Categories
Strategy

Strategies For Pandemic-Winning Businesses to Maintain Momentum After COVID-19

2020 will go down in history as a year that vastly changed customer behaviors, expectations, and needs for good. And while that was bad for some industries and businesses, others whose products and services were ripe for digital-only and socially distanced environments saw major increases in customer acquisition, engagement, bookings, and overall sentiment.

 

For example:

 

  • Companies like RVshare & Cruise America saw an 846% increase in bookings, as homebound individuals and families sought out adventure and reconnected to nature.
  • Vacation and short-term rentals including AirBnb, VRBO, and AvantStay saw their numbers reportedly triple, and struggled to keep up with the demand.
  • Subscription services experienced immediate growth just weeks into the pandemic, seeing monthly customer acquisitions increase as much as 85%.
  • Grocery stores saw “double digit profits” compared to 2019.
  • The pandemic reshaped the fitness landscape as health and fitness equipment revenue more than doubled from March 2020 to October 2020.

But, as the world returns to some sort of normalcy and consumers begin to venture outside their homes, pandemic-winning businesses are forced to answer the question: What strategies will help sustain recent customer acquisitions and growth? As consumers get tired of doing things they were forced to do during the pandemic, and a resurgence of options become available, pandemic-winning businesses will have to rethink the customer journey and uplevel experiences to avoid their recent success from tapering off.

Business who opt to maintain rather than innovate and improve customer experiences, risk being left behind.

6 Ways Pandemic-Winning Businesses Can Carve a Path Forward

1. Identify Industry Changes & Trends That Will Continue Past the Pandemic

Understand what changed within your industry due to COVID-19, but more importantly, focus on identifying what the staying power of new and emerging trends really are. This will help ensure your business’s time, money, and energy is focused on creating change where it matters most, rather than reactively and wastefully catering to temporary trends that won’t drive long term ROI.

 

For example, according to an analysis conducted by the budgeting app TrueBill for The Washington Post, subscription boxes and services aren’t going anywhere. “Power subscribers” – consumers with 10 or more recurring payments that add up to an average of $145 spent per month – is growing exponentially. In fact, the subscription economy is predicted to grow by $1.5 trillion by 2025, says financial services firm UBS.

 

By understanding the staying power that subscription services have, you may be able to find ways to incorporate unique and convenient subscription-based experiences. Creativity is key. Take for example Tripadvisor. In an attempt to bounce back from hits the travel industry took during COVID-19, they’ve launched a $99 annual program that offers exclusive deals and dedicated service lines to subscribers as a way. Six Washington, D.C. restaurants found a way to play in the subscription economy by joining forces and creating a “supper club” that delivers gourmet meals prepared by different chefs each week to subscribers’ homes.

 

If there’s a will, there’s a way. And there’s a lot of money you may be leaving on the table if you don’t take time to identify trends that are here to stay.

2. Reevaluate Consumer Groups & Update Your Ideal Customer Profile

Consumer groups have inevitably changed, due to COVID-19. Whether it’s just the needs and wants of your existing customers that have evolved, or you find that a completely new customer mix now engages with your products or services, it’s crucial to understand exactly who you’re serving, and how you can create better experiences for them in the future. By gathering and mining audience data, you can uncover new behaviors and update your core personas and customer profiles to inform future customer experience design.

 

For example, the experience and relationship restaurant owners need and want from their produce suppliers changed due to the pandemic. As part of a larger customer journey initiative to better understand everyday business needs and experiences of existing customers, we created and executed a customer survey focused on 1-2 restaurant locations segments for a food distribution company. The intent of the survey was to understand unique attitudes and behaviors that could provide more opportunity to focus on increasing share and loyalty, and to further understand segmentation differences within customer groups. By gathering insights directly from our clients’ customers related to technology and tools, COVID-19 impacts and competition, and perceptions associated with our clients’ existing services, we were able to update attitudinal segmentation within their customer mix and uncover future opportunities for improved experiences.

3. Consider New Customer Behaviors & Usage

With limited options during the pandemic, many customers found new ways to use products and services than originally intended. For example, many rental homes that were typically reserved pre-pandemic for short-term vacations turned into long-term homes away from home. Cars that were previously used to get from point A to point B became safe-havens and temporary escapes for overworked parents. Video communication softwares such as Zoom, Google Hangouts and Skype evolved from connecting business colleagues to hosting virtual game nights, happy hours, and family celebrations.

 

As you mine audience data to uncover new and update existing consumer groups and personas, it’s also important to pay attention to how behaviors or usage shifted during the pandemic. Did customers engage with your products or services in new ways? Were they seeking new results or using your business to complete unprecedented tasks?

 

Use this information to expand the customer experiences you provide by designing, imagining, or inventing new uses for your product or service that provide added value.

 

Also read: 6 Factors Influencing Customer Behaviors in 2021 (With Original Research)

4. Pinpoint ‘Aha!’ Moments Within Your Customer Experience

The “Aha!” moment is when your customers truly “get it.” They understand the value that your product or service provides and realize why they need it – or simply want it – in their lives.

 

Evaluate and pinpoint where “Aha!” moments take place within your current experience by mapping the customer experience using both qualitative and quantitative research methods . Then, using the map, identify ways to either optimize, improve, or manufacture completely new “Aha!” moments to ensure continual value creation and engagement.

 

It’s important that customers perceive value at every stage throughout the customer journey to ensure repeat behavior. Don’t miss opportunities to drive an emotional bond and connection and establish a healthy customer-brand relationship by closing the loop too soon. The experience doesn’t end at the purchase point – the experience you provide creatively continue to drive value far beyond that.

 

Also read: 9 Quantitative Research Methods With Real Client Examples

5. Create New, Innovative, and Added Value For Customers

This is where we bring things full circle, and if you opt to maintain rather than innovate and drive your customer experience further, you’ll get left behind.

 

Through evaluating consumer groups and updating customer profiles, you may find that your business acquired new customers during the pandemic that wouldn’t have considered your product or services in a different time. As they start to return to pre-pandemic norms and habits, how can your businesses ensure you can convert newly acquired customers into repeat customers long-term? Well, using your customer experience map and analyses, look for ways to add value.

 

For example, new customers may not know how to use your product or service fully. If that’s not intuitive, you need to add value in the form of content (think opt-in texts, email nurture strategies, website quizzes and tools) or A.I. assistance to help customers use or leverage your product or services in new ways. By doing this, you can help educate consumers and push them closer to realizing value without selling them anything new.

 

Also, find ways to build community. Now more than ever, people are craving connection and want to support brands whose values align with their own and they can see themselves in. Consider connecting with and reaching new and existing customers by leveraging platforms such as Instagram, and TikTok to start conversations, allow people to attend offline events digitally, provide a look into your business “behind the scenes,” and more. The more authentic and human you can make your community and digital presence, the strong connection and support you’ll forge.

 

Also read: Developing Nurture Strategies That Decrease Time to Value 

6. Help Customers Navigate & Transition Into a Post-Pandemic Landscape

Lastly, be helpful. This is just another version of value, but in this case, it’s selfless. It’s not about acquiring, upselling, or converting. It’s simply about doing what’s right and holding empathy for your customers by extending value beyond the reason people are (or were) forced to use your products or services during the pandemic.

 

Play a part in helping them navigate the bounce back to pre-pandemic life in a way that feels aligned with your brand but puts the wellbeing of consumers at the core.

 

Need help envisioning and implementing strategies to maintain success in a post-COVID world? We can help. Contact us today.

Categories
Uncategorized

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

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

 

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

 

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

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

 

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

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

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

 

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

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

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

 

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

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

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

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

 

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

 

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

 

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

Launches New Campaign Focused on Fostering Black Excellence

 

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

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

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

 

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

 

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

Qualcomm Releases 2020 Corporate Responsibility & Reveals Plans Through 2025

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

 

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

Qualcomm Instagram post about corporate social impact

Also read: Solving For a Lack of Diversity in CX

 

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

 

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

Qualcomm's Pledge Through 2025

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

 

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

 

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

Categories
Innovators Series Uncategorized

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

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

 

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

 

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

 

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

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

 

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

 

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

 

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

 

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

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

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

 

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

 

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

 

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

 

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

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

 

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

 

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

 

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

 

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

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

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

 

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

 

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

 

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

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

 

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

 

MF: Yes, for sure.

 

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

 

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

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

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

 

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

 

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

 

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

 

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

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

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

 

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

 

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

#InItTogether Campaign on Johsnon's Baby Instagram

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

 

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

 

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

 

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

 

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

Categories
News This Week in CX

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

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

 

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

 

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

 

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

 

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

 

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

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

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

 

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

 

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

 

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

 

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

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

 

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

 

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

 

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

 

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

 

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

 

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

Microsoft’s Healthcare Bot Migrates to the Azure Platform

 

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

 

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

 

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

 

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

 

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

 

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

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

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

 

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

 

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

 

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

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

Walgreens is doing big things.

 

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

 

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

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

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

 

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

 

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

 

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

 

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

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

 

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

 

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

 

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

 

Anyone else switching their regular pharmacy to Walgreens?