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Tag: customer experience

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Strategy

Building bridges between business and technology

A phone graphic represents communication between business and technology teams.

There’s often a substantial divide between business and technology teams. It’s more than mere miscommunication; it’s a foundational misunderstanding of each other’s domains and a lack of shared context for each other’s needs and goals. Imagine architects striving to convey their visions to builders without comprehending the construction process, or builders attempting to decipher architectural blueprints without a sense of the broader design. This disconnect between business and technical realms can lead to frustration, costly errors, and missed opportunities. This is especially true for marketers and developers or technology partners.

There’s a unique power that comes with aligning technical teams with marketers to ensure a seamless and productive collaboration. When these two crucial functions get on the same page, the results can be transformative. Clear communication and a shared context for business goals, needs, and priorities eliminate confusion, accelerate project timelines, and enhance innovation. By bridging the gap between tech and marketing, you unlock the potential for more creative and data-driven strategies, resulting in a competitive edge. In case you don’t happen to have a magical marketing-to-tech translator, here are some tips for achieving shared understanding.

Speaking in Tongues: Bridging the Understanding Gap

There are many reasons communication breakdowns occur between business and technology teams. In many cases, divergent communication styles and thought processes are responsible for misunderstandings, but there’s often more to the story. Here are three common gaps and possible solutions to align teams and come together.

1. Language and Jargon: Standardizing Terminology for Clarity

One thing business and technical teams have in common is they love their jargon and acronyms. Ironically, that’s also the root of many communication breakdowns that occur between them. In many organizations, seemingly straightforward terms can have very different meanings when used in different ways or by different teams. For example, will terms like “lead” or “account” be interpreted the exact same way to your sales, marketing, and engineering teams? Odds are they won’t.

Standardization of terminology: Bridging this language gap requires standardizing terminology across organizational departments where possible, especially for terms that apply to the business as a whole. Ensuring a shared understanding of standard terms within the organization can eliminate a significant hurdle to effective communication and collaboration between business and technical teams.

2. Lack of Context: Fostering Alignment with Business Goals

Miscommunication often springs from a lack of context. This can happen when team members occasionally lose sight of overarching business objectives. But more often, the challenge is that different teams don’t understand one another’s roles in supporting shared business goals and the intersection points between them. This context deficit can lead to misinterpretations and misaligned efforts and expectations, impeding collaboration between business and technical teams.

Clarity in business goals: Shared context begins with a shared understanding of business goals. Whether achieving growth, reducing costs, enhancing customer satisfaction, or another objective entirely, each team needs to have a clear line of sight into business goals. Connecting actions to goals: Besides clarifying the business goals, teams need to understand their roles in supporting them. For example, a developer or technical SEO optimizing website performance may need help to grasp how their work directly impacts customer satisfaction and revenue growth. 

Transparent communication: Transparent and consistent communication on progress toward and contributions to business goals can be a potent tool for bridging the context gap. Regularly sharing updates on progress toward goals and highlighting how various teams’ contributions fit into the broader strategy can help drive alignment across groups and foster shared understanding and ownership over goals. 

3. Communicative Friction: Creating a Safe Space to Negotiate Meaning

Miscommunication is typically unintentional. Individuals introduce their own mental models, biases, and past experiences into what they say, hear, and interpret. People also tend to prioritize their own perspectives, needs, and priorities without considering the viewpoint of others, often without realizing it. This can lead to misunderstandings, even when the message seems clear. For example, a statement about cost-cutting measures may be perceived positively by one team and negatively by another, depending on their prior experiences.

Fostering a culture of open communication: Encouraging empathy, active listening, and open dialogue can help individuals become more aware of their biases and better understand the perspectives of others. Organizations should strive to create a culture of open communication where employees feel comfortable seeking clarification and providing feedback. This can help prevent misunderstandings from festering and becoming more significant issues foster a more positive work environment, and enhance overall productivity and collaboration.

Come Together / Connect / Bridge the Gap

Understanding the three common challenges outlined above can help you avoid some of the most frequent culprits of the divide between tech and business teams. Here are a few actionable steps you can take across your organization to further bridge the gap, prevent miscommunication, and drive shared understanding.

Set shared and aligned goals

They say what gets measured gets done. If that adage is true, what gets measured collectively gets done collaboratively. In setting goals, ensuring clear connections between individual goals, team/department goals, and company goals can help get disparate teams rowing in the same direction. And when appropriate, establishing shared goals that require collaboration to achieve can incentivize teams to work together toward a common objective. 

Establish clear communication protocols

Develop and document communication protocols that outline the preferred methods of communication, frequency of updates, and responsible parties for different types of projects or initiatives. This will help ensure everyone understands the expectations and processes for sharing information.

Implement a project management tool 

Invest in a robust project management tool to centralize project-related information, tasks, and progress updates. This tool should be accessible to both technical and business teams, making it easier for everyone to stay informed and track project status.

Cross-train team members 

Encourage cross-training between technical and business team members to enhance mutual understanding. When team members understand each other’s roles and responsibilities, they are better equipped to communicate effectively and anticipate each other’s needs.

Foster a culture of transparency 

Promote a culture of openness and transparency within your organization. Encourage employees to share information, ask questions, and provide feedback without fear of repercussions. When information flows freely, it reduces the chances of misunderstandings and miscommunications.

Conduct regular feedback sessions 

Organize periodic feedback sessions where team members can discuss their experiences and challenges related to communication. Use this feedback to identify areas for improvement and implement necessary changes.

Use visual aids and documentation 

Encourage the use of visual aids, diagrams, and well-structured documentation to convey complex technical information more efficiently for non-technical team members.

Monitor and adapt 

Regularly assess the effectiveness of your communication strategies and adjust them as needed. Solicit feedback from team members and stakeholders to ensure that the solutions you implement address the specific challenges in your organization.

By implementing these solutions, you can foster better communication and collaboration between technical and business teams, ultimately bridging the gap and reducing the chances of miscommunication that can hinder your organization’s success.​​

Let a strategic partner facilitate clear communication

Just like a therapist can provide a trained, empathetic ear to overcome discord in personal relationships, enlisting a neutral third party can help break through the silos between business and tech teams to achieve mutual understanding. With a team of experts proficient in technical, marketing, and business strategy, our ability to translate between business stakeholders and technical teams is just as valuable to our clients as the work we do as data, marketing, and business strategists and practitioners.

By partnering with Tallwave, our clients gain more than an intermediary; they acquire a strategic ally capable of fostering collaboration and alignment across cross-functional teams and projects to create real impact for their businesses. Just as architects and builders seamlessly collaborate based on a shared blueprint, Tallwave facilitates the fusion of business and technology worlds, ensuring that your organization’s goals are not just spoken but realized.

Ready to bridge the gap? Let’s talk.

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Reaching New Customers Strategy

Swift Moves: What marketers can learn from Taylor Swift and Travis Kelce

Don't Miss a Beat - Taylor Swift and Marketing Decorative Image

The suspected budding relationship between Taylor Swift and Travis Kelce has become a major media moment. Whether you’re team “ Tayvis” or “Swelce” (or you remain unaffiliated), it’s almost impossible to escape the very real effects this speculated pairing is having on pop culture, whether romance is real or not. But what does this celebrity romance have to do with marketing? Well, hang on to your Eras tour T-shirts, because there’s more to this story than meets the eye.

Let’s explore how the “shipping” of Taylor Swift and Travis Kelce by both music and football fans alike has sparked newfound engagement within the NFL community and the lessons marketers and growth leaders can draw from this phenomenon. …Are you ready for it?

Electric Touch: The high-voltage power of unexpected partnerships

When marketing strategies get a little stale and your standard playbook starts gathering dust, a creative and unexpected partnership can be an effective way to shake it off. This is an approach Swift has deployed herself in collaborations with unlikely artists like Kendrick Lamar in “Bad Blood.” The media attention on Taylor Swift and Travis Kelce’s apparent joining of forces is a great reminder that successful marketing often involves unexpected partnerships and the value of being open to collaboration opportunities outside of our comfort zones. 

The media attention on Taylor Swift and Travis Kelce’s apparent joining of forces is a great reminder that successful marketing often involves unexpected partnerships and the value of being open to collaboration opportunities outside of our comfort zones. 

While the generated media attention  is great for driving cross-audience awareness for Swift’s and Kelce’s respective personal brands, is there a more substantial quantitative impact behind the hype? Absolutely. Consider this: the NFL, a sports giant with massive brand awareness and a highly engaged core audience, is experiencing increased engagement from Taylor Swift fans because of her connection to Travis Kelce. In fact, the Chiefs vs. Bears game where a cheering Swift first caught the attention of viewers and sportscasters was the most watched game of the week with nearly 25 million viewers, including a 63% increase in female viewers aged 18 to 49, according to Roku. This unexpected alliance demonstrates that sometimes, the most fruitful partnerships come when you’re willing to break the ice and think outside the box.

Emotional Connection: How soulful and authentic storytelling hits different

When it comes to authentic storytelling and connecting with people on an emotional level, Taylor Swift could teach a master class. She’s poured her heart and soul into her music, sharing her life’s ups and downs through songs like “Love Story” and “All Too Well.” Her lyrics and melodies tap into the human experience, making listeners feel like she’s singing about their lives and her uncanny ability to connect with her fans on an emotional level has turned them into a community of loyal followers.

In marketing, it’s crucial to tell your brand’s story authentically. Customers connect with brands that share their values and experiences. Marketers can create emotional connections with their audience through storytelling, relatable content, or simply empathizing with their customers’ needs. Finding that end game of emotional engagement can make all the difference, so don’t be afraid to share your journey and be as fearless as Taylor when it comes to opening up to your audience.

Staying Relevant: ‘Tis the damn season for a reinvention

In marketing, adaptability is key. Both Taylor Swift and the NFL have showcased remarkable adaptability in reaching and engaging their expanding fan bases in the face of an ever-evolving digital landscape. From her country beginnings in Tim McGraw to her pop reinvention in 1989 and her indie-folk venture in folklore, one thing Taylor Swift is known for is her ability to adapt and evolve with the times. She’s consistently changed her style, not just to stay relevant to an evolving audience base but to reflect the evolution of her own identity as an artist and brand. She seamlessly transitioned from country to pop, experimenting with indie-folk, and all the while, leveraging digital platforms to release surprise albums and engage directly with her fans on social media. The result has been a resounding and quantifiable success.

For its part, the NFL has recognized and responded to the shifting media consumption habits of younger generations and embraced digital platforms to livestream games, share highlight reels, and interact with fans in real-time on social media. Travis Kelce specifically has showcased a remarkable ability to engage effectively with a digital-native audience, elevating his status as both a sports personality and a brand. Kelce’s active presence on platforms like Instagram, Twitter, and TikTok allows him to share behind-the-scenes glimpses of his life, showcase his unique personality, and connect with fans beyond the football field. And New Heights podcast with brother and Philadelphia Eagles center, Jason Kelce, has become a dynamic platform where the Kelce brothers engage with their fans on various topics, including sports, lifestyle, and personal experiences. By leveraging the podcasting medium, they’ve created a space for candid conversations, special guest appearances, and authentic storytelling, further solidifying their status as relatable sports figures in the eyes of their fans. The podcast serves as a prime example of how athletes can use modern digital channels to connect with their audience on a deeper level and bridged the gap between traditional sports and the digital age, appealing not only to sports enthusiasts but also to a younger, tech-savvy audience.

By adapting to the digital era and staying attuned to their fan bases’ preferences, Taylor Swift, Travis Kelce, and the NFL as a whole have proven that flexibility, digital prowess, and a willingness to reinvent are essential for sustained success in an ever-evolving digital marketing and entertainment landscape. And you must be ready to pivot and reinvent your strategies to keep up and you can’t be afraid to begin again when necessary.

Crossing Boundaries: Challenging the borders of audience and pop culture

Travis Kelce’s fanbase in the NFL is predominantly sports-oriented. Taylor Swift’s is music-focused. It might be easy to assume that those audiences are mutually exclusive, but they’re not. In fact, Tallwave Product Manager, Anna McKee, sits squarely in both camps. “I’ve been a Chiefs fan my entire life, and I’ve been a Taylor Swift fan since her career first launched. I’ve seen 5 Taylor Swift concerts—two at Arrowhead—and have owned Chiefs season tickets for the last 5 years. I’m right at the center of the Taylor and Travis Venn diagram.” Anna was at the fabled Chiefs vs. Bears game and experienced the phenomenon of this pairing firsthand and then had the experience of watching it from afar catching the Chiefs vs. Jets game a week later. “It was wild how clear the effect was between the two games but in totally different ways. Without the benefit of a TV broadcast to provide a birds’ eye view while I was physically at the Chiefs/Bears game, the conversation was about Taylor the entire time. Whether it was a question out loud or a text or a tweet, everyone wanted to know why she was there, who she was with, and whether it was a PR stunt. Regardless of the speculation, the general consensus with the women I was with was that we didn’t care, we were just excited she was there! Watching the Chiefs/Jets game a week later on TV, the broadcast kept cutting to her, which made it even more real and, in some ways, more exciting.”

“I’ve been a Chiefs fan my entire life, and I’ve been a Taylor Swift fan since her career first launched. I’ve seen 5 Taylor Swift concerts—two at Arrowhead—and have owned Chiefs season tickets for the last 5 years. I’m right at the center of the Taylor and Travis Venn diagram.”

Anna McKee, Tallwave product manager

The steep spike in NFL engagement among women suggests that the apparent relationship has bridged these two seemingly disparate communities, creating a fusion of interests. And Anna’s experience and those like her who are long-time fans of both found another reason to engage more deeply. If there’s one lesson here for marketers, it’s the power of tapping into multiple affinities where possible.

Staying Social: Be a trendsetter, a star

The sudden surge of engagement within the NFL community due to Taylor Swift’s involvement demonstrates the importance of monitoring and staying on top of trends, particularly when it comes to social media. And on that front, Taylor Swift is a force of nature. For example, when it comes to social following on Instagram, Swift’s following outpaces the NFL’s by an order of magnitude. She’s got 273 million, over 9 times the NFL’s 28 million. And Swift’s social power is translating to real gains for both the NFL and Travis Kelce. 

While the NFL is still trying to find its footing on how to maximize its return on the Swift halo effect (posting references to Swift’s presence at the game and then subsequently removing them after receiving some backlash), there’s no question they’ve benefitted. As just one example, with the boon of content focused on Swift and Kelce as a pair, the NFL has seen record views on TikTok content. That halo effect has extended to Travis Kelce, too, helping him pick up 380k new Instagram followers and boosting his podcast into the top spot on Apple’s charts.  

The surface lesson for marketers here is straightforward: an active and engaging social media presence on platforms like Twitter, Instagram, and TikTok can help you connect with your audience, share your story, and foster a sense of community. This is particularly beneficial for driving engagement with your audience outside of high-intent moments, which can add up to real value over time as it helps cement your brand in the minds of your audience. But there’s a deeper takeaway about the art of timing. As the saying goes, “timing is everything,” and the Taylor Swift-Travis Kelce relationship proves this point. Their romance coincided with the NFL season and Swift’s record-breaking Eras tour, leading to a perfect storm of increased engagement. This isn’t the kind of thing that’s easy to anticipate, but marketers recognize the brand-building value of this kind of rare serendipitous moment. The NFL did, too. While every move they’ve made to capitalize on that moment hasn’t necessarily been pitch perfect, they didn’t let perfect execution be the enemy of perfect timing, which is a valuable lesson in itself.

End Game: Summing up 

In the ever-evolving marketing world, we can learn valuable lessons from unexpected sources, just like the budding relationship between Taylor Swift and Travis Kelce. Embrace unexpected partnerships, tell your brand’s story authentically, and leverage emotional connections to engage your audience, including in more casual interactions with your brand. Adaptability, engaging diverse audiences, and capitalizing on pop culture can open new doors for growth. And to complete your mastermind marketing strategy, don’t forget the role of social media, monitoring trends, and be ready to seize those rare and powerful serendipitous moments to propel your marketing efforts forward.

Whether you’re ready to see sparks fly between Taylor and Travis or you’ve got bad blood with this attention-grabbing romance, there’s something to be learned from this pop culture phenomenon. Let’s take these lessons to heart, just as we would with our favorite Taylor Swift songs, and create marketing strategies that create a lasting love affair with our audience.

Are you ready for it? We are. Let’s talk.

Categories
Strategy

Customer portals: Powerful platforms for CX success

Decorative image of a consumer interacting with a customer portal via smartphone.

It’s a fact: great customers have great expectations. Not only do your valuable customers expect an outstanding product or service, but they also demand an exceptional experience. And today, an excellent customer journey depends on meeting your customers where they are and accommodating ever-evolving demands. 

One consistent trend is autonomy. Today’s customers want to help themselves — studies show that 70% of consumers want to resolve issues independently. Where do they go to find help? Online. Close to 65% of consumers always or almost always turn to a company’s online resources when they have a simple question or need a quick fix.

Infographic showing that 70% of consumers what to resolve their own issues and 65% of consumers turn to online resources.

Customer portals: An inclusive CX solution

Combining today’s customers’ need for independence with other emerging CX demands like deeper personalization, more immersive experiences, and even conversation and connection seems like a heavy lift. But there is a solution that covers all of these needs: a thoughtful, well-designed customer portal.

Online customer portals have emerged as a vital component of successful business-consumer relationships. These dedicated digital platforms provide customers with a personalized and streamlined experience, allowing them to access essential information, manage their accounts, build affinity, and engage with your brand more efficiently and effectively. 

But it goes even further than that. A great customer portal doesn’t just meet consumer demand; it also helps meet your company’s needs. Customer portals free up company resources and human capital, optimize internal processes, and much more. 

What is a customer portal?

A customer portal is a secure, web-based platform that serves as a centralized hub for customers to interact with a business. It offers a range of self-service functionalities, such as accessing account information, making transactions, progress tracking, tracking orders, submitting support tickets, engaging with support agents, and retrieving relevant resources. You can easily empower customers and foster stronger relationships by giving direct access to these features.

Customer portals are a gateway to the various products, services, and information brands and businesses offer. By bringing together crucial functions in one place, customer portals simplify the customer journey and create a cohesive and engaging experience.

How do customer portals benefit consumers?

Customer portals aren’t just important; they’re necessary. Numbers from Microsoft’s Global State of Customer Service report indicate that nine out of 10 U.S. consumers expect a brand or organization to have an online portal for self-service. 

Infographic indicating nine out of 10 U.S. consumers expect a brand or organization to have an online portal for self-service.

These numbers make sense, too. Millennials and Gen Z, both digital natives, comprise nearly half of the U.S. population and significantly shape consumer trends. As self-service becomes the norm and younger consumers drive digital demands, online customer portals become even more essential. 

Why are customer experience portals important to consumers? Here are three benefits to consider:

Customer portals provide space for seamless communication

As users embrace ChatGPT, Bard and Gemini, and other natural language processing AI platforms, the demand for conversational customer service will likely increase. Interactions in a customer portal can be protected and stored so that historical context is quickly available when a human takes over. They can pick up the conversation without missing a beat and provide seamless communication.

Portals let your business meet digital demand in real time

A recent ZenDesk study found that 72% of customers want immediate services. Customers appreciate the ability to access their account details, view past transactions, track orders, and make changes to their profiles on their time without relying on customer support.

Self-service options foster trust

By providing a secure and personalized space for customers to engage with the brand, businesses can use online portals to foster a sense of exclusivity and strengthen their relationships. Customers feel valued and trusted when they can easily access relevant information and resources, and this positively influences their perceptions of the brand.

How do customer portals benefit businesses?

From a business perspective, customer portals contribute to operational efficiency. By enabling customers to perform self-service tasks on their own, internal stakeholders can streamline the support processes. You’ll also likely be able to put your money where it matters, as self-service in an online portal costs less than one-on-one back-and-forth with an agent.

You can also use information from your online portal to improve experiences and drive data-backed decisions. Incorporating analytics and reporting capabilities into your portal gives you rich insights into customer behavior, engagement levels, and portal performance. Learn more about leveraging data-driven insights to improve customer experiences.

Another important consideration is that effective customer portals can help craft an outstanding employee experience. When consumers are empowered to meet their needs, your agents feel less pressure. They aren’t dealing with monotonously repeated questions and are free to focus on more complex issues, which can undoubtedly be more engaging and fulfilling. 

And perhaps most importantly, a successful customer portal can enable growth and prepare for a profitable future. Your customer portal has the potential to become the central hub of your customers’ experiences. These self-service functions will meet consumer demands, lessen agent burden, and let you scale offerings as your business grows. 

Learn more about Tallwave’s Digital Experience Design Services.

What does it take to make a great customer experience portal?

With so many benefits and significant touch points, interactions with customer portals can be make-or-break moments in the CX journey. A great customer portal empowers your customer with a cohesive and engaging experience.

Eleven considerations for CX portal success

There’s a lot that goes into creating a great customer portal and best practices must be considered. Here are 11 essential features and factors that go into making a successful product:

  1. User-friendly interface: A well-designed and intuitive interface ensures customers can easily navigate the portal, find the necessary information, and perform desired actions without confusion.
  2. Secure authentication: Robust authentication mechanisms, such as two-factor authentication, help protect customer data and ensure only authorized individuals can access the portal.
  3. Personalization: Customizable dashboards, personalized recommendations, notifications, account support features, and tailored content based on users’ preferences enhance the user experience and make the portal more engaging.
  4. Self-service functionality: The ability for customers to independently perform tasks, such as updating information, accessing essential documents, managing subscriptions, and initiating support requests, reduces their reliance on customer support and improves efficiency.
  5. Communication support channels: Integrating communication channels — including chatbots, live chat, support ticket systems, or community forums — allows customers to interact with support teams directly and receive timely assistance.
  6. Mobile responsiveness: Nearly 80% of smartphone users have used their devices to make purchases, so ensuring your customer portal is mobile-responsive is crucial. It should adapt seamlessly to different screen sizes and provide an optimal experience across various devices.
  7. Foster feedback: A great customer portal fosters a feedback loop that you can use to improve your audience focus. You can see what topics get the most engagement and track other metrics to leverage data for future improvements with built-in user feedback mechanisms.
  8. Data enablement: The metrics you collect from customer portal interactions can help you retain customers, enhance customer experiences, and achieve sustainable growth even as the economy shifts. Additionally, reporting and data visualization within the portal make key information accessible to stakeholders.
  9. Accessibility: Your customers are diverse, and your portal should be inclusive and accessible. This involves considering factors such as color contrast, text size, and compatibility with assistive technology.
  10. Seamless integration: A successful customer portal should integrate smoothly with existing systems, like CRM platforms, e-commerce solutions, and support ticket systems to provide a seamless end-to-end experience for customers.
  11. Continuous iteration: Product design and development teams should adopt an iterative approach, gathering user feedback and monitoring portal performance to identify areas for improvement and make ongoing refinements to enhance the user experience.

Empower customers and enable growth with Tallwave

Customer portals have revolutionized how businesses interact with their customers, offering a range of self-service capabilities and personalized experiences. By understanding the significance of customer portals and incorporating essential features and elements, you can leverage your portal to drive customer satisfaction, loyalty, and long-term success.

Tallwave has hands-on experience creating customer-centric online portals that empower and delight. We apply a heuristic methodology to evaluate how consumers interact with digital products, like online portals, and through our iterative design process, turn our findings into a successful product that exceeds the expectations of internal and external stakeholders.


Ready to learn more about Tallwave and how we can enable your business’s growth? Let’s explore the opportunities together.

Categories
SEO Uncategorized

Is SEO for Social Media the Secret to Success?

Decorative image showing smiling woman using social media on a tablet.

Social media platforms have evolved from online hangouts to significant touchpoints on your customers’ conversion journeys. Establishing your brand’s social media footprint and visibility is crucial; it forges meaningful consumer connections and enhances digital experiences. 

However, the painful reality for marketers is that curated social content alone won’t get you to For You Pages and newsfeeds. But reaching into your SEO strategy toolkit just might. Many factors in establishing a solid social media presence seriously overlap with the search engine optimization strategies you’re already using to drive growth on your website.

With complex algorithms and user behavior playing a crucial role in content visibility, leveraging the power of SEO for social media is vital to improving reach, engaging the right users, and converting customers.

What is the relationship between social media and SEO?

When it comes to creating online experiences and driving strategic growth, social media matters. Surveys show that working-age adults spend an average of 2.5 hours daily scrolling social media. These consumers rely on Instagram, Facebook, and TikTok for product research, reviews, brand engagement, and even for making purchases as integrated e-commerce solutions become the norm. 

SEO matters, too. An effective organic SEO strategy elevates your brand by boosting page rankings and increasing visibility, clicks, and conversions. Investing in SEO builds long-term equity for your business and establishes authority in your market. And while AI might change how algorithms work, SEO strategy will always need human-lead creativity and expertise to resonate with human users. Learn more about the benefits of implementing a proven SEO strategy. 

And although social media and SEO may seem like distinct digital strategies, they are closely intertwined. Social media platforms aim to engage and satisfy users by showcasing relevant, high-quality content. At the same time, SEO seeks to achieve the same by delivering valuable web content to answer their search queries.

SEO and social media: Symbiotic sisters

Think about it: SEO focuses on improving website reach by considering algorithms and ranking factors for better visibility on search engine result pages like Google or Bing. These factors hinge on authority, expertise, and trust established through technical performance, keywords, latent semantic indexing, and user behavior (bounce rate, time on site, pages visited, etc.).

Social media platforms also rely on algorithms that determine how content is displayed to users. These algorithms analyze similar factors, such as bio and caption keywords, viewer intent, creator authority, user behavior, and engagement. 

Relevance, engagement, and authority influence how content is shown to users on the SERPs, home pages, feeds, and For You Pages. Noting the many intersections, it’s easy to interpret that applying SEO techniques to social media strategies will likely increase the chances of your target audience finding your content, engaging with it, and ultimately converting into customers.

SEO strategies to adopt for social media success

Experience is everything. The shared objective between SEO and social media is to provide users with the best possible experience by delivering the best possible content related to their needs and intents. 

You can implement SEO techniques in your social strategy to push your brand toward customer acquisition and growth. With increased social media visibility, you’ll be there for critical make-or-break moments on the conversion journey.

Experience is everything. The shared objective between SEO and social media is to provide users with the best possible experience by delivering the best possible content related to their needs and intents.

Let’s look at a few tips social media managers can borrow from the SEOs.

Know what’s now

Social media evolves rapidly. Just look at all the recent changes with Instagram. Part of finding success with your audience is understanding what’s current and popular in their world. Google Trends offers an easy way to tap into today’s interests so that your content is timely and relevant.

Speak their language

Like traditional SEO, linguistic profiling and keyword research are crucial in social media optimization. Identify keywords and phrases relevant to your industry, target audience, and specific social media platforms. Use those phrases in your content and captions. Tools like SEMrush, Moz, and free browser extensions like Keyword Surfer can help you discover relevant terms based on how people search for products or content.

Flex your authority

Optimize your social media profiles by incorporating relevant keywords in your bio, descriptions, and headers. This helps social algorithms understand the nature of your business and improves the chances of being discovered by users searching for those keywords. Mention titles or credentials relevant to your content to display subject matter authority.

Create connections

Actively engage with your audience by responding to comments, messages, and mentions. This fosters a sense of community and encourages further engagement. And engagement shows the algorithm that your content is valuable and relevant.

Analyze and optimize

Regularly analyze your social media performance using built-in analytics tools or third-party platforms. Monitor engagement metrics, reach, click-through rates, and conversions to understand what resonates with your audience. Adjust your strategy accordingly to optimize results.

Let integrated solutions lead to intertwined success

You can unlock social media’s full potential and drive meaningful results by understanding the relationship between SEO and social media, implementing effective strategies, and staying informed about the latest trends and algorithm updates.

Explore Tallwave’s Integrated Digital Marketing services.

Social media and SEO aren’t siloed strategies. An integrated growth enablement partner like Tallwave can assist in combining SEO and social media strategies as part of a comprehensive conversion rate optimization program. We are eager to deploy our customer-centric and cohesive approach in a unique way to your vision and create exceptional experiences for consumers of all kinds.

Ready to learn more about Tallwave and how we can help with SEO and social media? Let’s discuss how combined forces equal outstanding experiences and ongoing success. Here’s to the start of a great partnership.

Categories
Customer Engagement Strategy

Better Together: A Paid Media and CRO Marketing Love Story

Graphics related to CRO and Paid Media
No love story is complete without a montage!

Picture this, you’re executing a holistic paid media strategy, driving traffic to your website through a broad range of tactics like digital video, streaming audio, display, paid social, and paid search. Paid media is living the good life, racking up impressions, driving ad engagement, and generating some conversions along the way. But something is missing…

Conversion rate optimization (CRO) marketing, a strategic method of testing, iterating, and optimizing on-site functionality to improve the user experience and increase the rate of conversion (or high-value action), is sitting on the other side of town, pulling petals off a daisy, waiting to find a partner who can produce the quality traffic and insights it needs to really thrive. A partner to complete him…

Both paid media and CRO are integral parts of an efficient and effective marketing plan, but oftentimes are treated as independent tactics with little regard for one another. Much opportunity is missed by only running one of these programs or by running them in silos.

Integrate your paid media and CRO strategies and watch the sparks fly.

Two Lovable Leads: Paid Media & CRO

Our love story begins with two independent marketing tactics, paid media and CRO, living worlds apart (or perhaps just a siloed marketing team away), not realizing just how incomplete they are without one another. Existing as stand-alone tactics, paid media and CRO will generally (hopefully) produce positive results for their campaigns, but are limited in their respective abilities.

Most comprehensive marketing plans include paid media. It’s a great way to get in front of your target audience, build brand awareness, and drive traffic to your website. In fact, marketers typically spend up to 25% of their marketing budget on paid media.

That’s a huge investment!

But what happens when those prospective customers get to the website?

If they encounter a poor landing page experience, they may get lost trying to navigate through on-site information, they may abandon cart before finalizing a purchase, or — worse yet — they may just … bounce. A poor user experience on-site greatly reduces the chance for conversion, causing something of a leaky bucket situation, in which site visitors fall through before converting. And then all that time, money, and effort you spent trying to drive traffic to your site through paid media was… kind of a waste.

Since paid media success is often evaluated based on its ability to convert traffic, a poor landing page experience can be detrimental to a paid media campaign. To further amplify the pain felt here, paid media marketers often don’t have the ability to control the landing page experience, which can fuel frustration and drive misalignment between paid media tactics and performance. If only there were something that could help plug that leaky bucket….

Meanwhile, still hanging out on the other side of town, CRO is becoming a more popular tactic with marketers. More companies are investing in CRO strategy to identify and address weak areas on the website that may be impacting the user experience and actively working against the company’s goals. CRO allows marketers to systematically test various iterations of website functionality to determine which iterations are most impactful in weeding out points of friction and producing conversions (or any high-value action, like a lead form submission, an “add to cart,” a search query, etc.).

And CRO isn’t limited to just major points of conversion, like transactions and lead form submissions. It can also be applied to “micro-conversions,” or behaviors that sit just upstream of the point of conversion, such as product page views, in an effort to address the larger user journey.

But CRO only works if enough quality traffic is being driven to the website to run tests that yield statistically significant results.

The Meet Cute: Where Two Digital Marketing Strategies Come Together

So paid media and CRO might get along just fine on their own, but bring them together …

Fireworks bursting on a dark sky.

FIREWORKS!

By running these two tactics in tandem, always-on paid media ensures enough traffic is flowing to the website for the CRO team to run impactful and efficient tests. In addition to traffic volume, a strong paid media plan will also help ensure that quality traffic is being driven to the site, which is crucial for producing meaningful CRO test results. The more qualified traffic coming to site, the quicker CRO tests can produce data-driven insights, the quicker actions can be taken to make UX improvements on-site, and the quicker you’ll see a lift in conversions.

Likewise, an active CRO strategy helps ensure that users who come to the website through paid media efforts can seamlessly work their way through the conversion path. An investment in CRO helps protect your paid media investment by keeping visitors on-site and increasing their likelihood of converting, which in turn boosts important KPIs like conversion rate and return on ad spend.

Building Butterflies: 1 + 1 = 3

But here’s where the real magic happens.

By running these two tactics as part of one integrated strategy, you now have a constant flow of data between the two. And data, as we all know, is king. Paid media insights can help the CRO team better understand who the target audience is. Knowing who is engaging with ads can help establish tests for how best to connect to those audiences on site. Learnings from CRO tests may impact paid media channels, placements, targeting, and creative recommendations. The constant flow of learnings between teams will increase the ability for both teams to identify tests, optimize features, and effectively connect with the target audience. And, perhaps most importantly, when CRO and paid media come together, they create a more seamless brand experience that is felt by the user.

Through an effective paid media and CRO relationship, messaging, creative design, and paid media placement will feel cohesive when a prospective customer clicks through an ad to the website, rather than feeling like two separate experiences.  Leveraging paid media and CRO together makes marketing plans more effective and marketing budgets more efficient.

No love story is complete without a montage!

The Lightbulb Moment: Recognizing the Need for a Paid Media & CRO Relationship

So how do you know when you might benefit from an integrated paid media and CRO strategy?

The following indicators suggest that your paid media traffic is being met with a poor user experience on-site and is in need of CRO:

  • Paid media traffic has a bounce rate over 80%
  • Paid media traffic is spending a lot of time on-site and/or visiting many pages on-site, but isn’t taking any high-value actions
  • Paid media users begin the conversion process (E.g., adding an item to cart), but ultimately do not convert (E.g., complete purchase)

The following indicators suggest that your CRO marketing program is in need of more qualified traffic via a new or improved paid media plan:

  • Not enough traffic to produce statistically significant test results in a reasonable amount of time
  • Poor quality of leads (suggesting that the wrong audience is engaging on-site)

Running paid media or CRO alone is beneficial for your marketing program. Running both paid media and CRO  is even better. Running paid media and CRO as part of an integrated, seamless strategy with data as a driving force… that’s a love story for the ages.

You Complete Me

Tallwave is ready to play matchmaker when it comes to marrying paid media and CRO marketing. We’ve helped many clients find success.

Interested to know how Tallwave can help you implement an impactful paid media and CRO strategy? Let’s talk!

Categories
Value Realization

Defining & Maximizing Value Realization For Customers

Lens into customer sentiment
Photo Credit: Patricia Gortari/Tallwave

But when and where does value realization occur? Well, that depends. Value realization can vary by product or service, and – depending on the priorities and needs of the consumer – can be very subjective.

 

Take, for example, a new pair of Nike running shoes. Value realization doesn’t typically occur at the purchase point within the customer journey. Instead, the customer realizes the true value of the shoes when he or she looks in the mirror and thinks, “Wow, these look great!” Or takes them for that very first run and notices an improvement in comfort and support. Or wears them about town and receives a compliment from a stranger or friend.

 

For CPG products like Coca-Cola, value realization may occur when customers take that first sip to quench thirst or receive a caffeine-boost of energy.

Value realization is the idea that there’s some point within your holistic customer journey when the value of the product or service is fully realized. It’s that realization that can illuminate the path for future and ongoing engagement, retention, and opportunities for upsells. Each business has to find and understand where value occurs for their customers and try to measure the moment by proxy. This unveils opportunities for change and innovation to then bring that moment of value realization further up the funnel.

Value realization isn’t always a metric. Oftentimes, it’s more of a concept. It’s an idea that there’s some point within your holistic customer journey when the value of the product or service is fully realized.

Pinpointing Moments of Value Realization

As with most things, you must start the crusade for quick value realization by going back to the basics and evaluating your business’s offering and delivery method inside and out.

 

More often than not, businesses and brands create products and services with their own goals and ideas top of mind. While this may result in experiences that please internal stakeholders, it isn’t always optimized for the customer or end user that you’re trying to engage and reach. Instead, you need to create a customer experience and evaluate value delivery from the perspective of the intended consumer. And in some cases, you may have to manufacture and intentionally test moments to pinpoint specific opportunities to drive or accelerate value realization.

 

For example, we work with a SaaS company who developed an AI-powered search and discovery platform. Right now, they – like many software companies – provide a compelling free trial that strives to demonstrate value in quick, small ways in order to convert trial users to regular users. While they may be able to leverage data to quantify users’ activities, and track and understand customers, an upgrade or purchase doesn’t actually reflect value realization. In fact, a conversion doesn’t guarantee a user has even had a customer experience that includes that coveted moment of truth, yet.

Instead, to truly gauge opportunities for value realization, they may consider building an interactive tool that comes pre-loaded with several data templates. In doing so, a product developer and potential customer can quickly approximate how the tool might work with their environment and enable them to realize the value right away. Airtable and Asana, for example, do this very well.

 

A proactive approach like this can help eliminate ambiguity associated with value realization and give businesses back the reins, by allowing them to manufacture (and measure and iterate!) a singular moment of truth.

 

Also read: How to Holistically Map Your Customer Experience

Understanding the True Value of a Product or Service For Customers

This is easier said than done. It seems simple – most business leaders and innovators think they know the bottom-line value being offered to consumers – but when in the thick of things, striving to grasp the big-picture and bring it to life, the actual value that’s felt by customers can get lost in the larger dream.

 

Also read: Data Driven Insights Into the Evolving Customer Experience

Instagram is a great case study of this. The now-immensely popular and profitable app was first brought to life in 2009 under the name Burbn by Kentucky whiskey lover and hobbyist coder Kevin Systrom. In Its first life, it functioned as a location-based app (inspired by Foursquare) and allowed users to check-in at places, make plans for future check-ins, earn points for visits, and post pictures of get togethers. The thing was – it had so many features that it was too complicated, and therefore, not all that successful. But it had potential. Systrom analyzed and evaluated how users were engaging with the app over time and then brought in a second programmer – Mike Krieger – to help. By leaning into analytics and mapping user behavior, Systrom and Krieger discovered that the check-in features were a complete flop. No one was using them. They were, however, enthusiastically using the photo-sharing feature. So, with a new sense of clarity, Systrom and Kriefer stripped the app down, studied new potential competitors, and released Burbn 2.0 – an easy photo-sharing app named Instagram. The rest is history.

 

Considering that example – where did value realization occur? Systrom brought an innovative idea to life: He enabled people to check into locations, discover new hot spots, create future plans, and earn points by basically drinking. But while he saw value in all the knick-knacks, users didn’t care. It required too many hoops for them to jump through. What they cared about – where and when they perceived value – was in sharing photos that other friends would like. That simple series of actions ­– the intentional sharing and passive yet instant gratification of acknowledgement back – delivered users an emotional and addictive customer experience. That was the singular moment of truth. And value realization, it seems, lay hidden in a much more simplistic experience than Systrom originally thought.

 

With that being said, how can you and your team identify the moment of truth that delivers value realization for customers? And then bring that further up to reduce the amount of time and effort required to recognize value? Here’s a few ways we help our clients do it: 

  1. Apply quantitative and qualitative lenses to your customer journey to determine where moments of truth may lie – not just to convert users into customers, but to drive repeat purchases, upsells, and lifetime satisfaction and value.
  2. Break down quantitative data to uncover moments of customer churn and identify thresholds that transcend customers into advocates and encourage more engaged, continual use.
  3. Interview and engage customers in conversation, both ones who have disengaged and ones who chose to repeat, to outline differences between the consumer groups and identify moments that formed their perceptions.
  4. Artificially manufacture and design moments of value realization that doesn’t necessarily reflect the materialistic product or service, but more importantly, demonstrates the value. Execute competitive analyses to identify opportunities to accelerate time to value.

Create customer experiences and evaluate value delivery from the perspective of the intended customer or end user.

The Bottom Line

Over the years, consumers have grown more differentiating and discriminating about the value they’re receiving and feel less loyal to brands. That means businesses must not only continually improve products and/or services, but truly optimize value realization to occur earlier in the customer journey to maintain wallet share, grow their consumer base, increase customer engagement, and lead the market.

Categories
Uncategorized

Trends Driving CX Design in the Hospitality Industry: Q&A with Marriott International’s Christine Kettmer

Marriott Hotel
Photo Credit: iStock

Prefer a high-level recap of the conversation? Read it here.

Q&A with Marriott International’s Christine Kettmer

Jesus Ramirez: With me today is Christine Kettmer, Senior Director of Global Enterprise Insight and Strategy at Marriott International. We’re going to be talking about the future of travel, but before we get to started, I did want to share some sad news. Many of you may have seen that Marriott’s president and CEO Arne Sorenson passed away. I wanted to acknowledge this unfortunate news and also send a heartfelt condolence to his family, his friends, and everyone at Marriott. Christine, is there anything you would like to add?

 

Christine Kettmer: Thank you so much, Jesus. Thank you for those sentiments and to everybody who’s reached out so far. It definitely is a very hard day, and a tremendous loss for the hospitality community and the Marriott extended family. Arne was just an amazing person. He was incredibly approachable, humble and brilliant and just such a visionary. He transformed our company. He was the first non-Marriott family member to serve as CEO and only the third CEO in the company’s history. We’ve been around for 94 years. Mr. Marriott said it really well: [Arne] was an exceptional executive, but [even more], an exceptional human being. So, [it is a] huge loss. Thank you for those sentiments. We’ll definitely be continuing to pray and think about him and his family. Our thoughts and prayers go out to the entire community.

 

JR: Thank you, Christine. Perhaps a good way to start our conversation is for you to tell us a little bit about yourself and your professional journey.

 

CK: Sure, I’m happy to do that. Thank you for the opportunity to be here. As you said, I’m the Senior Director for Global Enterprise Insights and Strategy, which is a function at Marriott International. I’ve been at the company for about seven years now in different roles… I’ve always been interested in marketing and communications and consumer insights and behavior, so started off working at a nonprofit at the NGO in Geneva, Switzerland. right out of college. I moved there and did [marketing and communications] work for a human rights organization. Then I pivoted to working on different campaigns for health and education and safety accounts here in Washington, DC… I used to tell people all the time that I worked on social marketing. I [could] teach people to brush their teeth, but I [didn’t] know how to sell toothpaste.

 

I really wanted to get back into the product side and the innovation [of business], that allowed me to pivot and go back full-time to business school. After business school, I [took] the traditional CBT route. I worked at Johnson & Johnson for three years on [their] baby brands [and] a couple of the beauty brands, and really learned how to run a PNL [and] be responsible for new product development. But I always just loved the “Why?” – [why] people purchased different brands or were attracted to different products. So, that’s really what led me into the consumer behavior space. As I said, I’ve been at Marriott for about seven years now in a couple of different roles. I went back to brand management for a little while and worked on the GW global brand team, and the JW Marriott global brand team for a couple of years, but I’ve been in different roles related to insights, strategy, customer experience, [always focused on] helping to represent [the] voice of the customer? What is it that’s important to [them and] where [can] we take their travel experiences… in the future?

 

JR: That’s awesome, thank you for sharing that. It’s a great journey. Maybe you could tell us a little bit about your teams, responsibility and what you do at Marriott [now]?

 

CK: Sure. Ours is a relatively new team, but it’s a great group that basically thinks about where we [are] heading as a company. What are we seeing in the trends and [what are the associated] implications for our business? How do we create strategic opportunities for our leaders and for our brands for the different business lines that we’re involved in? [We focus on] leaning into the perspective of what’s happening in the marketplace, what we’re seeing in the data, and what our guests are telling us, and [try to represent] that point of view. So, we’re thinking a lot about all the things and information that are happening right now, as a result of our business, but also, [identifying] where opportunities [are]. Where are those bright spots are? Where are the things that we can lean into and where can we go in the future, so that we’re meeting the guests where they are, but we’re also [driving] loyalty and commitment to our brands [for] the long-term?

 

JR: The travel and hospitality industry [was] hit fairly hard [this past year] but there have been some bright spots. You and I have spoken [previously about] some really interesting [themes]… What have been the bright spots for you and your organization during this time?

 

CK: People are definitely looking forward to booking their next trip. And if anything, they’re going to be more appreciative and [more] cognizant of what that will mean when they’re first on that airplane ride, or they’re checking into that hotel, or even if they’re getting a rental service [or] mode of transportation. So, I think one of the bright spots is – even though [it took] a little 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 looking for that next vacation, or even [feeling] excited about conferences or in-person networking opportunities to reconnect with colleagues.

"I am optimistic that travel will come back, and I think it's going to come back with a vengeance. I use the term 'revenge travel'. People are willing and excited, but they're also ready. And so again, if it's taken a little bit longer than the anticipated, I think people will be certainly more appreciative of it."

So, the enthusiasm, that’s something that really strikes me as a blind spot. I would also say, in general, there are lots of opportunities for our guests, when they have a good day, they’re more inclined to tell other people about it. So, we’re seeing some bright spots in social media and in our Guest Voice, which is our platform. We look at all of the survey responses that come in, once they’ve had a really good experience… [We’ve found that they’re] more inclined to book something, and either stay longer or post about it [and] share with others. It really is about restoring that confidence. Making sure that we’re doing all the things we’ve always done – the standards are incredibly high – but reinforcing cleanliness and safety protocols, and really making sure that we’re still enabling that high-touch high-tech service combination. So, leaning into our associates: Making sure that they’re feeling trained to demonstrate the [right] protocols, but also like deliver or welcome [guests] with a smile, even if [when] wearing a mask. [We’re] really trying to make sure that the experience is still there and that we’re ready to welcome our guests, whenever that time is right for them.

 

JR: One of the things that I found really interesting in our last conversation was that Marriott was one of the first to mandate mask requirements. To me, this is an indicator of leading through values, and really placing an importance on not just guest safety – obviously that’s important as we go forward – but also your associate and employee’s safety.

 

CK: Completely. Yes. The founding principle of the company is all about putting people first. So, we always have said that if you take care of your associates, they’ll take care of the guests, and the guests will come back. That’s been the underlying business model since the beginning. So, it [seemed] really groundbreaking last summer, [but] we look back on it now, and it’s almost a no brainer. Of course, [employees] would wear [masks]…. But at the time, when it was announced in July, it was really forward-thinking for the industry. And it was in the spirit of “We’re all in this together, but we’re trying to protect each other and do [whatever we can to] allow our guests to feel more comfortable, but also reinforce the fact that we [prioritize] health and safety so much…” We really want to make sure our guests feel comfortable. However, that might look, we’re doing everything on our part to make it happen.

 

JR: That’s fantastic. There are signals that indicate there’s pent-up travel demand. There’s an uptick in consumer confidence as it relates to travel. So, how are you anticipating and preparing for this eventual resurgence of travel?

 

CK: As I mentioned, our brand standards and our maintenance and safety protocols are certainly paramount. We want to make sure that we have those physical cues, that they’re being demonstrated on a regular basis, and that our guests are prepared. They know expectations going in – from the time that they’re planning and booking a trip, to the pre-arrival communications, [and] the on-property experience. And then, hopefully [providing] something that really feels positive and resonates with them, so that when they’re wanting to rebook, or that they’re sharing with others, they have a good story to tell. [We hope that sentiment will make them more] inclined to come back again in the future. I think, also, just in general, it’s about like flawless execution of the basics, right? Meeting our guests where they are.

 

So, you know, making accommodations [and doing] all the things that we had in place before, but now [elevating them]. So, [for example, updating] our technology with keyless entry, or [allowing guests to] get keys downloaded [through] the app; [messaging] through the app for housekeeping requests [or ordering] in-room dining or room service. Just making sure that we’re still providing that high-tech high-touch service model, and that our guests [feel like] our associates… care: They want to make sure that they’re comfortable with their stay, and that they feel like they’re being taken care of. When guests come, [we don’t want them to] have to really think about much. It’s all sort of available for them… And hopefully, again, having a great experience.

 

Also read: What’s In Store For the Future of Travel?

"The little thoughtful gesture, and small touches accumulate. They really go a long way. I think that gets remembered, and then guests sort of expect that elevated level of service.

JR: I want to double down on something that you had mentioned, which I found really interesting. There’s this talk of contactless and, obviously, that’s important given some of the safety concerns, but that doesn’t necessarily mean that it’s not personal and the experience and those moments of truth and those touch points are still opportunities to create personalization. I think that’s something that you guys have really focused on.

 

CK: Absolutely. Yeah. I mean, a lot of our associates are tremendous detectives. They’re really good at getting information without people operating too much. They do a great job of just making sure that the little elements and experiences and touch points, they feel really personalized. But it’s not something like, “Oh, we just happened to have extra of this…,” or “This is something I’m going to do to be nice.” It’s actually through an authentic and genuine kind of connection. And so, I think a lot of our properties… I can think of examples when I was working on the JW Marriott brand. I hear stories like it’s almost expected, if you check in, you mention [you’re there for an] anniversary or birthday – that you’re celebratin –if somebody happens to find that out ahead of time, and there’s a special amenity or gift, [like it’s recognized by the on-site] restaurant or something. It’s just a nice touch. And I think, you know, a lot of our hotels do a good way of making the guests feel uniquely recognized and special, but also, in a way that it’s not burdensome. It’s just actually a true pleasure and [an] opportunity for our associates to shine and to do something that they feel is really unique, too.

 

JR: Yeah. It’s those little moments of delight that are really human in nature, and they don’t have to be big things. They can be small little things, and they make a big difference.

 

CK: Exactly… It sounds obvious, but sometimes, if you’re waiting for a car to pull up as you’re checking out of the hotel, [providing] cold towels available, or bottles of water if it’s a hot day. When people are arriving, [giving] them like a little cloth or something, so that they can wipe the airport [off of] them, or whatever it is. [The] little thoughtful gesture and small touches accumulate. They really go a long way. I think that gets remembered, and then [guests] sort of expect that elevated level of service. But it’s really foundational at the end of the day. It’s about getting those basics, right?

 

JR: That’s fantastic. I’m going to switch gears a little bit… Travel just isn’t about travel. It’s always had a larger meaning and, you know, it’s quite possible that the meaning of travel is going to change or has changed during this time. What are your thoughts on this?

CK: Yeah, it’s interesting… People are definitely planning still for that next big trip. [Maybe it’s] something that they wanted to take five [or] 10 years from now, but [now], it’s more immediate. So, once the timing again is right, they’re taking advantage of it. But I also think that people are going to be a little bit more intentional with their travel. They’re not necessarily [going to] try to go… Like if they go to Europe and do seven countries and seven days – [travel] might be a little bit slower, a little bit more focused and deliberate. And certainly, I think a little bit more introspective. People might just be more appreciative of the opportunity to travel. And we’ve seen this shift towards, what I would call: The intentional or the slow travel, where people pace themselves, again. Maybe they take a longer route – it’s a little bit more scenic – or, of course, [they’re] blending business and leisure travel… People are taking more extended time to have some time maybe for work, but also tacking on a few extra days to spend with family members or friends… Everybody is just excited to be with their loved ones… People are comfortable, but they’re kind of experiencing virtual meeting or Zoom fatigue. So, having the opportunity, nothing replaces in-person connections. We know that, whether it’s a chance to go visit extended family members or at our hotels [at] conferences and meetings [or] events: People miss being with other people, and you can’t ask them to replace that in-person connection. So, having the opportunity to really foster those moments, I think people [will] be more appreciative of them, in general…

 

JR: Inherently, we’re social creatures.

 

CK: Yeah, exactly.

 

JR: I heard somebody say a little while ago, I can’t remember where I read it, but it was something along the lines of: “Travel used to be for escape. And now, it’s more for connection.” That’s connection to others or connection to yourself, which [aligns with your idea of] introspection and slowing down and being more intentional.

 

CK: I think, in general, people are just more appreciative… We’re just going back to our roots and a little bit more appreciative of the gifts of the world around us and what we can give back, in turn.

 

JR: That’s fantastic. So, in your role in particular, you mentioned this at the top of the session… in your role, you’re really looking at insights and trying to have a pulse on your guests and travelers, in general. So, what are some of the things that you’ve seen? What are some of the new consumer trends or needs or behaviors either that you didn’t expect and were sort of a surprise [about], or things that you’re seeing that are thematic?

 

CK: In terms of behaviors, I touched on [this] briefly earlier, about “B-leisure:” The blending of different trip purposes. Whereas before, people might’ve tacked on an extra day or two, now, because of the extended breaks that people are taking, or even temporary relocations – you’ve heard the stories of some of these different countries that are offering temporary work visas or opportunities for people to scoop up a house for a dollar in different markets and stuff – I think people are really being a little bit more deliberate with their tips and trying to blend the experiences. So, then it’s that balance. And I think in general, just focusing on their personal and mental wellbeing has been tremendous. It’s been really important. So, I, I would say leaning into some of the more wellbeing-focused travel. That’s something that we’ve seen pick up quite a bit. People are thinking, “Okay, how can I incorporate physical exercise or mindfulness experiences and our hotels?”

"Focusing on their personal and mental wellbeing has been tremendous. It's been really important. So, I, I would say leaning into some of the more wellbeing-focused travel. That's something that we’ve seen pick up quite a bit."

I have to say, they’ve just done an amazing job pivoting and re-purposing different spaces. [For example], we have family yoga sessions. There are hotels where they reconverted old rooms into spots and sanctuaries… It’s really been interesting to [see] what guests are wanting and requesting, and how we’ve been able to accommodate… And then, I think also just in general, one thing that is so important for our guests is feeling very comfortable when they come to the properties through all elements of the journey. So, from the moment that they arrive, they have a good experience, to the times when they’re enjoying some of our food and beverage outlets… [it’s also important to] make sure that like we’re offering opportunities for work arounds. Some of our hotels, again, have done an amazing job when it comes to redesigning some of their guest rooms to be private dining spaces or [hosting] evening social events where we have like cocktail cards or places where people can choose to have a happy hour kind of experience…

 

And then just also being able to [provide] partnership [experiences in] local areas if they want to leave the hotel. We have this great program called Eat Around Town. Guests can go, earn points through local establishments and partnerships and restaurants. I don’t know if people realize this: We have over 7,000 hotels globally. Multiply that times the communities in which those properties are located, and you’ve got lots of chances to really enjoy your points, [and do stuff] off property, as well.

 

JR: Let’s talk about the whole notion of transforming spaces. I think that’s a really interesting thing that we’ve seen, [and] not just in the travel industry. It’s been a common theme. Restaurants, as an example, have had to rethink their floor plans [and] their entire delivery system. It’s also created an opportunity for different businesses [and] industries to really rethink their spaces and things that are not being used. How do you repurpose them to really serve your customer? I thought that was really interesting… I’d love to learn a little bit more about your partnerships and what your perspective is on how partnerships will evolve going forward, given that there’s [not] a single entity that owns the full end to end customer experience, but there’s a lot of alliances and partnerships.

 

CK: We have so many different types of partnerships. I think some of the ones that really resonate with people right now are the ones where, again, you’re drawing meaningful connections or experiences, too, or that it’s relevant or applicable to what they’re doing every day. I think about last summer. We launched a program where you could earn a grade. It was, like, six times the amount of points for groceries, and again, it was through our credit card program. It was meeting people, our guests, where they are and what they’re using their different points on, or their credit card dollars with, at this point. Our Marriott signature brand [also] partnered with Ted. I think some of the talks that are out there are [focused around] those meaningful moments or connections or experiences – just taking the chance for people to feel like travel really enriches the soul. And when they’re traveling, people feel a little bit more open to new experiences and to opportunities. And so, if it’s that intellectual stimulation or learning [opportunity], I think that’s a great way for people to feel like, “OK, I can be more balanced and full of life and present in the moment.” And I think that some of that comes through in those little moments or those different pockets of inspiration that we try to activate through partnerships.

 

JR: I think that hits on a couple of things. It hits on this notion that rethinking travel – the partnerships that you’re forging are – different than they were even several years ago. And it’s more about learning in these really meaningful and intimate experiences. I think that’s really interesting.

 

CK: Definitely. I think the balance is now a little different… You touched on things like our spaces and the redesign, you can’t necessarily always do it in community or with others. So, thinking through, “How do you benefit individually, but then share that out collectively?” How does that balance occur, where you’re able to do something for yourself, but you also can share it with others, even if you have to be a little bit more socially distant or physically not in the same space? There’s still a way to feel that enriching experience.

"How does that balance occur, where you're able to do something for yourself, but you also can share it with others, even if you have to be a little bit more socially distant or physically not in the same space?"

JR: What are you doing or what is Marriott doing to really position itself to be able to offer those types of experiences or be a part of that experience?

 

CK: There are a lot of different things that our hotels have done. We have a partnership where we do tours and activities. There are off property chances where people can take advantage of different versions or experiences. Some of our properties have farms where you can go and pick your own food, almost [be a] farmer for the day, which is pretty cool. [Also], when [people] go to a hotel, they don’t want to stay at [the] hotel the whole time, so having the chance to experience some of those off-property locations. I can think of one of our hotels in Thailand, [it has] a great partnership with a local aquarium. They do an activation where they actually bring kids who are staying at the hotel to the site and they teach them about all the different animals that are there.

 

[Also], I think [it’s] the Ritz Carlton down in Amelia Island. they have an onsite Marine Biology, which is pretty cool for families. It’s [about] trying to bring some of the elements of what’s around them, [and weaving it into] the experience at the hotel, or even off-[property], if it’s a partnership or local activation. I think, in general, people just want to [have] tangible, sensorial experiences, really getting back to [their] roots and back into nature… I think people are feeling a little bit more appreciative and intentional with that nature perspective.

 

JR: Yeah, that’s great. You mentioned being a farmer for the day. I went to this [goat] farm in Pescadero a couple of years ago [where you could] pet the [animals]. That’d be a great experience through one of your hotels.

 

CK: Totally. I mean, I remember a couple of years ago, goat yoga was all the rage, right? One of my colleagues said something the other day that. There is a local alpaca farm here in DC, and you can bring people there. It’s just amazing that, connection to animals [and] sense of nature. It’s just really important to people. So, that’s fantastic.

 

JR: One of the things that I’d love to spend a little bit of time on is this notion of understanding your traveler and understanding your guest and understanding customer sentiment. [I’m] curious to hear your thoughts on what can brands do to get closer to their customer, to really understand what are their needs [are], and what role does data have in this?

 

CK: I think a lot of it is, just like I was saying earlier, going back to the basics. Really listening to your customers, understanding what’s important to the guests and paying attention. And I think this comes through. We have great resources that we can utilize from social media where we’re getting that real-time feedback as people are staying in our hotels, but also just looking at the data like the post-day surveys, and looking at what worked well, [and where] could be opportunities for improvement? We always love it when our guests are recognizing special associates, or they share an experience that they’ve had. [It’s about] really paying attention to what’s important and making sure that we’re doing all the right things. So, it’s a combination of… signage in the right place or the high-tech service that’s available, or just ensuring that we’re adapting and adapting, [again].

"I think a lot of it is going back to the basics. Really listening to your customers, understanding what's important to the guests, and paying attention."

[For example], I think all of our restaurants pivoted really quickly to offer QR codes, instead of having tactile menus or having different technologies… The app was able to [accept] housekeeping requests on demand – people could [message] through the app and the interface [to] request services. A lot of it is just recognizing, what are the patterns or the trends that are emerging and the common themes? And therefore, ensuring that we’re doing it right. [Are we] setting the expectations so that our guests… [know what they] can expect to have happen? … It’s really just about getting the basics right. And making sure that we’re listening to them and meeting them where they’re at and delivering [with] flawless execution wherever we can.

 

JR:  You and I had a conversation earlier this week, and you were mentioning that you’re a founding board member for the women leading travel and hospitality group I found [that] really interesting and fascinating. I’m wondering if you might be able to share a little bit more there.

 

CK:  Sure. Yeah. I’m happy to talk about it. And thank you for the opportunity. So, Women Leading Travel & Hospitality is a relatively recent group. We just launched in January. So, if people are looking for it, they can find more information on LinkedIn. We have some social channels through Instagram, [and] they do a newsletter that comes out once a week on Tuesday mornings. And it’s really a network of different women throughout the different hospitality industry. So, of course, [there is] me from the hotel space; there are a couple other women leaders who are from other competitor companies, or peer companies, but then it’s also about representation from airlines, from transportation services. We have some relative startups, like where people are working on things that are related to RVs and alternative accommodation. There’s a woman who is running the innovation center at DFW at the Dallas Fort worth airport.

 

So, I mean, it’s the whole gamut of different experiences, but one thing that I’ve really appreciated… We have peer groups where we talk about all sorts of different topics. What we’re seeing in our respective industries and sectors, but then also like, what are some of the challenges that we’re all facing in this remote environment? Or how are we going to lead performance evaluations this year, or even just like, you know, what does it mean to be a really effective leader? And so, it’s a whole gambit of different topics, but I think that there’s a tremendous amount of respect and appreciation for people’s different viewpoints and their input. And it’s just a great way to network with other people. So, I would really encourage people to be looking at their website. We have an event actually next Thursday, which will be February 25th. [Anyone] can participate in that, but it’s a relatively nominal membership entry point for people to join. And it’s just a great network and a way for people to really [come] together from different industries and different perspectives.

 

JR: Yeah. I love that. I love the fact that there’s this spirit of partnership and it’s not competitive. And, you know, I think that was a topic that was hit on in the previous session as well, that I think this time has really shown that the industry is stronger as a whole. When everybody comes together and partners, it’s much more operative…

 

CK: Yeah. I’ve been very impressed with a lot of the different groups. I know, in particular, the U.S. travel Association has been really pivoting to get all of the different sectors involved in terms of planning a vacation day or thinking about like that next trip… IT goes through all the different stages [of] that customer journey experience.

 

JR: I have a few more questions and then I think we should probably pivot over to the question in the Q&A… What are you optimistic about? What are you most excited about looking forward?

CK: I am optimistic that travel will come back, and I think it’s going to come back with a vengeance. I use the term “revenge travel”. People are willing and excited, but they’re [also] ready. And so again, if it’s taken a little bit longer than the anticipated, I think people will be certainly more appreciative of it. I think in general, I’m optimistic that people are going to be a little bit nicer, a little bit more patient… We know that travel is such a gift, and that people won’t take it for granted… And so, I’m optimistic that every time that people travel going forward, you’re just going to realize what a tremendous gift it is and what an experience it is to be able to do it, whether it’s personally, or professionally, or some combination.

 

JR: One of the things that we’ve seen probably over the last year is also the approach that companies have had to take days off. There’s been a lot more flexibility and acknowledgement that it’s an important thing – that people’s wellbeing is important. There’s going to be challenges, as we go forward. And I think I’m optimistic and hopeful that companies will value that going forward or will continue to value that.

 

CK: I agree. I definitely think so. And I’ve seen, even among our leadership, people taking advantage of opportunities to have those blended experiences… But that balance is really critical.

 

JR: Yeah. So I know we’re wrapping up. I can I ask a few of the Q and A’s. One of them is: How has your loyalty strategy been impacted over the last six months?

 

KC: Sure. So we’ve made a couple of different changes to our loyalty program. And if people are curious to know a little bit more, they can certainly go online and see about some of the requirements as it relates to status and tiers and weeknights and all that. But I mean, as it is today, of course we want people to love our brands, to be those brand ambassadors, to have great experiences. [We] focused on what I was talking a little bit earlier, in terms of [providing] opportunity to earn points [at] different ancillary revenue sources. But also, we want to give our guests the chance to burn points, to use their points, [and] actually take advantage of those redemption days. To really plan that next big trip [and to] be excited for it. So, it’s just more of a shift in terms of where the spending is. In general, I think our five-point program has been consistently recognized as a really amazing program with wonderful perks and privileges, and members just love it. So, we want to keep that train going, I would say.

 

JR: One last question. What is the pivot at Marriott that you’re most proud of in the last year?

KC: The last year? I would say the authenticity that people are showing. I think that people are really just so genuine in terms of their experiences now. It’s a little bit vulnerable, but people have shown their home lives; It’s intersecting with their professional lives. But I think a great example of going back to what we were kind of talking about at the beginning… Displaying empathy from the get-go and really acknowledging and recognizing that people are going through all of those stirred up emotions: The ups, the downs, the peaks, the valleys. And so, just having the courage and conviction for people to say, “I can’t be on-call at six o’clock at night because that’s the time that I put my kids down for a bath,” or at 7:00 AM… It’s just, again, “That’s not going to work for me because that’s the time that my husband and I read the newspaper together and have coffee.” The little things like that, it’s showing everyone’s authenticity, but also the expectations that people will continue to give their all and that everybody is working together and we’re not going to let go of short and long-term plans, but we want to be supporting each other. [Whatever] that looks like.

 

JR: Yeah, yeah, we’ve really sort of brought down the facade that everything is flawless. It’s not.

 

CK: It’s real.

 

Are you actively trying to plan or strategize for the future of plan? Contact us now to see examples of our work with travel & hospitality clients.

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News This Week in CX

What’s In Store For the Future of Travel?

Photo Credit: iStock/Lauren Joskowitz, Tallwave

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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Uncategorized

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

Man holding cut-out poster of earth
Photo Credit: iStock

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. 

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Innovators Series Uncategorized

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

Team in meeting room with sticky notes
Photo Credit: iStock

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.

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6720 N. Scottsdale Road, Suite 140
Scottsdale, Arizona 85253
(602) 840-0400

For business inquiries, contact Ed Borromeo, Tallwave Partner at innovate@tallwave.com

For business inquiries, contact Ed Borromeo,
Tallwave Partner at innovate@tallwave.com

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