out that consumer privacy concerns go out the window as soon as something is in it for the consumer and they did it in a way that is fun for the consumer. It’s a win-win for all. Until the story breaks a month from now about how they are using the data.”

 

Also read: How Tallwave Optimized Paid Media Strategies For a 40,000% Increase in Leads

 

Well, that’s always the caveat with datat: Do consumers actually have privacy and can brands truly cultivate feelings of trust? Only time will tell for Millions.

Will You Be My… Pop-Up Drive-In Date?

Drive-in movies are getting a thematic makeover. FunFlicks announced a new initiative to provide pop-up drive-in events as alternative solutions for high school dances (think proms, formals, homecomings, etc.) and graduations. Calling it the “natural next step in helping the community move forward together and begin to heal,” the events offer safe ways for people to celebrate big moments and create memories together, in a time when we can’t physically be too close together.

It’s a shining example of how a company – perhaps less relevant in our regular lives than say, 70 years ago – can employ creativity and empathy to launch a marketing strategy that does more than build awareness and rely on advertising dollars. Instead, FunFlicks’s new offering finds a modern and unique way to once again become a fabric of old and new customer’s lives.

 

“For years we have provided pop-up drive-in movie theatre rentals for all kinds of events and had great success,” share a company spokesperson for FunFlicks. “In the beginning of COVID-19, we began a robust campaign to give back and help support the community by providing free downloadable movies to cope with lockdown, as well as donating important relief supplies… I strongly believe that it is time for us to begin using drive-in movie theaters in a way that can return positivity and some type of normalcy to the community.”

 

Also read: Why Customer Experience Can’t Be All Data Driven

 

While we can’t see this being a permanent thing – it’s safe to assume that most people would prefer in-person dances and graduation ceremonies bounce back in a post-pandemic world – it may create long-lasting customer appreciation and support amongst FanFlicks fans who are provided with a safe space to relax and connect during a most difficult year. Even more, it may change consumer perspective and attitude towards drive-in movie nights, for good.

In the Future, People Will Decorate Their Porches With Mini-Fridges

Walmart announced a new plan to pilot “smart boxes” this spring. Essentially front porch mini-fridges with compartments for various items depending on their temperature needs, the smart boxes are controlled via a phone app and aim to “ease the pitfalls” of grocery deliveries.

HomeValet Instagram reveals picture of smart box

The smart box manufacturer, HomeValet, says it will allow shoppers to continue conveniently grocery shopping online but won’t require they be at home for the delivery – the food will stay fresh and smart box owners will have full control over when the box is locked (or unlocked) while on the go.

 

And while Jack Simms, the co-founder and COO of HomeValet, says the smart boxes can hold up to seven or eight bags of groceries, he foresees consumers using them in a more agile, as-needed way.

 

“We think there will be a big market for auto-replenishing perishables”, he told MediaPost. “How nice would it be to have milk and eggs delivered without even having to order them? And instead of buying a week’s worth of meat at once, having it take up space in the fridge and worrying about cooking it by the sell-by date, people can get it delivered more often, maybe daily. So, that will improve the quality and freshness of food.”

 

The pilot program is in partnership with Walmart, but HomeValet has consumers at its core.

 

“This will be consumer-owned and brand-agnostic, Simms explained. “People won’t want it if it’s connected to just one store. It works for deliveries from grocery stores, the butcher, wine deliveries. Even if the vendor doesn’t have the technology, customers can leave the box open and lock it via the app once the delivery has been made.”

 

Also read: How to Brainstorm For Innovation

HomeValet announces Walmart pilot program

While this new technology certainly does improve convenience of home grocery delivery, the Tallwave team wasn’t sold on its necessity, with 70.8% of those surveyed saying they wouldn’t buy the product.

Tallwave survey regarding smart boxes

“Most of the existing food distributors use dry ice to keep content at the appropriate temperatures. Fridges cost extra electricity and most likely space. It could be helpful for people that are not working from home, but it’s hard for me to relate to the use case. I think its an interesting product concept for the problem, but the fridge is not the solution in my opinion,” said one Tallwaver who took the survey.

 

“Sounds awesome and highly convenient if the price is right and it’s not an eyesore for my porch,” said another Tallwaver. “The HOA may nix it.”

 

Meanwhile, a potential problem was also brought to light.

 

“I say ‘Yes!’, but my front door area does not actually have space for this type of unit to be placed, so the practicality of it is limited. What about people who live in apartments or smaller houses? The convenience aspect of this is nice, but not necessarily a game-changer, in my opinion. I like the idea of eliminating waste from grocery deliveries in lieu of having a place to put it in front of my home, but there’s still the question of resource use, and the impact production of these units will have on the environment, as opposed to paper bags. I would love for retailers to find more innovative ways of continuing the home delivery services while also looking for ways to mitigate the waste associated with them.”

 

Price was also a contentious issue. Nearly 50% of responders said they’d be willing to pay between $150-$200 for the product, The other surveyed ranged between $0-$150. Zero responders said they’d be willing to pay over $200. The price of the smart box units is currently unknown.

Smart Box survey regarding price

While we didn’t get an overly enthusiastic reaction to the new smart box technology from our Tallwave Team, people originally thought the Edison light bulb and telephone wouldn’t catch on, either. And look at where they are now.

 

Either way, we hope HomeValet and Walmart use the pilot program to dig into consumer concerns, sentiment, and core needs and address concerns or experience gaps before pushing the product to market. 

Would you purchase a smart fridge? Weigh in and tell us why or why not in the comments below.

Categories
News This Week in CX

This Week in CX: 3 Big Healthcare Tech Companies & Providers Announce Future CX Plans

The healthcare industry was always going to need to integrate and provide more personalized digital-first experiences for patients. The 2020 pandemic just sped up that demand.

 

Patient experiences in healthcare – and how to improve them – is something we talk about a lot. Whether with prospects, our current healthcare clients or internal teammates, we’re always hypothesizing, testing, and implementing new data-driven strategies designed to solve the acquisition, engagement, and retention challenges that many organizations are facing. These solutions always have one theme in common: They’re developed with humans at the core and with heart.

 

This week, a number of companies dedicated to developing technologies and holistic strategies that streamline healthcare experiences and improve patient engagement made announcements that will help organizations get one step closer to delivering truly personalized CX. No matter your CX speciality, these stories serve to showcase the ways in which companies are getting creative with innovative technologies and may provide some much-needed inspiration into CX takeaways for businesses small and large.

 

Here are the biggest business, tech and data developments that occurred this past week and will most certainly impact how we design and deliver the customer experiences of tomorrow.

 

HIPPA Just Gave a New Telehealth Video Feedback & Engagement Platform the Green Light

 

Twenty-first century technology is so cool. A new “video feedback and engagement platform” designed for healthcare providers and pharmaceutical companies fits that bill. Medallia, Inc., a SaaS company that develops technologies for customer experience management, is getting ready to change how healthcare needs are heard and understood with their newest product, Medallia LivingLens.

It all comes down to making patients feel seen, heard, understood, and authentically cared for.

The video solution – which achieved HIPPA compliance this past week – gathers real-time customer and employee sentiment (feelings, perceptions or attitudes that arise during experiences) during telehealth sessions. Using proprietary AI technology, the solution “captures six times more information with video feedback than tradition, open-ended text based solutions, including nonverbal communication, such as body language.” This results in action-based insights that enable practitioners to predict and overcome barriers associated with providing optimal care and exceptional telehealth experiences.

 

One company currently using the solution, Just Worldwide, says the Medallia LivingLens allows them to analyze patient “video diaries,” understand how patients feel, and uncover what they wish their caregivers knew. “We use it to get the emotional impact of a patient,” explained Sally Udayakumar, Research Manager at Just Worldwide.

 

This is going to open up a whole new world of care that practitioners are able to provide to patients – including preventative care.

 

“Organizations and practitioners can only truly be lifelong partners if they are emphasizing and providing preventive care to patients,” says Tallwave Product Designer Chelsey Gloetzner. “Those who are proactively providing preventative and whole-person care will naturally improve patient engagement in-between sick visits.”

 

Also read: Innovators Q&A: How Avidon Is Solving the Patient Engagement Problem In Healthcare

It all comes down to making patients feel seen, heard, understood, and authentically cared for. Previously, practitioners could only know what patients verbally told them or they could physically observe. Now, Medallia LivingLens allows them to dig so much deeper, and provide a level of care that they’ve never been able to before. And it will only contribute to increased satisfaction and loyalty.

 

“Patients that know and believe you have their best interest in mind will more willingly partner and trust healthcare providers long term,” says Chelsey.

 

But will this technology – and telehealth appointments – still persist as the pandemic chapter comes to a close? You can count on it.

 

“Many patients who have become comfortable with telehealth will still prefer this type of appointment in a post-COVID world,” predicts Chelsey. “More doctors are experiencing the benefits of taking these types of appointments as well. In the future, it is feasible that telehealth will not lose its demand.”

 

That doesn’t mean all telehealth challenges are resolved. In fact, there’s one outstanding problem that we’re currently helping clients solve for: The need for increased education to help onboard older generations.

 

“It is a unique challenge because those who would greatly benefit from telehealth appointments due to age, physical limitation or challenges finding transportation to appointments, tend to have the most difficult time utilizing the technology,” Chelsey says. “Without the proper introduction and training for this technology, a large demographic of potential users will not be able to benefit from telehealth appointments. Putting walkthroughs or training within the technology itself will not meet the needs of those who must learn how to utilize this type of technology and the devices they would use it on.”

 

So, once you know how to connect with your practitioners via the internet, you can bet that computer or mobile phone lens is allowing them to peer right into your soul.

Microsoft’s Healthcare Bot Migrates to the Azure Platform

 

If you haven’t noticed, you’re surrounded by robots.

 

Internet bots, that is (think chatbots, Alex, Siri – you get it). And if healthcare organizations weren’t using them before, you can bet they’ll be embedding them into their customer experiences soon.

 

Microsoft announced their plans to migrate their Healthcare Bot to the Azure platform, enabling healthcare developers to customize bots for both clinical and/or operational uses and build new conversational tools. Additionally, organizations will be able to use the new Azure Health Bot as virtual health assistants, ensure compliance requirements related to privacy and security mechanisms, and merge electronic medical records into touchpoints to drive more personalized, holistic experiences.

 

“It’s really great to see healthcare companies leveraging and investing in technology to remove barriers and friction from the customer experience,” says our Senior Product Designer Alyssa Hayes. “Healthcare on its own can be notoriously complicated and stressful. Even the routine stuff, especially when you toss in some unexpected illnesses or accidents, can be a burden to navigate. Using technology to naturally provide personalized care – while delivering an experience that’s more approachable and predictable – will help put patients at ease and enable them to understand what they need to do to achieve better health. It gives them one less thing to worry about.”

 

That’s something everyone could use a little more of, these days.

 

Also read: Real People Tell Us What They Want From Healthcare In 2021

"This type of bot technology is providing great opportunities for healthcare practitioners and organizations to build trust and provide care that is truly valuable."

“There’s nothing more personal than your own health,” says Alyssa. “This type of bot technology is providing great opportunities for healthcare practitioners and organizations to build trust and provide care that is truly valuable.”

 

Our Chief Operations Office Ed Borromeo is also on the bot train. “It’s great to see this technology advance,” he says. “It provides so many opportunities to improve experiences within the healthcare space, overall – for both patient and healthcare workers.”

 

And the benefits aren’t exclusive to the healthcare industry. “We see increasing use of this class of innovation in a lot of other verticals: Banking, travel, even HR. Bots have a lot of utility and, frankly, they’re super cool. Beyond efficiencies, those who can seamlessly transition a bot user experience to, say, a human-to-human user experience with no clunkiness will be winners in the CX space.”

 

Note for all businesses out there: If your customers already explain their problems to bots, don’t make them repeat it when connected to human representatives. Make the changeover from robot to representative as smooth as a cut from a scalpel.

Walgreens Taps Microsoft & Adobe to Drive New Personalized Experiences For Shoppers

Walgreens is doing big things.

 

On the heels of an 18 month partnership with Microsoft, in which the two companies worked together to modernize technology and move their health-related operations to the cloud, Walgreens announced a second phase this past week – one that brings Adobe into the powerful fold to help craft next-level experiences and improve engagement with the store’s customers, both in-store and online.

 

By partnering Walgreen’s global customer data with Microsoft’s cloud-based data platforms and Adobe’s Customer Experience Management solutions, the trio will design holistic CX strategies that connect pharmacy, immunization, and retail interactions.

"Having a personalized experience like this can help customers feel like their time and business matters.”

One example of this is what they’re calling “individually tailored” prescription experiences: Today, customers are contacted numerous ways – by text message, email, phone call – when prescription refills are ready. In the near future, instead of being bombarded through multiple channels, none of which drive a valuable experience, they’ll receive an email that not only reminds them about the refill, but provides a “landing page” filled with information that encomapsses dosage, prices and other educational resources.

 

And since so much of a great customer experience is saving customers time, shoppers will also receive alerts that refills are available when inside Walgreen stores, so they don’t have to make a second trip later.

 

“Customers want to have your undivided attention,” says Alejandra Guillen, a Tallwave Content Specialist. “They want to feel like they matter and like businesses actually care about them. Having a personalized experience like this can help customers feel like their time and business matters.”

 

And Walgreens’ goal to connect their in-store and online experiences are key to sustaining customer affinity and loyalty.

 

“Before, in-store purchases were the gold standard,” explains Alejandra. “Now, especially with the pandemic, online shopping is becoming crucial. While people will always make in-store purchases, online shopping will continue to thrive even after the pandemic for convenience.”

One brand doing this well? According to Alejandra, Target.

 

“The Target app remembers your in-store purchases and combines them with your in-app purchases to deliver personalized deals and reminders to buy goods you have purchased in the past. This method is great for both an excellent customer experience and boosting a company’s profits.”

 

And last, but certainly not least, Walgreens’ new strategy to educate shoppers when reminding them about prescriptions will increase the bond and attachments customers have with them.

 

“Customers want to know what they’re buying and what they’re putting in their bodies. When it comes to prescriptions, no one is reading the long pamphlets that come with medications,” says Alejandra. “Formatting this crucial information into easy-to-understand landing page content will help customers build and establish longtime trust with Walgreens.”

 

Anyone else switching their regular pharmacy to Walgreens?

Categories
Innovators Series

Innovators Q&A: How Avidon Is Solving the Patient Engagement Problem In Healthcare

Meet Avidon Health, the behavior change solution that’s solving the engagement problem in healthcare for good.

 

Born in 2020 after the merger of MedPro Wellness and SelfHelpWorks, Avidon Health enables Healthcare organizations across the country to touch their patients’ lives and inspire long-lasting change. By leaning into cognitive behavior training and technologies that advance human connections, they launched a platform called Engagement RX™. This platform not only enables providers, hospitals and telehealth practitioners to increase patient engagement, but also guide their patients to optimal health by focusing holistically on the individual, rather than just their conditions.

 

In this week’s episode of Tallwave’s Innovator Series, our Partner Robert Wallace talks to Clark Lagemann, the co-CEO of Avidon Health who is responsible for spearheading the strategic direction and implementation of Engagement Rx™. They discuss Clark’s journey from sales and marketing to entrepreneurship, the “aha” moment that inspired Avidon Health’s newly-defined purposes, the true definition of innovation in the modern digital age, and how Clark’s personal and professional experiences – including being a three-time Ironman athlete – has influenced his business mindset and approach.

Q&A with Avidon Co-CEO, Clark Lagemann

Robert Wallace: Thanks so much for taking the time to speak to us today, Clark! You’ve had a pretty interesting and inspiring professional journey so why don’t we start at the beginning… In your Linkedin profile, [I love that] you say, “I climbed the corporate ladder and then jumped off into an entrepreneurial world.” Tell us more about how you made that leap from marketing and sales into entrepreneurship.

 

Clark Lagemann: You’ve probably heard the story many times among entrepreneurs. I wasn’t that great in school. I didn’t know what I was going to do but I graduated college and thought, “Well, now what?” I lived close to New York City so the idea to go onto Wall Street or in finance was prominent amongst most of my fellow graduates and friends, but I was someone that could tell a pretty good story, so I decided to go a different path [and] into sales. I said “I’ll go a couple years here and just figure it out and come back and do something else.”

There are [an] infinite number of problems to solve. There’s no shortage of challenges if you think about how much we spend from a GDP perspective on healthcare. How the aging population is being addressed and treated...

So, I started getting into sales, interacting with people, really learning where problems [were], and leveraging a set of solutions that enabled us to solve problems they had for their business. I spent a couple years at a company called ADP, a payroll company, arguably one of the best entry level sales positions and training you can go through. I really had a strong interest in healthcare and transitioned into GlaxoSmithKline. [I] helped that company launch a variety of pharmacologic agents, and then went into the medical device world, where I was working directly with physicians and patients to impact their lives in a very meaningful way. On that journey – let’s just call it 10 years or so – I saw a lot of inefficiencies or difficulties or challenges [that] weren’t being solved…

 

I liked sales because it helped problems get fixed by solutions. In many cases, you’d have a bag you [could] pull out and say, “Here’s a solution that fits for you, Robert…” “Here’s a solution that fits for you, Clark….” But, if you don’t see the solution ever being built, you have to say, “I don’t have a solution for that.” Or you can say, “I’m going to build it myself.” So, I decided to build it myself.

 

RW: I’ve seen a fair amount of entrepreneurs throughout my career and they’re typically either great sales people or great product people. Sometimes, they’re both. Sometimes the best ones are able to – no matter where they started – be that translation layer between here and what the market needs and [then] translate that into what people want and will pay for. What challenges and lessons would you say, as you built your own company, especially in healthcare, were primary lessons that [you learned]?

 

CL: There are [an] infinite number of problems to solve. There’s no shortage of challenges if you think about how much we spend from a GDP perspective on healthcare. How the aging population is being addressed and treated. I would say there’s no limitation to where you can go and solve something, but ultimately it comes down to: Can you solve it quick enough with the budget you have?

 

Many people have this idea that they want to have the beautiful house, corner lot, multiple acres of land, in-ground pool, but they have the budget for none of that. So, how do you eventually earn and get the right to build that house [that] you’ve always dreamed of? It’s by solving micro-problems that ultimately become macro-solutions, and that can be deployed across large scale populations.

RW: How would you articulate the biggest problem that is specifically in healthcare today?

 

CL: [That goes back to] my “Aha!” moment, and where we changed the direction of our business in a very meaningful way.

 

Forever, in my origin story – in starting my own business – I was in an operating room in a very prominent New York city hospital system and I was helping a surgeon do a case. So, basically, surgery. The person we were doing this case on was there only because they weren’t taking care of themselves. My [“Aha”] moment [occurred one day as I was] sitting in the OR – wearing my scrubs, wearing my mask, watching this person through this procedure – and [thinking], “I can’t believe he didn’t just do X, Y and Z, and if he did X, Y and Z, he wouldn’t be here today.” I became so frustrated that people weren’t treating the health and wellness of themselves… I saw that there was this huge opportunity to flip it. To say, “Let’s help these people get healthier.”

 

That was kind of my origin story, where I said, “I’m going to build a business to help these people get healthier.” So, six plus years into running the business – this happened about a year ago, prior to COVID; prior to this incredible change and shift of landscape – I had [that] “Aha!” moment [and] realized, this whole time, I was trying to fix people and help them get healthier. But that’s a byproduct of what we’re really solving, which is: How do you get someone engaged around health? How do you get someone to enroll, to participate, and to complete a set of activities that will change either their health or their life? So, all of our attention went into solving that problem of engagement.

 

That is the problem that we think is the biggest in healthcare, today.

I was trying to fix people and help them get healthier. But that’s a byproduct of what we’re really solving, which is: How do you get someone engaged around health?

RW: That’s well said. A lot of people just have those “Aha!” moments in their everyday lives. Those solutions are sitting out there. It just takes the right people, at the right time to put them together… Tell us about Avidon Health. The company merged two smaller companies in the past year and a half… What you guys are doing and how?

 

CL: Our belief is [that] healthcare is driven through human connection, but the problem with human connection is that it’s very expensive. In a perfect world, I’d have a doctor, a nutritionist, [and]a personal trainer living with me and telling me what I should and shouldn’t eat, how to workout, making sure I get my vaccinations and take my vitamins, but that’s completely unscalable, and not realistic for most normal people…

 

We spent five [to] six years doing health coaching, so, one-on-one interactions with people all across the country and identified certain trends we recognized that people need to work with. We sought out a digital solution company based on the West Coast that had an incredible cognitive behavioral training process and video courses to support a coaching methodology. We said, “One plus one probably doesn’t equal two, but one plus one equals three.”

 

It took those two pieces: [Being] human-centered and coach-driven, and layering in enablement technologies to make the coaches more successful and effective. [That’s what we] think is a huge differentiator [for us] – [we empower] technology with a human-centered focus and [partner it with ] a human-first approach. We’re having our coaches and our care teams and clinicians say, “Here’s all the things people need.” Then, the technical team and engineers build it. So, now, it feels like you’re really interacting with one person.

 

 

Our Work: Upleveling a Product That’s All About Great Service

 

RW: There are a lot of solutions in and around that space, but you really seem to have a lot more empathy around what people are facing, and understanding that connection. It seems to be more about the combining of real people and technology, and trying to figure out where that happy ground is, because it seems neither one on their own is fixing the problem.

 

CL: Changing unhealthy behavior is hard. Most people are going to fail. The most ambitious, driven individuals are not always achieving what they hope for in their health and in their wellness.

 

The belief behind this is [that] there aren’t great solutions – that we’ve identified – that are solving that problem. There are great solutions that have assets that could solve that problem. But, the problem is, Robert – as I say problem six times in a row – they’re not being used. There is no engagement. There is no acceleration, on top of that. You can’t just do text messages and emails, because it doesn’t feel natural. It doesn’t feel like a person. It doesn’t have [that] connection. So, we’ve been able to incorporate that human connection into all the other steps [we were] taking.

 

RW: I have at least three health and wellness apps on my phone, and I don’t use any of them. But, I do track certain things, and I do answer when my human trainer yells at me. That, I pay attention to.

 

CL: Accountability is incredibly important.

Our belief is [that] healthcare is driven through human connection, but the problem with human connection is that it's very expensive.

RW: Tell us about your business and how it’s structured – who do you sell to?

 

CL: We’re an enablement solution or technology for third parties. So, we [identify where] people [are] trying to interact or engage with a large population, and [ask], how do we make it run better, faster, stronger, longer?

 

Primarily, you think of the BUCAs – the Blues, United, Cignas. They have a large number of members that interact with them for health and wellness. Can we make their solutions run better? The answer is: Of course, we can. We have incredible third-party data and case studies that validate and demonstrate [our] efficacy in creating more meaningful change. Then, [we] just go down the line [considering] where people interact with health. So, hospital systems and healthcare providers…

 

Prior to COVID, people weren’t talking about virtual coaching – how [to] make engagement in people’s homes and communities. They were doing it a little bit, but COVID happened, and it’s like the whole world shifted. [Our] expectations – as consumers, consuming healthcare – are a lot different than they were a year ago. [We’re] not waiting for the doctor for 45 minutes, [we’re] expecting things to be delivered to [our homes], [and we’re] expecting things to be easy and simple. We believe – and you know this, Robert, from your experience – [that Healthcare is] slower to implement newer technologies… We can help give them a little more speed… Consumers are expecting that right now.

RW: I’ll diverge here for a minute. In many ways, a lot of the things that have happened in E-commerce over the last 12 months pushed everything forward five years. I think there are some things in the healthcare world that happened, too, around telehealth.

 

Telehealth was a thing, for sure, but now, I think it’s been pushed forward five years. And here we stand. That plays well for Avidon Health.

 

I actually heard the other day, you know, the Mirror, the fitness solution recently bought by LuluLemon? They’re now thinking about having that be the portal for telehealth. That’s an example of how the whole thing got disrupted right under our noses, and it bodes well for the kind of integrative approach Avidon Health is taking.

 

CL: Again – going back to the problems – think about a huge problem right now that’s across every state. It doesn’t have any empathy. [It doesn’t care about] your social, economic class: Substance abuse.

 

People are addicted to pain pills, addicted to different substances. They’re having a difficult time going to their traditional therapies and treatments, because they’re not in their same environments, anymore. So, we said, “This is a tremendous opportunity for us to leverage what we’ve learned and throw it against a big problem that many Americans across the country, healthcare systems and communities are suffering from…

 

So, we built out a program to solve that, because we can acknowledge that there’s this [fear] that [people battling addiction aren’t] going to be able to get the treatment they had in the past. Now, we’re doing something where they can get [treatment] 24/7. Within minutes, [they can] be interacting with an experience that can change their lives and help them get off of – or stay off of – those abuses and different substances they [are or] were on.

Can we increase the interactions? The completion rate of certain predetermined clinical paths or clinical protocols? While we are a face fresh in the industry, we have a tremendous amount of experience.

RW: How are you thinking about the customer experience? You’ve described a much more different, and potentially effective, way of doing things for the business, but how are you thinking about how the customer experience is being effective? How are you ensuring you’re effective? Are there specific metrics you look at?

 

CL: Ya, going back to engagement. Can we increase the interactions? The completion rate of certain predetermined clinical paths or clinical protocols? While we are a face fresh in the industry, we have a tremendous amount of experience: [We’re impacting] four million lives right now, [and hosting] hundreds of thousands of interactive coaching sessions. Everything we’ve built has been built on the problems and pain points that we were trying to solve for ourselves, and now, we’re saying we can package this whole thing up, and give it to another organization and say, “We know you have these problems too. Take this box and open it. It will give you all the tools you need to be successful and engaging with your own populations.”

 

RW: How does the product actually work. I’d love to hear about how the pieces interact: What a customer might go through and how they interact with the technology, coaches and content?

 

CL: Almost always, someone has a solution. They have something they’ve worked on, built, or is sitting on the shelf behind them that they want to use, but don’t know how.

 

We built our solution to fit into their solutions. So, robust APIs, webhooks, [and] documentation. People can take our solution, and bring it right into their universe and environment. The end user would never know it’s us…

For those [who] don’t have a solution, we say, “Well, we’ll give you something that’s white label, so again, the end user will never know that we’re there.” They’re just running with the solution. We give them all that at their fingertips with a few clicks.

 

[Now], the end user’s perspective. This is where it becomes very fun and very interesting. The greatest solutions in the world only work if you use them, you know about them, and you’re engaged with them. This is a repeated theme, over and over. So, we built out what we call a Recruitment Phase. Most solutions start with the person actually on your product. That’s, like, step five. You don’t just download an app and put in your information – that’s crazy talk, man! You had to have a moment, a life event, [or] a motivation to get signed up.

 

Now, once you’re there, [that’s when] everything happens. Our magic starts when we try to get you interacting. We say. “We’re going to educate you and engage with you.” We look at zip codes where people are [interacting from]. We have data to support different personality types of those zip codes. So, we look at one of five different personality types that you will most likely have if you live in a certain zip code. Then, we start to create a messaging strategy to get you into our system and solution. You come on our solution, you verify that our assumptions were correct, and your experience begins.

 

Some personalities say, “I want to tell you everything about me, I’m going to give you my life story!” Other people say, “No, thank you, just give me what i need. Give me my answer.” So, as you’re interacting. the solution evolves and shows you things that are more relevant for your personality type. Then… it gets exciting. We’re dancing at that point. [The solution surfaces] interactive content relevant to your health risks, holds you accountable and makes sure we use – and this is really important – cognitive behavioral training actually influence your activities long term.

Avidon post about the importance of content

RW: That’s really smart. When I think about customer experience, I use the term “Persona,” but what personas really are are amalgamations of behaviors. What you’re saying: You’re trying to think about what behavior types and what personality types lead to certain behaviors and build the product around that – or at least form the pieces of the product based an individual person’s needs. That’s really interesting.

 

CL: Ya, and think about this: There’s five generations in the workforce right now… It’s insane! Think of someone in their mid-60s working, and someone in their early 20s working. Do you think they want the same solution? No, absolutely not! Yet, the idea behind it is, “Let’s build something that fits all people.”

 

Our solution is focused on the individual. Not the condition, but the individual. Their personality, their interactions, their learning style – which we haven’t even talked about. How people learn is different. You may want to consume something that takes you seven minutes to read; I may want to consume video content. So, how do we serve it up to you [so that it’s] relevant and timely?

 

RW: I have more of a philosophical question, when you define innovation, do you think it has to be disruptive?

 

CL: When you hear the word innovation, it’s sexy and people want to just slam down innovation and say, “Thats me, look at what I can do!” But innovation happens everyday. I look at my daughter – she’s 2 years old – she’s innovating, she’s telling me what she wants. It doesn’t need to be so disruptive that it changes the world, but it [needs to change] her world.

 

For me, if I can innovate on something that makes a meaningful change for one of my employees. or for a person that’s consuming our product, it could change their life. [Even if] it’s just a small change for them, [it could] ultimately amass into something very large because it’s so incredibly needed for their own experiences or personal beliefs.

Changing unhealthy behavior is hard. Most people are going to fail.

RW: You’re a technology person. You’re also a healthcare person. Do you see any larger trends that you believe are moving one way or the other for 2021, 2022, or even over the next five years?

 

CL: I think of the acceleration of everything – virtual and remote – that happened with COVID. It was really incredible. Where I thought the market was, as you touched on, it basically got sped up by three years – five years potentially.

 

So, where I thought we were going to be going, we’re almost there now, which is kind of crazy because i was only thinking – as an entrepreneur you look at, “What am i going to do tomorrow? What am I going to do in a month from now? What am I going to do in a year? Three? Five? You’re not twenty years out. That’s just not realistic. So, where I think we’re going is almost what I see coming at me right now, which is leveraging this highly personalized approach to interact with people in their homes, and a very convenient time that they desire, versus forcing people to get into their cars, to wade into buildings – typical brick and mortars – with a dozen other people waiting. You don’t get seen on time; the experience is not great. It’s not a consumer experience. You’re going to take that experience whether you like it or not because you have to.

 

Now, there’s a different way. It’s making it more interactive and more compelling.

 

RW: A lot of startups are ahead of the trends and, a lot of times, they have to either hope they can pull the market with them, or hope the market catches up with them, and that those two things hit each other while the company stays alive. You were doing that and everything went like this, and now, you’re standing here saying you have a perfect solution for the time. It’s so fascinating and rare.

 

CL: Before [we acquired] the company in the West Coast, we just saw white space and thought this is where [things were going]. We started pulling it together, and as COVID happened, it came almost too fast… It’s a good problem to have.

 

Now, it’s a matter of, “How do we translate our story, so that it’s compelling to the budget holder that’s making that decision, that has some sort of solutions or budget in place?” They’re deploying against this problem that isn’t getting better. People are not reversing the curve in healthcare – healthcare costs are getting more expensive every year, it’s insane. But yet, we’re doing the same thing, over and over and over again, with a different skin, maybe a different smell or a different taste, but it’s the same general solution.

 

So, we say, “Let’s take that solution, and let’s make it a hell of a lot better.”

RW: Right. I mean, stay healthier. There’s the first answer, right?

 

CL: I’ll take that. Yes, please!

 

Also read: Real People Told Us What They Want From Healthcare in 2021

 

RW: I want to switch to a personal question and fun fact. Our research team dug up that you’re a three time Ironman, is that correct?

 

CL: I’ve suffered those hours on the course, yes.

 

RW: My guess is that what you learned during those Ironmans has helped you in how you approach your professional work. Is that a fair statement?

 

CL: It is. To get to that starting line, the amount of work you have to do… People [associate] overnight success [with] entrepreneurs, but [they] only see the final product.

 

It [took] eight months of training to get to my first Ironman, and it forced me to cut out noise. When I started training for it, I cut out social media. I just disappeared because my primary focus – just like when you’re running a business, is making sure this thing gets to the starting line. Not even the finish line, to the starting line. And when you get there, you’ve got this race, the cannon goes off, and you realize: There’s a whole community of people that are there, that want you to get to the finish line.

 

So, just like an entrepreneur, as I’m seeing right now, there’s a whole community – yourself including – that wants to see us get to the finish line. And the finish line for me could be different than someone else’s finish line, but the idea is that we rally behind our entrepreneurs, and people want to see them do really well. But you have to earn the right to get to the starting line. You’re sure as hell not going to go do it without thinking about it. You have to earn the right to get to that starting line. That, to me, was my “Wow” moment.

This business that we’re doing right now is going to change the way people interact with healthcare in a very meaningful way.

RW: There’s also a mental stamina to entrepreneurship. Those overnight successes you mentioned, and people think about the “Unicorns.” Those unicorns are 10 years old. Those first seven or eight years were really difficult, but no one remembers that first half of the process.

 

CL: I remember when I ran across the finish line at my last Ironman. It was 15 ½ hours on the course. I was exhausted… As I’m coming up to the finish line – I’m not having a good day. I’m not feeling well. I was telling my wife and family friends that were there, “I’m sure as hell not going to do this, again. No way. I’m done, I’m exhausted, this is stupid. What was I thinking?”

 

The next day, we’re in wine country having a couple glasses of wine celebrating, and I say, “I’m going to do this next year.” And [my wife] said, “You told me you were never going to do it again?!”

 

What you said is so true. You forget the pain that got you there. Ya, it was painful to get there. But I have this desire to run this business. You see a problem, you go to solve it, and if you don’t have the solution, you keep working on it.

 

RW: It isn’t about the money, it isn’t about the finish line – well, it is but it isn’t. It’s about doing what’s necessary to see if you can make it happen.

 

CL: How often in life do we have times like that? We have a finite amount of time to be here. For all the things I’ve done, there’s so much more I want to do and achieve, and I need to force myself to do it.

 

It’s easy to let a week go by. And [then, when it’s gone] you don’t realize what you’ve done and achieved to help make yourself better, your family better, or your community better. I want to make sure that I’m doing that.

 

This business that we’re doing right now is going to change the way people interact with healthcare in a very meaningful way.

Learn more about Avidon Health by visiting their website and staying up-to-date with them on LinkedIn

Categories
News This Week in CX

This Week In CX: Mylk Tries to Be Funny, Masks Get a High-Tech Upgrade & More

Recently, a couple people have asked us what customer experience encompasses and why we select the stories we do for This Week in CX… afterall, they really run the gamut! From news about advertising campaigns to product development, rebrands, research, and algorithm updates, they speak to every sector of a company’s business and growth milestones. But the reason for that is quite simple: Every single interaction and/or touchpoint a potential or existing consumer or client has with your brand factors into your overall customer experience. The quality of the experience – whether it’s friction-less and purpose-driven, or full of frustrating, confusing, or triggering moments – continuously informs and evolves a customer’s perspective and affinity for your brand.

 

And the minute details – the words and images used in the messaging, the colors chosen for design, the tools used to deliver customization and personalization, the ease of navigation and product design, the foresights into changing consumer behaviors and expectations, the optimization that enables discovery and education – it all impacts a customer or consumer group’s experience with you. Like we always say, #ExperienceIsEverything.

 

Extreme care and intention must be carved into every business decision made, whether it obviously impacts the external customer, or not (because hint: employees are the drivers of experience and if they’re not happy, we bet you’ll notice a trickle-down effect). Cross-functional alignment on values, purpose, mission, voice, and personality is essential to providing consistent experiences that build rapport, dependability, and advocacy.

 

Also read: How to Craft Employee Experiences That Improve Customer Experiences

 

Hopefully, with that explanation, we’ve made our why behind the stories we choose a little easier to understand (if you’re still confused, we’d love to continue the conversation! Send us a DM here, here, or here). So, without further ado, here are the biggest product, marketing, and research developments that occurred this past week and will most certainly inform how we design and deliver the customer experiences of tomorrow.

The quality of the experience – whether it’s friction-less and purpose-driven, or full of frustrating, confusing, or triggering moments – continuously informs and evolves a customer’s perspective and affinity for your brand.

One Milk Alternative Brand Took Transparency to an Udderly Risky Level (Or Did They?)

 

Companies by and large have had to get creative with their marketing efforts as work-from-home and social distancing mandates have continued as our new normal. For example:

 

Apple released a commercial that showcases a slideshow of photos and videos – safe to guess all shot on iPhones – with the message, “Creativity goes on.” While simple, it does the job. Some of us may or may not have felt a little choked up.

Women’s Aid – a UK-based organization that provides live-saving services to those impacted by domestic abuse – took to the streets to capture footage of empty sidewalks, parks, stripmalls and sqaures. In between the commercial’s montage, simple white letters appear on a black screen that read, “Domestic abusers are no longer walking among us. They’re locked inside with their families.” A sobering reminder and plea to donate to help women and children in our communities whose homes are anything but safe.

Coors Light turned one Grandma’s tweet into a massive social campaign (and free beer spree) that ultimately raised brand awareness and customer sentiment. After 93-year old Olive Veronesi posted a photo with a beer can in one hand and a sign in the other that read, “I need more beer!”, Coors was quick to jump into action.

Grandma holding Coors Light and I Need More Beer sign

They delivered 10 cases to Olive’s doorstep (to which she posted another picture with an updated sign, “Got More Beer!”) and started a Twitter giveaway – one that resulted in dropping off a whopping 500,000 beers to people’s doorsteps – with the #CouldUseABeer hashtag.

Twitter #CouldUseABeer tweet

So, with creative ad campaigns piling up, what’s a new brand – who can’t supply samples in grocery stores to potential consumers but wants to make a splash in the marketplace – to do? Lean in, take risks, and follow the lead of the unconventional.

 

Milkadamia, a new nut-based milk alternative brand, introduced itself with a little transparency and light-heartedness. Afterall, we’ve all had a very serious year. They recruited seven Chicago-based comedians and sent them boxes of unidentified food items. The comedians (read: not scripted actors) were told to unbox the items and try them. On-camera. That’s it.

 

They called it the “Just One Taste LIVE campaign” and, while they aimed for authentic reviews of their products – ”I won’t say I wasn’t anxious,” CMO Christina Downey said – they also did some good by paying out-of-work improv actors to sit in their PJs and drink Milkadamia’s new macadamia nut milk. Although, just to be clear, none of them were actually wearing PJs. They look quite presentable in the final video. Which, come on, making the rest of us sitting in three-day old sweat pants look bad.

The campaign’s goal was to open people’s minds up to the possibility of plant-based milks, and while they may have achieved that, some Tallwave experts felt the campaign fell a little flat.

 

“The idea is good… But to be totally honest, the video feels kind of forced,” reviews our Manager of Content Strategy Holly Ringerud. “I know they said it was unscripted, but it’s obviously edited and everyone is well-lit. It’s just not as high concept or entertaining as I think it could have been.”

 

She finished: “But it’s an interesting update on the ol’ taste test!”

 

So, there’s that.

 

Our Director of Operations Kailen Campbell also loved the idea but was left wanting more. The biggest problem? It didn’t stay true to the campaign’s name and promise.

 

“The video campaign says it was ‘recorded for subsequent public distribution,’ right? So, this was not truly a live event – despite being called ‘Just One Taste LIVE’ – where people like me could join the Zoom and watch the big names taste everything in real-time,” Kailen pointed out. “Believability matters a whole lot with things like this.”

 

She did have some kudos to give.

 

“Creative? Totally! Unique? Yep. Good for them for giving us all something a little different.”

 

But it was actually another Milkadamia video that sparked greater interest in the brand and product for Kailen.

 

“I actually really enjoyed the educational promotional video more. I don’t know much about milk alternatives. I drink cow’s milk! So, the educational information made more of a lasting impression on me.”

 

It seems unanimous. A for creativity. A for taste. C for execution. Sorry, we can nut lie.

Facial Masks Get a High-Tech Makeover

Bonatone, a British electronics firm, recently released a high-tech, protective face mask that solves a pain point all mask-wearers have encountered at least once. With earbuds and a microphone built-in, Maskfone gives multitaskers the power to stay safe while continuing conversations – or listening to music, podcasts, etc. – while on the go. As CreativeBloq [https://www.creativebloq.com/news/maskfone-ultimate-face-mask] put it, “Anyone who has tried removing a mask with music plugged in will know it’s a recipe for lost earbuds, while trying to speak on the phone through a mask is a recipe for a sore throat.”

Simply put: Bronatone developed a product with hopes of changing the experience humans have with their protective masks, whether on a jog, at the grocery store, or taking a professional call while chasing a kid around Target.

 

But the real question of the hour: How has the pandemic changed people’s perceptions of crowds, germs, and distancing, and will newly-acquired safety-precautions – like wearing masks – continue once the threat of COVID-19 has passed?

 

“I think people will be more mindful about cleanliness – continuing to use hand sanitizers and wipes – while in public places and crowds. Companies may continue to offer sanitizing products to the public. I also foresee virtual experiences, such as Telehealth and contactless options continuing,” says Jenny Alexander, Product Designer at Tallwave. “But I definitely don’t see the use of masks persisting once the pandemic is resolved. There is already a lot of resistance to wearing them. Potentially a few extra cautious people may prefer wearing masks, but I only see the trend lasting for a short period in the post-pandemic world.”

Well, hopefully for Bronatone’s sake, the mask – which is made with four filter layers, washable and water-resistant fabric, comes with a variety of ear hook sizes and features controls buttons on the side, along with an app that can boost the speaker’s voice – sells out before we all go back to living the unmasked life.

 

Also read: How to Brainstorm For Innovation 

 

Speaking of COVID-inspired items… Has anyone created the bottomless toilet roll yet? Now, that’s a life-changing invention right there. 

New Survey Reveals New Charitable Donor Insights 

Data Axle released a new report titled New Best Practices to Connect With Today’s Charity Donors that highlights current behaviors, preferences, and sentiment among today’s charitable donors, particularly as they vary by age, gender, income and political affiliations.

 

Being that we work closely with a couple nonprofits and charitable organizations to improve their donor acquisition, digital footprint, and reach new (younger) audiences, we were interested.

"It all comes down to a charity’s customer experience."

Some key takeaways shared in the report include:

 

  • Preferences surrounding donation channels vary by age; 45% of donors 60+ prefer sending donations via mail; while all demographic groups between 18-60 prefer making donations by going to a nonprofit’s website unsolicited and donating online (ahem, a strong digital experience – and digital brand awareness strategy – is key).
  • Young donors (18-44) favor making monthly contributions to charities of their choice – it’s all about ease through recurring (subscription-like) models these days.
  • Omnichannel strategies and cross-channel communication is crucial. Email, direct mail, and social media were reported most important – with basically no one wanting to receive phone calls. However, and potentially most important, according to the report, donors prefer to “receive communications via one channel and donate through another, [so] synchronized cross-channel strategy is vital.”

“These findings do align with what we’ve seen through our partnerships and respective campaigns with donor-dependent nonprofit and charitable organizations,” says Tallwave Consultant Benjamin Pressman. “It all comes down to a charity’s customer experience. The starting point has to be internal alignment on what success looks like. This evaluation must rely on factoring the lifetime value of new donors into acquisition costs. In our experience, nonprofits can’t rely on each individual acquisition channel delivering a positive return, but instead need to, at a minimum, combine all acquisition and retention efforts’ costs to view the overall lifetime value return. More sophisticated evaluations can be developed to understand the influence each channel has on initial donation and retention of donors, but there needs to be an understanding that all channels contribute to the overall revenue brought in from donors.”

"In our experience, nonprofits can’t rely on each individual acquisition channel delivering a positive return."

And while cross-functional alignment and a defined roadmap for success and ROI is key, so is crafting a personalized, seamless cross-channel experience that encourages donations, as well as engagement and advocacy.

 

Also read: Optimizing paid media strategies for a 40,000% increase in leads

 

According to Benjamin (Benjie, as he’s known around the now-virtual office), there are two steps organizations should take to improve their cross-channel experience.

“The first is focusing on the current donor base and finding similar donors:

  1. Charities should analyze their current donor base and find common factors to acquire similar audiences that provide the needed long-term return in revenue
  2. Building in audience analytics to the acquisition funnel will also help charities understand where the pain points are in the prospect CX, and test and learn to alleviate those pain points
  3. Similarly, retention efforts’ pain points should be be evaluated through customer research to inform improvements in retention efforts

These efforts will provide the roadmap to acquiring new donors that align with the existing donor base. Then, charities should use 3rd party research to identify who their new donors likely are. Based on that determination, a new CX flow should be created to accommodate expectations for that audience. This could be a simple tweak of existing creative assets and site content, or a need to more broadly create new experiences.”

 

Helping nonprofits and charitable organizations expand their reach and deliver their mission to more audiences is something we’re so incredibly proud of and passionate about. We hope to use these new findings to continue that pursuit and drive more unstoppable growth, change, and impact.

Categories
News Strategy This Week in CX

This Week in CX: Sephora Plans For a CX Makeover, General Motors Unveils Rebrand & More

Four words have been on repeat throughout our virtual office as of late – reband, redesign, rinse and repeat.

 

If you didn’t notice, Tallwave executed a total 360 rebrand in 2020 (what else was there to do when we were all hunkered down in our homes?!), so naturally, that’s been on the mind. And it appears some major legacy companies are changing their brand and visual messaging, as well.

 

Redesign is continuing to be a top priority for companies – big and small – in 2021. As the world changes and the new normal settles in, all businesses are being called to evaluate their customer journey, improve and iterate. And that’s no small feat. It takes alignment across all teams including research, design, content, development, marketing, branding and People & Culture to work towards a common goal and ultimately pull off a successful customer experience redesign. It’s a lot of work… we would know.

 

And lastly, rinse and repeat, or, as we often say, never set and forget. Now, these words don’t necessarily pertain to the stories we’re sharing today, but they’re crucial for any companies carrying out rebrands and redesigns to plaster on their walls. Why? Because even though both business milestones – rebrands and redesigns – require extremely heavy lifts, the job isn’t done once the final products and plans are announced and unveiled. Communities, customers, and cultural climates are changing faster than ever before, and with evolution comes new technologies, expectations and demands for businesses to do and be more.

 

So, cheers to the companies putting in the good work to serve their customers – employees and consumers – first. Celebrations are certainly in order. But once the dust settles, it’s time to go back to the beginning and measure, evaluate and continue to build.

 

With that said, here are the biggest business, tech and data developments that occurred this past week and will most certainly impact how we design and deliver the customer experiences of tomorrow.

 

Sephora: Your Scheduled Appointment For a Customer Experience Makeover Is Confirmed

 

Big kudos are in store for Sephora! On the heels of releasing “The Racial Bias in Retail Study,” the major beauty retailer announced plans to address and resolve racism, discrimination and other unfair treatment throughout their customer experience.

"Racial bias and unfair treatment exists at all phases of the shopping journey, even before a shopper walks into a store."

“It operates on multiple levels across the consumer journey,” Cassi Pittman Claytor, one of two academic partners who collaborated with Sephora to conduct the study, says in the report. “From the very start when people even think about things that they want to buy, to actually making a purchase, using a good — every step along the consumer journey, retail bias, racism is evident.”

 

The statistics in the report are pretty bleak, but if viewed through a different lens, they also uncover major opportunities for all retailers to make change. According to the study:

  • Three in five retail shoppers have experience discriminatory treatment
  • Two in five shoppers have personally experienced unfair treatment on the basis of their race or skin color
  • Three in five employees have witnessed bias at their place of work
  • Three in four retail shoppers feel that marketing fails to showcase a diverse range of skin tones, body types and hair textures
  • Four in five retail shoppers don’t believe there is a representation in brands or companies that are made by and made for people of color

To put actions behind their survey and words, Sephora revealed their D&I action plans to cultivate a sense of belonging for all consumers, regardless of race, skin color or shape, and they hope other retailers will do the same. The plans include new production guidelines designed to increase diversity in all marketing materials; improved in-store processes and mandates for greeting customers and gathering monthly D&I feedback; and more inclusive talent and employee recruiting, mentoring and training programs related to unconscious bias. Progress made across all sectors of their customer journey will be shared publicly on a bi-annual basis on a dedicated section of the company’s website.

It’s this full-picture approach that’s going to make the biggest impact.

 

“As companies take an introspective look at how well they’re serving the full diversity of their customer bases,” says Jessica Pumo, Tallwave’s Vice President of Marketing, “the most effective strategies for addressing racial bias will be those that consider the customer experience holistically across the entire customer journey and how well that experience meets the needs of all customer personas at every touch point.”

 

While strong representation in marketing, in-store staffing, and product assortment are key for creating an inclusive customer experience, Jessica says the employee experience is also paramount.

 

“Employees are the key drivers of customer experience. Sephora’s efforts to not just train employees on diversity, inclusion, and unconscious bias, but to create an employee experience that delivers on the emotional outcomes they want to create for their customers should help them set the stage for authentic, lasting change.”

 

Also read: How to Craft Employees Experiences That Improve Customer Experiences

Even the Motor Vehicle Division (MVD) Is Evaluating Their Customer Experience

Get ready to put “new vehicle registration tags” on your next grocery store list. The MVD is expanding its efforts to improve their current services because, well, frankly – and I think everyone would agree – the experience stinks.

 

“DMV’s have so much opportunity to improve customer experience,” says Tallwave’s Senior Digital Intel Strategist Brooke Weidenbaker. “You would be hard pressed to find someone who enjoys going to the DMV.”

 

Luckily, individual states are aware of their CX problem and looking for ways to improve. Just this past week, New Mexico started testing self-service vehicle registration kiosks at the popular chain grocery store Albertsons. To speed up the registration renewal process and print new tags right on the spot, shoppers can visit voice-enabled kiosks before or after picking up their weekly supply of eggs and milk.

"The kiosks will be able to collect data that otherwise might not be available at the in-person locations."

“We’re excited about being able to offer a convenient way for MVD customers to take care of business with us. Whether it’s online, over the phone, in person or now through these new self-service kiosks, we are committed to finding the best ways to serve everyone,” Taxation and Revenue Secretary Stephanie Schardin Clarke said in a recent news release.

 

These new self-service registration kiosks New Mexico is trying out are an excellent start.

 

“Not only in providing consumers another option but also from a data perspective,” Brooke further explains. “The kiosks will be able to collect data that otherwise might not be available at the in-person locations. This is a great step in the right direction that will hopefully kickstart more improvements to the MVD experience across the country.”

 

Well, if nothing else, I know one thing: I’m buying an electric car next so at the very least, I don’t have to deal with emissions and the MVD. Which, speaking of emissions, brings us to our next story…

 

Also read: What Is CX & Why Does It Matter?

Kia and General Motors Unveil Rebrands For a Cleaner Future

New year, new me isn’t just for individuals – it’s for entire organizations, as well. Kia and General Motors both announced huge rebrands this past week, introducing updated visual logos and identities.

Kia's new logo 2021

“We designed the [new] logo around two basic principles. The first is symmetry that symbolizes a sort of stability and confidence that we have towards the future,” explained Karim Habib, Head of Kia’s Global Design. “The second principle is the rising gesture that you see on the K and on the A, meant to symbolize a rise in what we want to achieve with the brand and what we provide in terms of the brand experience to our customers in the future.”

 

General Motors also unveiled its modern-twist on their original logo that hasn’t substantially changed since 1964 – the change is meant to visually communicate its shift towards focusing on zero-emission vehicles.

GM's new logo 2021

As seen in the image above, the custom-designed font is now all lowercase with the ‘M’ featuring arches that symbolize the prongs of an electric plug. The more vibrant color is meant to represent their hope for bluer, cleaner skies.

 

“A logo is the customer’s front door to the brand,” says our Art Director Sean Tucker. “It is usually the most visible component and it represents the brand at the highest level. A great or compelling logo can make an impactful first impression – a chance to put a stake in the ground and say ‘this is what we stand for.’”

 

But Kia and General Motors did more than just rebrand their visual logos. They also evolved their overall messaging.

 

“The new Kia is undergoing a full transformation to deliver meaningful experiences, products, technologies, and design that are all focused on you – our customers,” explained Karim Habib. “From now on, every time you encounter a new element of the Kia brand, we want you to be inspired.”

 

That’s quite fitting given Kia’s other major brand messaging changes, swapping the “Power to Surprise” tagline for “Movement that Inspires” and dropping “Motors” from its corporate name to reflect a future in which they offer sustainable mobility solutions for everyone around the world.

 

Meanwhile, General Motors is also fighting for a zero-emissions future. “There are moments in history when everything changes,” GM’s Global Chief Marketing Officer Deborah Wahl said. “We believe such a point is upon us for the mass adoption of electric vehicles. Unlike ever before, we have the solutions, capability, technology and scale to put everyone in an EV. Our new brand identity and campaign are designed to reflect this.”

"Sure, we need to teach customers about our product and hopefully convince them to buy it, but the real magic happens when we make them feel something."

When carrying out a rebrand, companies must first start at the core – the heart – of the company and identify what they believe and value most.

 

“A brand is so much more than just its logo,” adds our Art Director Sean Tucker. “It is critical that the brand is built with thoughtful messaging and communications. Sure, we need to teach customers about our product and hopefully convince them to buy it, but the real magic happens when we make them feel something. The most successful brands have built lifestyles around their products that their customers truly believe in. Nike isn’t Nike because of their (kind of awkward) logo. Nike is a dedication to being faster, stronger, and better. Millions of people put a little Apple sticker on their car when they got their first iPhone, but that’s not because it’s a really great illustration of a fruit. It’s a badge of honor, it says ‘I believe in this.’”

 

While consumers have varying opinions on the new visual logos, most agree that Kia and GM’s commitments to creating a healthier, more sustainable world is what matters most.

Categories
Innovators Series Strategy Uncategorized

Innovators Q&A: How Genexa Is Challenging the Pharmaceutical Industry & FDA

Welcome to our first of many interviews with innovators, mavericks and leaders across the globe who are challenging convention and changing the CX status quo!

 

To kick off the series, our Partner Robert Wallace who leads Tallwave’s strategic market and growth opportunities interviewed Kelli MacDonald, Chief Marketing Officer of the world’s first clean medicine company Genexa. Founded in 2014 by two dads who were concerned about the ingredients in their family’s medicine bottles, Genexa has one simple mission: To put people over everything. They believe in expanding health education and improving accessibility to clean medicines for all. And in 2021, they’ve got some pretty big goals – some backed by data, and others inspired by their ‘StoryDoing’ ethos. 

 

Learn how Genexa plans to evolve from start-up to household name, Washington D.C. lobbyist, and the brand that changed the over-the-counter (OTC) industry for good. 

Q&A with Kelli Lane MacDonald, Genexa CMO

Robert Wallace: To start, I think it would be worthwhile for you to give us a brief overview of your background and an introduction to Genexa.

 

Kelli Lane MacDonald: Sure! I [started my career cutting] my teeth at various different advertising agencies up and down Madison Avenue, if you will, in New York City. I went back to school while working at one of those agencies to really dig into customer experience, human centered design – to expand my knowledge.

 

Through that process, I landed at a brand strategy firm that really focused on putting the person at the center of the experience. [They] hung their philosophy on this idea of ‘StoryDoing’… [it’s] the concept that you [not only] need a really powerful story and mission – you need to do that story in the world. The best brands in the world – [the ones that] are most famous, impactful and giving back to society – are the ones that follow that kind of philosophy. So, through that work – through my previous agency where I was the Managing Director – we started working with Genexa to help them finalize their brand and really take them to the next level with the launch into stores – 40,000 different retailers like Target and RiteAid, Walgreen, Whole Foods and many others. So, I bring a lot of experience with marketing, communications and consumer insights – how to speak with, touch and provide value to consumers everyday.

 

What really drives me every morning to wake up and [makes me] excited to do this job with Genexa is what they’ve built. The founders of Genexa, David Johnson and Matt Spielberg, are two dads. About five years ago, they looked at what was in their children’s medicine and couldn’t believe the artificial dyes, colors and ingredients – literally the poisonous ingredients in substances like Antifreeze – that are being used in micro-doses in our medicines and we ingest to make us feel better. They felt there had to be another way and so they embarked on a journey to really create alternatives that are just as effective and have the same active ingredients, which is the reason you take a medicine – acetaminophen, diphenhydramine… the reason you take Tylenol or Mucinex or Benadryl – but take out all of the dirty, inactive ingredients and replace them with organic, non-GMO alternatives. Our whole company is built around this philosophy ‘People over everything…’ That everyone deserves access to cleaner, better for you medicines. And you know, we’re thankful to all of our retail partners who are helping us bring that to everybody.

"Our whole company is built around this philosophy ‘People over everything…’ That everyone deserves access to cleaner, better for you medicines."

RW: Thank you for that. It’s a really interesting concept. When you looked or are looking at building out Genexa, do you take into consideration any specific touchpoints in the over-the-counter buying journey? What user experience components do you believe to be most critical to customer conversions and loyalty? 

 

KLM: That’s a great question. There’s really two kinds of OTC drug shoppers and all of us are those two personas depending on the situation that we’re in. There’s the emergency situation: Your child has a 103 degree fever. It’s 11pm at night. You need to go get relief for them to bring that fever down. Or you are not in a moment of crisis and are thinking about how to improve your health, be prepared and clean up your medicine cabinet or find alternative options.

 

As consumers, there’s been a clean revolution in all kinds of industries – food, beverage, beauty – to me, it’s actually the most counterintuitive thought in the world that the medicine we put into our bodies to make us feel better would be the products that are still dirty and have dirty ingredients.

 

As we think about those two personas – the emergency shopping persona versus the non-crisis but trying to prepare [persona] – there are different needs, right? If you’re in an emergency situation, [you’re] not ordering something online and waiting two days for it to [arrive]. It’s not useful, at that point. Where as.. If you’re thinking about how to live a less stressful life or help with sleep at night because of the changing of time zones, you’re more in that reactive mode. Because of that, we made a really conscious decision to be the only pharmaceutical company that sells omnichannel. We, obviously, have an in-store presence with retailers. We have a .com, we have Amazon, we’re selling through instacart. [We’ve made] a conscious decision that we never want to force a consumer to shop in a way that is not natural or useful for them, and, therefore, we had to build out sales and marketing strategies that supported that.

RW: How did you come to those realizations that it needed to be a 360 customer experience or to understand that those were the two primary personas that you were looking at? Did you do audience research?

 

KLM: Yes, we did quite a bit back in [quarter one] of last year. To give my counterparts that run sales internally at Genexa credit – they started having retailer conversations long before the marketing team did tons of audience research and segmentation and said this was the right decision: To go have those conversations. I think, originally, like any entrepreneurial culture, there’s probably a little bit of gut feeling, a lot of talking to people in aisles. Everybody on our executive team walks into retail aisles and just talks to customers – well before COVID. We don’t do that currently. And so, it starts by understanding the customer – we used research to validate that – and also find additional insights to understand how to reach them, how to add value and [to uncover] what their need states were.

 

Also read: What Is CX & Why Does It Matter

RW: How did you identify or evaluate which channels to go after first? You have DTC, big and small retailers, instacart – how did you prioritize those or even think of those when crafting omnichannel funnels? What was most important to you and your strategy?

 

KLM: It’s chicken and egg, honestly, because from my perspective, depending on who you are as a brand – that’s where I think you need to really start: Do some soul searching, figure out what is authentically you. Then use that to inform how you think about your business and where to build, invest time, money and effort first. But I think the egg side of that is – especially with more entrepreneurial startup environment – you have to get your product into people’s hands. So, really organically, our sales team went to the Erewhons and the Sprouts in LA [where it was founded] with backpacks of product… and just asked for some time with the decision-makers of those stores.

 

But I also think, coming back to the brand point, part of what makes Genexa so different is that we call ourselves the only human funnel. We are pharma with a face. Our founders phone numbers are on every single product on the box. We have Founder Fridays where our two founders actually call customers. Our customer service team are people, they’re not robots or offshore. They sit in the office with the rest of the teams. It was really important to us to make sure that, when we’re thinking about where we’re going to show up, we do that in a way that ladders back to the brand and that humanity.

RW: Is that a good example of ‘StoryDoing?’

 

KLM: Yes! My team gets tired of me saying this, but I constantly say, ‘Living out our purpose is not the job of just the marketing team.’

In order for a company to be successful – [for] a brand to be built and have long-term loyalty and really impact change in a society – every single person in the company, whether in quality or compliance or legal or sales, they need to understand what mission we’re on and they need to shape and drive their actions accordingly.

"Every single person in the company, whether in quality or compliance or legal or sales, they need to understand what mission we’re on and they need to shape and drive their actions accordingly."

RW: I agree. You think about brands people truly love – truly covet – and have an emotional connection to. Those people that have that kind of affinity, they don’t talk about it in terms of a product thing or a customer service thing or a marketing thing. It’s a brand thing and that means every touchpoint has to be right in line. You’re making a promise as a brand – you have to question if everything else is fulfilling that promise.

 

KLM: Right, [you have to consider] every interaction [a person has] with the brand: Opening the package of a medicine bottle, where [they shop for that, calling customer service or, obviously, the social impact work that we do. All of [those are] our brand touchpoints. [They’re all] opportunities for consumers to create a relationship, good or bad, with the brand. The companies that are doing it poorly are only thinking about advertising – they’re talking, they’re not walking. It’s those that are on the flipside of that – that understand that purpose has to be embedded into everything you do as a business – that are most successful.

 

Also read: Real People Told Us What They Want From Healthcare in 2021

RW: It’s that idea of authentic awareness. It’s not just about doing a mass market campaign, but doing something authentically that actually speaks to people in a way they care about. It’s not just driving eyeballs, that’s only part of it. So, you have the authentic awareness part of things, you have the culture storytelling… you obviously have a product that’s cleaner, better and healthier for people. Those are departures from other OTC brands out there, but is there anything else you’re doing that’s different from other legacy brands you’re competing against? Not that those two alone aren’t enough.

 

KLM: Yes. We’ve been working on a [longer term] impact strategy, so we’re going to have a couple of pretty significant initiatives kick off this year that are in service of driving change at a systemic level. So, with the FDA – I don’t know if you know this but Europe actually has the European standard, which is the equivalent of the FDA in Europe, and the standards that they put out are incredibly more strict than they are in the U.S. All of the ingredients that are on Genexa’s ‘X List’ – which is our growing list of ingredients that we vow never to put in our products and are in our competitor’s products – 98% of those are banned in Europe. So, it’s not even a question for European products. That really gets you thinking. How come European citizens have access to carte blanche better products than there are in the U.S? It doesn’t seem sensible. So, Genexa is really leading the charge. I don’t want to give too much away, but we’re going to be partnering with some other brands that you know and love to really drive that change at a systemic level in Washington D.C. [and with the FDA.

 

We’re also really looking at – I said the word access earlier – [increasing] knowledge. First and foremost, people don’t know that these ingredients are in their medicines. Then, [it’s about getting people] access to the actual product. We’re standing up an initiative that will help bring education and actual products to communities that otherwise don’t have access, have been forgotten about or are often overlooked because – especially with clean products – I think marketers realized a couple decades ago that they could mark those products up to be premium pricing. Genexa does not believe in [in that]. Our products are more expensive to source because they are better-for-you products – they’re not synthetically made in a lab – and so what we’ve done is kept those price points as competitive as possible. They’re never more than 15% of the leading skew. That’s really driven by this idea of ‘People over everything’. Everybody deserves knowledge and access to better products.

RW: How do you measure ‘People over everything’? You have this idea of people – it feels qualitative… super important but qualitative – but then you have to measure that somehow. How are you measuring your impact or how are you using data to measure whether you’re on the right track or not?

 

KLM: There are some really incredible brand impact partners that have built out tools to help do that. I think there’s probably a more formal way to do that, which we’re working on standing up.

 

I think informally, we do donate quite a bit of product to different organizations – new moms that don’t have health insurance… Baby2Baby does a lot of really good work with new moms. We don’t shout it off of the rooftops. We feel we’re privileged enough to be in a position where we can give the product to people [who] need it. And that’s our duty, we are fortunate to be in that position. Two years back, we actually built a clean water well in Central America because access to clean water is really the fundamental starting point for good health, or better health.So, we’ve really acted out quite a few initiatives over the past few years that we can more informally measure.

 

Also read: Why Customer Experience Can’t Be All Data-Driven

But to answer your question, there are tools that – when you design your brand impact strategy – you look at societal and cultural health and there are all these different metrics that you can measure the impact your brand is having over time to help move that needle. One of our goals over the next few years is to start getting the FDA to cross out previously approved ingredients in all medicines, [so] Genexa [is not] the only [brand] that has better ingredients. That’s a tangible measurement. If we can get five of those products removed – or however many ingredients removed – across the U.S., that’s longterm going to incrementally have an incredible impact on people’s health.

 

RW:  If you’re successful in what you’re setting out to do, that will disrupt the OTC market quite a lot. Do you feel that disruption is a prerequisite of innovation or do you think that you can innovate and do cool things that aren’t necessarily disruptive but still effective?

 

KLM: The latter. If you go back to the famous Henry Ford quote of 1920-something, when he said ‘If I had asked people what they wanted, they would have said faster horses.’ He wasn’t necessarily looking to disrupt horse and buggy [businesses], he was identifying an opportunity to create a better product, a better experience. [He was identifying] a need state for people. So, I think disruption is one way, but I also think consumer insight – understanding where people are and what they need most – [can be disruptive].

 

I love the Swiffer example, too. They went in people’s houses and looked at how women, primarily, homemakers were cleaning floors. One woman wet a paper towel and mopped up the coffee grounds off the floor. Again, not setting out to disrupt vacuums, but trying to define a better option. In-between the vacuum happens to be a Swiffer.

"It was really important to us to make sure that, when we’re thinking about where we’re going to show up, we do that in a way that ladders back to the brand and that humanity."

RW: I love that example. The spinbrush is another one. So, this has been a big year for everyone, obviously: 2020. But Genexa went through a rebranding, released a new line of products, launched some campaigns and even established a partnership with Nintendo. That’s a big year. What do you see as your mandate as CMO for 2021?

 

KLM: To make 2020 feel like it was just a step on the journey. This year is all about growth. Last year was about foundation and reinforcing foundational elements and starting to put the pieces in place for serious growth. Obviously, getting a presence in 40,000 doors is growth, but it was really just starting to reinforce that foundation. This year is about taking us to the next level. Ultimately, I want Genexa to be a household name. I want everybody to understand that they don’t have to settle for less than acceptable ingredients in their medicines. Then we can start thinking beyond just OTC… but I’m getting ahead of myself.

 

RW: We’re marketing people. It’s what we do. Thank you so much, Kelli! I love what Genexa is doing. I love your passion for it and I love the idea of really being authentic in how you’re doing your business and at scale. Genexa looks like it’s well on its way.

 

KLM: Thank you, Robert!

Want to learn more about Genexa? Visit their website and check out their latest advertising spot below.