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Tue, 13 Sep 2016 19:23:21 GMT狠狠撸Share feed for 狠狠撸shows by User: jim1000Creating Clarity and Conviction in the Mind of Your Customer
/slideshow/creating-clarity-and-conviction-in-the-mind-of-your-customer/65989336
povaug22-160913192321 Clarity and conviction in the mind of your customer starts
with an authentic and consistently delivered corporate story.
To establish clarity and conviction, CMOs must first address
the enterprise-wide messaging development and delivery
problem that exists across all three phases of the customer
experience (self-service, sales, post-purchase). The CEO,
CMO and customer experience leaders must get in a room
and devise a plan for delivering a consistent story in the
complex experience economy they operate in today. This
starts with the CEO making the corporate story a strategic
priority across the organization. The CEO must fundamentally
buy in to the fact that your corporate story directly impacts
the customer experience and financial performance. Read more...]]>
Clarity and conviction in the mind of your customer starts
with an authentic and consistently delivered corporate story.
To establish clarity and conviction, CMOs must first address
the enterprise-wide messaging development and delivery
problem that exists across all three phases of the customer
experience (self-service, sales, post-purchase). The CEO,
CMO and customer experience leaders must get in a room
and devise a plan for delivering a consistent story in the
complex experience economy they operate in today. This
starts with the CEO making the corporate story a strategic
priority across the organization. The CEO must fundamentally
buy in to the fact that your corporate story directly impacts
the customer experience and financial performance. Read more...]]>
Tue, 13 Sep 2016 19:23:21 GMT/slideshow/creating-clarity-and-conviction-in-the-mind-of-your-customer/65989336jim1000@slideshare.net(jim1000)Creating Clarity and Conviction in the Mind of Your Customerjim1000Clarity and conviction in the mind of your customer starts
with an authentic and consistently delivered corporate story.
To establish clarity and conviction, CMOs must first address
the enterprise-wide messaging development and delivery
problem that exists across all three phases of the customer
experience (self-service, sales, post-purchase). The CEO,
CMO and customer experience leaders must get in a room
and devise a plan for delivering a consistent story in the
complex experience economy they operate in today. This
starts with the CEO making the corporate story a strategic
priority across the organization. The CEO must fundamentally
buy in to the fact that your corporate story directly impacts
the customer experience and financial performance. Read more...<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/povaug22-160913192321-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Clarity and conviction in the mind of your customer starts
with an authentic and consistently delivered corporate story.
To establish clarity and conviction, CMOs must first address
the enterprise-wide messaging development and delivery
problem that exists across all three phases of the customer
experience (self-service, sales, post-purchase). The CEO,
CMO and customer experience leaders must get in a room
and devise a plan for delivering a consistent story in the
complex experience economy they operate in today. This
starts with the CEO making the corporate story a strategic
priority across the organization. The CEO must fundamentally
buy in to the fact that your corporate story directly impacts
the customer experience and financial performance. Read more...
]]>
1345https://cdn.slidesharecdn.com/ss_thumbnails/povaug22-160913192321-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Extracting Business Value From All Three Phases of the Customer Experience
/slideshow/extracting-business-value-from-all-three-phases-of-the-customer-experience/65141007
augustcmopreso081016-160818203217 This presentation is from the Future of the CMO / CXP Executive Education Series (www.cmoeducationseries.com). The education series is hosted by OnMessage (www.itsonmessage.com).
This education session explains why CEOs, CMOs and other business executives are quickly coming to the realization that every aspect of the organization must work together to achieve lasting customer experience success. It鈥檚 not just about successful lead generation. It鈥檚 not just about great sales conversion rates, or a better than average Net Promoter Score. Christine Crandell, a contributing editor with Forbes magazine said it best, 鈥淐ustomer experience is not restricted just to the attract engage-convert-close funnel. Rather it is about the lifetime experience the buyer expects to have with a vendor.鈥� What this means is every phase of the customer experience matters. And only when all three phases of the customer experience are performing at a high-level can a company reach its full potential.]]>
This presentation is from the Future of the CMO / CXP Executive Education Series (www.cmoeducationseries.com). The education series is hosted by OnMessage (www.itsonmessage.com).
This education session explains why CEOs, CMOs and other business executives are quickly coming to the realization that every aspect of the organization must work together to achieve lasting customer experience success. It鈥檚 not just about successful lead generation. It鈥檚 not just about great sales conversion rates, or a better than average Net Promoter Score. Christine Crandell, a contributing editor with Forbes magazine said it best, 鈥淐ustomer experience is not restricted just to the attract engage-convert-close funnel. Rather it is about the lifetime experience the buyer expects to have with a vendor.鈥� What this means is every phase of the customer experience matters. And only when all three phases of the customer experience are performing at a high-level can a company reach its full potential.]]>
Thu, 18 Aug 2016 20:32:17 GMT/slideshow/extracting-business-value-from-all-three-phases-of-the-customer-experience/65141007jim1000@slideshare.net(jim1000)Extracting Business Value From All Three Phases of the Customer Experiencejim1000This presentation is from the Future of the CMO / CXP Executive Education Series (www.cmoeducationseries.com). The education series is hosted by OnMessage (www.itsonmessage.com).
This education session explains why CEOs, CMOs and other business executives are quickly coming to the realization that every aspect of the organization must work together to achieve lasting customer experience success. It鈥檚 not just about successful lead generation. It鈥檚 not just about great sales conversion rates, or a better than average Net Promoter Score. Christine Crandell, a contributing editor with Forbes magazine said it best, 鈥淐ustomer experience is not restricted just to the attract engage-convert-close funnel. Rather it is about the lifetime experience the buyer expects to have with a vendor.鈥� What this means is every phase of the customer experience matters. And only when all three phases of the customer experience are performing at a high-level can a company reach its full potential.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/augustcmopreso081016-160818203217-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> This presentation is from the Future of the CMO / CXP Executive Education Series (www.cmoeducationseries.com). The education series is hosted by OnMessage (www.itsonmessage.com).
This education session explains why CEOs, CMOs and other business executives are quickly coming to the realization that every aspect of the organization must work together to achieve lasting customer experience success. It鈥檚 not just about successful lead generation. It鈥檚 not just about great sales conversion rates, or a better than average Net Promoter Score. Christine Crandell, a contributing editor with Forbes magazine said it best, 鈥淐ustomer experience is not restricted just to the attract engage-convert-close funnel. Rather it is about the lifetime experience the buyer expects to have with a vendor.鈥� What this means is every phase of the customer experience matters. And only when all three phases of the customer experience are performing at a high-level can a company reach its full potential.
]]>
1153https://cdn.slidesharecdn.com/ss_thumbnails/augustcmopreso081016-160818203217-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Culture is intrinsically connected to your strategy. And story. It鈥檚 the very manifestation of the two.
/slideshow/culture-is-intrinsically-connected-to-your-strategy-and-story-its-the-very-manifestation-of-the-two/64918925
povaugust1-160811194006 Peter Drucker famously said, 鈥淐ulture eats strategy for
breakfast.鈥� As we鈥檝e shown, that鈥檚 not really true. Culture is
intrinsically connected to your strategy. And story. It鈥檚 the very
manifestation of the two. So, if you are like 95 percent of
executives who believe change is needed in your company鈥檚
culture, it鈥檚 time to address the root cause: lack of clarity and
alignment in your story and your strategy. Then invest the time,
resources and dollars it takes to infuse that story and strategy into the hearts and minds of every stakeholder inside and outside of your company. It will be worth it. Discover why your
corporate culture is the byproduct of your story and strategy 鈥�
in action.]]>
Peter Drucker famously said, 鈥淐ulture eats strategy for
breakfast.鈥� As we鈥檝e shown, that鈥檚 not really true. Culture is
intrinsically connected to your strategy. And story. It鈥檚 the very
manifestation of the two. So, if you are like 95 percent of
executives who believe change is needed in your company鈥檚
culture, it鈥檚 time to address the root cause: lack of clarity and
alignment in your story and your strategy. Then invest the time,
resources and dollars it takes to infuse that story and strategy into the hearts and minds of every stakeholder inside and outside of your company. It will be worth it. Discover why your
corporate culture is the byproduct of your story and strategy 鈥�
in action.]]>
Thu, 11 Aug 2016 19:40:06 GMT/slideshow/culture-is-intrinsically-connected-to-your-strategy-and-story-its-the-very-manifestation-of-the-two/64918925jim1000@slideshare.net(jim1000)Culture is intrinsically connected to your strategy. And story. It鈥檚 the very manifestation of the two.jim1000Peter Drucker famously said, 鈥淐ulture eats strategy for
breakfast.鈥� As we鈥檝e shown, that鈥檚 not really true. Culture is
intrinsically connected to your strategy. And story. It鈥檚 the very
manifestation of the two. So, if you are like 95 percent of
executives who believe change is needed in your company鈥檚
culture, it鈥檚 time to address the root cause: lack of clarity and
alignment in your story and your strategy. Then invest the time,
resources and dollars it takes to infuse that story and strategy into the hearts and minds of every stakeholder inside and outside of your company. It will be worth it. Discover why your
corporate culture is the byproduct of your story and strategy 鈥�
in action.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/povaugust1-160811194006-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Peter Drucker famously said, 鈥淐ulture eats strategy for
breakfast.鈥� As we鈥檝e shown, that鈥檚 not really true. Culture is
intrinsically connected to your strategy. And story. It鈥檚 the very
manifestation of the two. So, if you are like 95 percent of
executives who believe change is needed in your company鈥檚
culture, it鈥檚 time to address the root cause: lack of clarity and
alignment in your story and your strategy. Then invest the time,
resources and dollars it takes to infuse that story and strategy into the hearts and minds of every stakeholder inside and outside of your company. It will be worth it. Discover why your
corporate culture is the byproduct of your story and strategy 鈥�
in action.
]]>
1436https://cdn.slidesharecdn.com/ss_thumbnails/povaugust1-160811194006-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Redefining Culture in the C-Suite.
/slideshow/redefining-culture-in-the-csuite/64918885
povjuly18-160811193747 Culture used to be a soft concept. It used to be something the
executive team would only pay attention to when the business
environment grew toxic. In today鈥檚 world, this is changing
鈥� and in a big way. Forward-thinking executives now view
culture as the surest way to establish a competitive advantage
because of its direct impact on the customer experience.
And, as a result, they also realize the role culture plays in the
financial performance of the business.
Of course, not all executives get it. Many still see culture as
an HR issue. They still separate it from the company鈥檚 overall
go-to-market strategy and story, and view it as something that
is built in isolation. Learn why this is not a winning formula.]]>
Culture used to be a soft concept. It used to be something the
executive team would only pay attention to when the business
environment grew toxic. In today鈥檚 world, this is changing
鈥� and in a big way. Forward-thinking executives now view
culture as the surest way to establish a competitive advantage
because of its direct impact on the customer experience.
And, as a result, they also realize the role culture plays in the
financial performance of the business.
Of course, not all executives get it. Many still see culture as
an HR issue. They still separate it from the company鈥檚 overall
go-to-market strategy and story, and view it as something that
is built in isolation. Learn why this is not a winning formula.]]>
Thu, 11 Aug 2016 19:37:47 GMT/slideshow/redefining-culture-in-the-csuite/64918885jim1000@slideshare.net(jim1000)Redefining Culture in the C-Suite.jim1000Culture used to be a soft concept. It used to be something the
executive team would only pay attention to when the business
environment grew toxic. In today鈥檚 world, this is changing
鈥� and in a big way. Forward-thinking executives now view
culture as the surest way to establish a competitive advantage
because of its direct impact on the customer experience.
And, as a result, they also realize the role culture plays in the
financial performance of the business.
Of course, not all executives get it. Many still see culture as
an HR issue. They still separate it from the company鈥檚 overall
go-to-market strategy and story, and view it as something that
is built in isolation. Learn why this is not a winning formula.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/povjuly18-160811193747-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Culture used to be a soft concept. It used to be something the
executive team would only pay attention to when the business
environment grew toxic. In today鈥檚 world, this is changing
鈥� and in a big way. Forward-thinking executives now view
culture as the surest way to establish a competitive advantage
because of its direct impact on the customer experience.
And, as a result, they also realize the role culture plays in the
financial performance of the business.
Of course, not all executives get it. Many still see culture as
an HR issue. They still separate it from the company鈥檚 overall
go-to-market strategy and story, and view it as something that
is built in isolation. Learn why this is not a winning formula.
]]>
612https://cdn.slidesharecdn.com/ss_thumbnails/povjuly18-160811193747-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0The state of your culture is in fact, the state of your customer experience.
/slideshow/the-state-of-your-culture-is-in-fact-the-state-of-your-customer-experience/64918743
julycmopreso072116-160811193157 Studies show that most companies separate culture initiatives from their business strategy and story. They separate it from the employee and customer experience. The fact is, culture is the byproduct of your story and strategy in action. The words and actions of every employee embody your company鈥檚 story and strategy. So the real question is, what is the state of your go-to-market story and strategy? What message are you sending to your employees? What message are you sending to your customers? Executives must understand that words matter. More specifically, executives must acknowledge that the message behind the company鈥檚 story and strategy will play a significant role in the type of culture that takes root inside the business. This presentation explores why executives must redefine how they view and manage culture; the pivotal role a company鈥檚 story and strategy play in culture development; and how winning cultures are built]]>
Studies show that most companies separate culture initiatives from their business strategy and story. They separate it from the employee and customer experience. The fact is, culture is the byproduct of your story and strategy in action. The words and actions of every employee embody your company鈥檚 story and strategy. So the real question is, what is the state of your go-to-market story and strategy? What message are you sending to your employees? What message are you sending to your customers? Executives must understand that words matter. More specifically, executives must acknowledge that the message behind the company鈥檚 story and strategy will play a significant role in the type of culture that takes root inside the business. This presentation explores why executives must redefine how they view and manage culture; the pivotal role a company鈥檚 story and strategy play in culture development; and how winning cultures are built]]>
Thu, 11 Aug 2016 19:31:57 GMT/slideshow/the-state-of-your-culture-is-in-fact-the-state-of-your-customer-experience/64918743jim1000@slideshare.net(jim1000)The state of your culture is in fact, the state of your customer experience.jim1000Studies show that most companies separate culture initiatives from their business strategy and story. They separate it from the employee and customer experience. The fact is, culture is the byproduct of your story and strategy in action. The words and actions of every employee embody your company鈥檚 story and strategy. So the real question is, what is the state of your go-to-market story and strategy? What message are you sending to your employees? What message are you sending to your customers? Executives must understand that words matter. More specifically, executives must acknowledge that the message behind the company鈥檚 story and strategy will play a significant role in the type of culture that takes root inside the business. This presentation explores why executives must redefine how they view and manage culture; the pivotal role a company鈥檚 story and strategy play in culture development; and how winning cultures are built<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/julycmopreso072116-160811193157-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Studies show that most companies separate culture initiatives from their business strategy and story. They separate it from the employee and customer experience. The fact is, culture is the byproduct of your story and strategy in action. The words and actions of every employee embody your company鈥檚 story and strategy. So the real question is, what is the state of your go-to-market story and strategy? What message are you sending to your employees? What message are you sending to your customers? Executives must understand that words matter. More specifically, executives must acknowledge that the message behind the company鈥檚 story and strategy will play a significant role in the type of culture that takes root inside the business. This presentation explores why executives must redefine how they view and manage culture; the pivotal role a company鈥檚 story and strategy play in culture development; and how winning cultures are built
]]>
1726https://cdn.slidesharecdn.com/ss_thumbnails/julycmopreso072116-160811193157-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Culture is the byproduct of your story and strategy in action.
/slideshow/culture-is-the-byproduct-of-your-story-and-strategy-in-action/64810090
cultureisthebyproductofyourstoryandstrategyinaction-160808191526 Culture used to be a soft concept. It used to be something the executive team would only pay attention to when the business environment grew toxic. In today鈥檚 world, this is changing 鈥� and in a big way. Forward-thinking executives now view culture as the surest way to establish a competitive advantage because of its direct impact on the customer experience. And, as a result, they also realize the role culture plays in the financial performance of the business.
Of course, not all executives get it. Many still see culture as an HR issue. They still separate it from the company鈥檚 overall go-to-market strategy and story, and view it as something that is built in isolation. Executives with this point of view rarely develop a culture that positively impacts employee engagement, the customer experience or business results.
This paper explores why executives must redefine how they view and manage culture; the pivotal role a company鈥檚 story and strategy play in culture development; and how winning cultures are built.]]>
Culture used to be a soft concept. It used to be something the executive team would only pay attention to when the business environment grew toxic. In today鈥檚 world, this is changing 鈥� and in a big way. Forward-thinking executives now view culture as the surest way to establish a competitive advantage because of its direct impact on the customer experience. And, as a result, they also realize the role culture plays in the financial performance of the business.
Of course, not all executives get it. Many still see culture as an HR issue. They still separate it from the company鈥檚 overall go-to-market strategy and story, and view it as something that is built in isolation. Executives with this point of view rarely develop a culture that positively impacts employee engagement, the customer experience or business results.
This paper explores why executives must redefine how they view and manage culture; the pivotal role a company鈥檚 story and strategy play in culture development; and how winning cultures are built.]]>
Mon, 08 Aug 2016 19:15:26 GMT/slideshow/culture-is-the-byproduct-of-your-story-and-strategy-in-action/64810090jim1000@slideshare.net(jim1000)Culture is the byproduct of your story and strategy in action.jim1000Culture used to be a soft concept. It used to be something the executive team would only pay attention to when the business environment grew toxic. In today鈥檚 world, this is changing 鈥� and in a big way. Forward-thinking executives now view culture as the surest way to establish a competitive advantage because of its direct impact on the customer experience. And, as a result, they also realize the role culture plays in the financial performance of the business.
Of course, not all executives get it. Many still see culture as an HR issue. They still separate it from the company鈥檚 overall go-to-market strategy and story, and view it as something that is built in isolation. Executives with this point of view rarely develop a culture that positively impacts employee engagement, the customer experience or business results.
This paper explores why executives must redefine how they view and manage culture; the pivotal role a company鈥檚 story and strategy play in culture development; and how winning cultures are built.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cultureisthebyproductofyourstoryandstrategyinaction-160808191526-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Culture used to be a soft concept. It used to be something the executive team would only pay attention to when the business environment grew toxic. In today鈥檚 world, this is changing 鈥� and in a big way. Forward-thinking executives now view culture as the surest way to establish a competitive advantage because of its direct impact on the customer experience. And, as a result, they also realize the role culture plays in the financial performance of the business.
Of course, not all executives get it. Many still see culture as an HR issue. They still separate it from the company鈥檚 overall go-to-market strategy and story, and view it as something that is built in isolation. Executives with this point of view rarely develop a culture that positively impacts employee engagement, the customer experience or business results.
This paper explores why executives must redefine how they view and manage culture; the pivotal role a company鈥檚 story and strategy play in culture development; and how winning cultures are built.
]]>
2613https://cdn.slidesharecdn.com/ss_thumbnails/cultureisthebyproductofyourstoryandstrategyinaction-160808191526-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Establishing Executive Alignment and Priorities 鈥ˋround Your Company鈥檚 Customer Experience.
/jim1000/establishing-executive-alignment-and-priorities-around-your-companys-customer-experience
junecmocxppreso062316-160721190328 This is one of several presentations that are part of the Future of the CMO/CXP Executive Education Series -- Hosted by OnMessage.
Establishing Executive Alignment and Priorities 鈥ˋround Your Company鈥檚 Customer Experience.
Securing executive alignment and clearly defined priorities
in support of Customer Experience Management is crucial.
Yet, so few companies have a game plan for making this
happen. In most cases customer experience, as a priority
within the business, originates and stagnates within
customer service or call center departments. The initiative
fails to gain traction in other customer-facing areas of
the business. It never receives executive support and
endorsement. As a result, the customer experience never
delivers material business results.
Why is this? For the customer experience to translate into
improved financial performance and become a competitive
advantage, it must be embraced enterprise-wide. It must
be implemented in a cross-functional manner 鈥� and, it
has to be a priority for the CEO and the entire C-suite.
View entire presentation.]]>
This is one of several presentations that are part of the Future of the CMO/CXP Executive Education Series -- Hosted by OnMessage.
Establishing Executive Alignment and Priorities 鈥ˋround Your Company鈥檚 Customer Experience.
Securing executive alignment and clearly defined priorities
in support of Customer Experience Management is crucial.
Yet, so few companies have a game plan for making this
happen. In most cases customer experience, as a priority
within the business, originates and stagnates within
customer service or call center departments. The initiative
fails to gain traction in other customer-facing areas of
the business. It never receives executive support and
endorsement. As a result, the customer experience never
delivers material business results.
Why is this? For the customer experience to translate into
improved financial performance and become a competitive
advantage, it must be embraced enterprise-wide. It must
be implemented in a cross-functional manner 鈥� and, it
has to be a priority for the CEO and the entire C-suite.
View entire presentation.]]>
Thu, 21 Jul 2016 19:03:28 GMT/jim1000/establishing-executive-alignment-and-priorities-around-your-companys-customer-experiencejim1000@slideshare.net(jim1000)Establishing Executive Alignment and Priorities 鈥ˋround Your Company鈥檚 Customer Experience.jim1000This is one of several presentations that are part of the Future of the CMO/CXP Executive Education Series -- Hosted by OnMessage.
Establishing Executive Alignment and Priorities 鈥ˋround Your Company鈥檚 Customer Experience.
Securing executive alignment and clearly defined priorities
in support of Customer Experience Management is crucial.
Yet, so few companies have a game plan for making this
happen. In most cases customer experience, as a priority
within the business, originates and stagnates within
customer service or call center departments. The initiative
fails to gain traction in other customer-facing areas of
the business. It never receives executive support and
endorsement. As a result, the customer experience never
delivers material business results.
Why is this? For the customer experience to translate into
improved financial performance and become a competitive
advantage, it must be embraced enterprise-wide. It must
be implemented in a cross-functional manner 鈥� and, it
has to be a priority for the CEO and the entire C-suite.
View entire presentation.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/junecmocxppreso062316-160721190328-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> This is one of several presentations that are part of the Future of the CMO/CXP Executive Education Series -- Hosted by OnMessage.
Establishing Executive Alignment and Priorities 鈥ˋround Your Company鈥檚 Customer Experience.
Securing executive alignment and clearly defined priorities
in support of Customer Experience Management is crucial.
Yet, so few companies have a game plan for making this
happen. In most cases customer experience, as a priority
within the business, originates and stagnates within
customer service or call center departments. The initiative
fails to gain traction in other customer-facing areas of
the business. It never receives executive support and
endorsement. As a result, the customer experience never
delivers material business results.
Why is this? For the customer experience to translate into
improved financial performance and become a competitive
advantage, it must be embraced enterprise-wide. It must
be implemented in a cross-functional manner 鈥� and, it
has to be a priority for the CEO and the entire C-suite.
View entire presentation.
]]>
3493https://cdn.slidesharecdn.com/ss_thumbnails/junecmocxppreso062316-160721190328-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Culture: The Byproduct of Your Story and Strategy
/slideshow/culture-the-byproduct-of-your-story-and-strategy/64258540
julycmopreso072116-160721183855 This presentation is one of several that are part of The Future of the CMO/CXP Executive Education Series. An educational series hosted by OnMessage.
----
Culture: The Byproduct of Your Story and Strategy.
To truly develop a culture that creates value, lasting
business results and a differentiated customer experience,
executives need to rethink how culture is formed. It鈥檚
not about Ping-Pong tables, free lunches and cool office
spaces. It鈥檚 about clarity. Clarity in the company鈥檚 story 鈥�
and in the company鈥檚 strategy.]]>
This presentation is one of several that are part of The Future of the CMO/CXP Executive Education Series. An educational series hosted by OnMessage.
----
Culture: The Byproduct of Your Story and Strategy.
To truly develop a culture that creates value, lasting
business results and a differentiated customer experience,
executives need to rethink how culture is formed. It鈥檚
not about Ping-Pong tables, free lunches and cool office
spaces. It鈥檚 about clarity. Clarity in the company鈥檚 story 鈥�
and in the company鈥檚 strategy.]]>
Thu, 21 Jul 2016 18:38:55 GMT/slideshow/culture-the-byproduct-of-your-story-and-strategy/64258540jim1000@slideshare.net(jim1000)Culture: The Byproduct of Your Story and Strategyjim1000This presentation is one of several that are part of The Future of the CMO/CXP Executive Education Series. An educational series hosted by OnMessage.
----
Culture: The Byproduct of Your Story and Strategy.
To truly develop a culture that creates value, lasting
business results and a differentiated customer experience,
executives need to rethink how culture is formed. It鈥檚
not about Ping-Pong tables, free lunches and cool office
spaces. It鈥檚 about clarity. Clarity in the company鈥檚 story 鈥�
and in the company鈥檚 strategy.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/julycmopreso072116-160721183855-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> This presentation is one of several that are part of The Future of the CMO/CXP Executive Education Series. An educational series hosted by OnMessage.
----
Culture: The Byproduct of Your Story and Strategy.
To truly develop a culture that creates value, lasting
business results and a differentiated customer experience,
executives need to rethink how culture is formed. It鈥檚
not about Ping-Pong tables, free lunches and cool office
spaces. It鈥檚 about clarity. Clarity in the company鈥檚 story 鈥�
and in the company鈥檚 strategy.
]]>
1723https://cdn.slidesharecdn.com/ss_thumbnails/julycmopreso072116-160721183855-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0CMOs ... Just How Committed is Your CEO to CX Success?
/slideshow/cmos-just-how-committed-is-your-ceo-to-cx-success/63815815
povjune27-160707145812 There are 10 commitments CMOs need to secure from the
CEO and C-Suite if they are to achieve lasting customer
experience success. Learn about all 10 here ...]]>
There are 10 commitments CMOs need to secure from the
CEO and C-Suite if they are to achieve lasting customer
experience success. Learn about all 10 here ...]]>
Thu, 07 Jul 2016 14:58:12 GMT/slideshow/cmos-just-how-committed-is-your-ceo-to-cx-success/63815815jim1000@slideshare.net(jim1000)CMOs ... Just How Committed is Your CEO to CX Success?jim1000There are 10 commitments CMOs need to secure from the
CEO and C-Suite if they are to achieve lasting customer
experience success. Learn about all 10 here ...<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/povjune27-160707145812-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> There are 10 commitments CMOs need to secure from the
CEO and C-Suite if they are to achieve lasting customer
experience success. Learn about all 10 here ...
]]>
554https://cdn.slidesharecdn.com/ss_thumbnails/povjune27-160707145812-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Consistency. The Key to Delivering a Differentiated Customer Experience.
/jim1000/consistency-the-key-to-delivering-a-differentiated-customer-experience
povjune6-160707144932 The secret to developing a clear, compelling and consistent
story is being disciplined and intentional. Your goal is to
achieve complete alignment and consistency between your
strategy, story and ultimately your customer鈥檚 experience. For
this to happen, you need to get the entire leadership team and
eventually your entire employee population to understand one
simple truth: words matter. The words you use play a critical
role in the perception your company creates in the minds of
your customers. In fact, Insight Agents found that almost 50
percent of a brand鈥檚 image is attributed to what it says and
how it says it. Learn more...]]>
The secret to developing a clear, compelling and consistent
story is being disciplined and intentional. Your goal is to
achieve complete alignment and consistency between your
strategy, story and ultimately your customer鈥檚 experience. For
this to happen, you need to get the entire leadership team and
eventually your entire employee population to understand one
simple truth: words matter. The words you use play a critical
role in the perception your company creates in the minds of
your customers. In fact, Insight Agents found that almost 50
percent of a brand鈥檚 image is attributed to what it says and
how it says it. Learn more...]]>
Thu, 07 Jul 2016 14:49:32 GMT/jim1000/consistency-the-key-to-delivering-a-differentiated-customer-experiencejim1000@slideshare.net(jim1000)Consistency. The Key to Delivering a Differentiated Customer Experience.jim1000The secret to developing a clear, compelling and consistent
story is being disciplined and intentional. Your goal is to
achieve complete alignment and consistency between your
strategy, story and ultimately your customer鈥檚 experience. For
this to happen, you need to get the entire leadership team and
eventually your entire employee population to understand one
simple truth: words matter. The words you use play a critical
role in the perception your company creates in the minds of
your customers. In fact, Insight Agents found that almost 50
percent of a brand鈥檚 image is attributed to what it says and
how it says it. Learn more...<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/povjune6-160707144932-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> The secret to developing a clear, compelling and consistent
story is being disciplined and intentional. Your goal is to
achieve complete alignment and consistency between your
strategy, story and ultimately your customer鈥檚 experience. For
this to happen, you need to get the entire leadership team and
eventually your entire employee population to understand one
simple truth: words matter. The words you use play a critical
role in the perception your company creates in the minds of
your customers. In fact, Insight Agents found that almost 50
percent of a brand鈥檚 image is attributed to what it says and
how it says it. Learn more...
]]>
956https://cdn.slidesharecdn.com/ss_thumbnails/povjune6-160707144932-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Your Story: The Bedrock of Customer Experience.
/jim1000/your-story-the-bedrock-of-customer-experience
povmay11-160609203828 Your company鈥檚 message is the thread that connects the
customer experience. It鈥檚 the one thing that can truly make
a difference in what your customers think about your
company. From your website, to content marketing, to
sales conversations and customer service phone calls, your
corporate story is everywhere. It directly impacts customer
perception and their overall experience 鈥� so when, where
and how well you deliver your corporate message throughout
the customer experience matters. Learn more ...]]>
Your company鈥檚 message is the thread that connects the
customer experience. It鈥檚 the one thing that can truly make
a difference in what your customers think about your
company. From your website, to content marketing, to
sales conversations and customer service phone calls, your
corporate story is everywhere. It directly impacts customer
perception and their overall experience 鈥� so when, where
and how well you deliver your corporate message throughout
the customer experience matters. Learn more ...]]>
Thu, 09 Jun 2016 20:38:28 GMT/jim1000/your-story-the-bedrock-of-customer-experiencejim1000@slideshare.net(jim1000)Your Story: The Bedrock of Customer Experience.jim1000Your company鈥檚 message is the thread that connects the
customer experience. It鈥檚 the one thing that can truly make
a difference in what your customers think about your
company. From your website, to content marketing, to
sales conversations and customer service phone calls, your
corporate story is everywhere. It directly impacts customer
perception and their overall experience 鈥� so when, where
and how well you deliver your corporate message throughout
the customer experience matters. Learn more ...<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/povmay11-160609203828-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Your company鈥檚 message is the thread that connects the
customer experience. It鈥檚 the one thing that can truly make
a difference in what your customers think about your
company. From your website, to content marketing, to
sales conversations and customer service phone calls, your
corporate story is everywhere. It directly impacts customer
perception and their overall experience 鈥� so when, where
and how well you deliver your corporate message throughout
the customer experience matters. Learn more ...
]]>
928https://cdn.slidesharecdn.com/ss_thumbnails/povmay11-160609203828-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Why Your Company鈥檚 Words and Actions Matter.
/slideshow/why-your-companys-words-and-actions-matter/62910184
povmay23-160609203542 How your business operates, what your organization
believes in, the actions employees take and the words you
use to describe what you do, the value you deliver and what
differentiates you, are now omnipresent. These touchpoints,
interactions and messages define your customer鈥檚 overall
experience with your company. They also represent the new
competitive environment that CMOs must contend with today. Learn more ...]]>
How your business operates, what your organization
believes in, the actions employees take and the words you
use to describe what you do, the value you deliver and what
differentiates you, are now omnipresent. These touchpoints,
interactions and messages define your customer鈥檚 overall
experience with your company. They also represent the new
competitive environment that CMOs must contend with today. Learn more ...]]>
Thu, 09 Jun 2016 20:35:42 GMT/slideshow/why-your-companys-words-and-actions-matter/62910184jim1000@slideshare.net(jim1000)Why Your Company鈥檚 Words and Actions Matter.jim1000How your business operates, what your organization
believes in, the actions employees take and the words you
use to describe what you do, the value you deliver and what
differentiates you, are now omnipresent. These touchpoints,
interactions and messages define your customer鈥檚 overall
experience with your company. They also represent the new
competitive environment that CMOs must contend with today. Learn more ...<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/povmay23-160609203542-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> How your business operates, what your organization
believes in, the actions employees take and the words you
use to describe what you do, the value you deliver and what
differentiates you, are now omnipresent. These touchpoints,
interactions and messages define your customer鈥檚 overall
experience with your company. They also represent the new
competitive environment that CMOs must contend with today. Learn more ...
]]>
1144https://cdn.slidesharecdn.com/ss_thumbnails/povmay23-160609203542-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted04 Fundamental Customer Experience (CX) Questions CMOs Must Answer
/slideshow/4-fundamental-customer-experience-cx-questions-cmos-must-answer/62707204
povapril11-160603201924 Forrester Research defines "Customer Experience" as ...
鈥淗ow customers perceive their interactions with
your company.鈥�
Perception.
This is something that every CMO should know something
about. Perception is defined as 鈥�
鈥淭he way we think about or understand someone
or something.鈥�
Isn鈥檛 that what marketing is all about? Isn鈥檛 that what 鈥渂randing鈥�
is meant to do? Establish a clearly defined position or
perception in the mind of the customer?
The CMO owns customer perception.
That is why the CMO must own the 鈥渆xperience鈥� 鈥� and
capture the customer data / insight that is required to turn the
customer experience into a competitive advantage. Discover the 4 questions every CMO must answer to lead the customer experience initiative at their company. Read more...]]>
Forrester Research defines "Customer Experience" as ...
鈥淗ow customers perceive their interactions with
your company.鈥�
Perception.
This is something that every CMO should know something
about. Perception is defined as 鈥�
鈥淭he way we think about or understand someone
or something.鈥�
Isn鈥檛 that what marketing is all about? Isn鈥檛 that what 鈥渂randing鈥�
is meant to do? Establish a clearly defined position or
perception in the mind of the customer?
The CMO owns customer perception.
That is why the CMO must own the 鈥渆xperience鈥� 鈥� and
capture the customer data / insight that is required to turn the
customer experience into a competitive advantage. Discover the 4 questions every CMO must answer to lead the customer experience initiative at their company. Read more...]]>
Fri, 03 Jun 2016 20:19:24 GMT/slideshow/4-fundamental-customer-experience-cx-questions-cmos-must-answer/62707204jim1000@slideshare.net(jim1000)4 Fundamental Customer Experience (CX) Questions CMOs Must Answerjim1000Forrester Research defines "Customer Experience" as ...
鈥淗ow customers perceive their interactions with
your company.鈥�
Perception.
This is something that every CMO should know something
about. Perception is defined as 鈥�
鈥淭he way we think about or understand someone
or something.鈥�
Isn鈥檛 that what marketing is all about? Isn鈥檛 that what 鈥渂randing鈥�
is meant to do? Establish a clearly defined position or
perception in the mind of the customer?
The CMO owns customer perception.
That is why the CMO must own the 鈥渆xperience鈥� 鈥� and
capture the customer data / insight that is required to turn the
customer experience into a competitive advantage. Discover the 4 questions every CMO must answer to lead the customer experience initiative at their company. Read more...<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/povapril11-160603201924-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Forrester Research defines "Customer Experience" as ...
鈥淗ow customers perceive their interactions with
your company.鈥�
Perception.
This is something that every CMO should know something
about. Perception is defined as 鈥�
鈥淭he way we think about or understand someone
or something.鈥�
Isn鈥檛 that what marketing is all about? Isn鈥檛 that what 鈥渂randing鈥�
is meant to do? Establish a clearly defined position or
perception in the mind of the customer?
The CMO owns customer perception.
That is why the CMO must own the 鈥渆xperience鈥� 鈥� and
capture the customer data / insight that is required to turn the
customer experience into a competitive advantage. Discover the 4 questions every CMO must answer to lead the customer experience initiative at their company. Read more...
]]>
1184https://cdn.slidesharecdn.com/ss_thumbnails/povapril11-160603201924-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Deliver a Corporate Story That Strengthens Your Customer Experience.
/slideshow/deliver-a-corporate-story-that-strengthens-your-customer-experience/62707007
deliverastorythatdifferentiatescx-160603201039 More than ever before, businesses operate in a world of
transparency. The always-connected-and-consuming
buyer has unprecedented access to your organization.
Your strategy and story are visible to anyone, anywhere,
at any time.
How your business operates, what your organization believes in, the actions employees take and the words you use to describe what you do 鈥� as well as the value you deliver and what differentiates you 鈥� are now omnipresent. These touchpoints, interactions and messages define your customer鈥檚 overall experience with your company. They also represent the new competitive environment that businesses must contend with today. In fact, a recent Gartner report said by 2016 (that鈥檚 here and now), 89 percent of companies expect to compete mostly on the basis of customer experience, versus 36 percent just four years ago.
In the customer-experience driven world we live in, words
and actions matter. They establish perception. They
define how customers perceive their experience with
your company. While your strategy drives your actions,
your message drives the storyline customers experience
throughout their journey.
That鈥檚 why your story and strategy must be fully aligned.
When they are not, the customer experience breaks down.
The perception of your brand is damaged. Customers lose
faith and trust in your company. Customers leave and go
to the competition.
Clarity and connectivity between your story and strategy
is paramount. A recent article in the Journal of Business
Strategy stated, 鈥淚n its simplest sense, a corporate story is
a narrative tool that tells the tale of a company鈥檚 strategy
in action. It is a clear, structured, compelling articulation
of 鈥樷€榳ho we are鈥欌€� and 鈥樷€榳here we鈥檙e headed鈥欌€� that rallies
emotional and rational support from stakeholders.鈥�
The article continues, 鈥淢ore than mere words, however,
the corporate story鈥檚 strength lies in its ability to align
leaders, drive decision making and mobilize
the organization.鈥�
In this paper, we鈥檒l explore the best practices for
developing and delivering a clear, compelling and
consistent story that can in fact 鈥渁lign leaders, drive
decision making and mobilize the organization.鈥�
A story that is:
> Aligned with your go-to-market strategy
> Anchored in a higher purpose
> Constructed with consistent building blocks
> Packaged, comprehensive and compartmentalized
> Embraced and activated by employees
> Connected throughout the customer experience
> Designed to produce top- and bottom-line
business results]]>
More than ever before, businesses operate in a world of
transparency. The always-connected-and-consuming
buyer has unprecedented access to your organization.
Your strategy and story are visible to anyone, anywhere,
at any time.
How your business operates, what your organization believes in, the actions employees take and the words you use to describe what you do 鈥� as well as the value you deliver and what differentiates you 鈥� are now omnipresent. These touchpoints, interactions and messages define your customer鈥檚 overall experience with your company. They also represent the new competitive environment that businesses must contend with today. In fact, a recent Gartner report said by 2016 (that鈥檚 here and now), 89 percent of companies expect to compete mostly on the basis of customer experience, versus 36 percent just four years ago.
In the customer-experience driven world we live in, words
and actions matter. They establish perception. They
define how customers perceive their experience with
your company. While your strategy drives your actions,
your message drives the storyline customers experience
throughout their journey.
That鈥檚 why your story and strategy must be fully aligned.
When they are not, the customer experience breaks down.
The perception of your brand is damaged. Customers lose
faith and trust in your company. Customers leave and go
to the competition.
Clarity and connectivity between your story and strategy
is paramount. A recent article in the Journal of Business
Strategy stated, 鈥淚n its simplest sense, a corporate story is
a narrative tool that tells the tale of a company鈥檚 strategy
in action. It is a clear, structured, compelling articulation
of 鈥樷€榳ho we are鈥欌€� and 鈥樷€榳here we鈥檙e headed鈥欌€� that rallies
emotional and rational support from stakeholders.鈥�
The article continues, 鈥淢ore than mere words, however,
the corporate story鈥檚 strength lies in its ability to align
leaders, drive decision making and mobilize
the organization.鈥�
In this paper, we鈥檒l explore the best practices for
developing and delivering a clear, compelling and
consistent story that can in fact 鈥渁lign leaders, drive
decision making and mobilize the organization.鈥�
A story that is:
> Aligned with your go-to-market strategy
> Anchored in a higher purpose
> Constructed with consistent building blocks
> Packaged, comprehensive and compartmentalized
> Embraced and activated by employees
> Connected throughout the customer experience
> Designed to produce top- and bottom-line
business results]]>
Fri, 03 Jun 2016 20:10:39 GMT/slideshow/deliver-a-corporate-story-that-strengthens-your-customer-experience/62707007jim1000@slideshare.net(jim1000)Deliver a Corporate Story That Strengthens Your Customer Experience.jim1000More than ever before, businesses operate in a world of
transparency. The always-connected-and-consuming
buyer has unprecedented access to your organization.
Your strategy and story are visible to anyone, anywhere,
at any time.
How your business operates, what your organization believes in, the actions employees take and the words you use to describe what you do 鈥� as well as the value you deliver and what differentiates you 鈥� are now omnipresent. These touchpoints, interactions and messages define your customer鈥檚 overall experience with your company. They also represent the new competitive environment that businesses must contend with today. In fact, a recent Gartner report said by 2016 (that鈥檚 here and now), 89 percent of companies expect to compete mostly on the basis of customer experience, versus 36 percent just four years ago.
In the customer-experience driven world we live in, words
and actions matter. They establish perception. They
define how customers perceive their experience with
your company. While your strategy drives your actions,
your message drives the storyline customers experience
throughout their journey.
That鈥檚 why your story and strategy must be fully aligned.
When they are not, the customer experience breaks down.
The perception of your brand is damaged. Customers lose
faith and trust in your company. Customers leave and go
to the competition.
Clarity and connectivity between your story and strategy
is paramount. A recent article in the Journal of Business
Strategy stated, 鈥淚n its simplest sense, a corporate story is
a narrative tool that tells the tale of a company鈥檚 strategy
in action. It is a clear, structured, compelling articulation
of 鈥樷€榳ho we are鈥欌€� and 鈥樷€榳here we鈥檙e headed鈥欌€� that rallies
emotional and rational support from stakeholders.鈥�
The article continues, 鈥淢ore than mere words, however,
the corporate story鈥檚 strength lies in its ability to align
leaders, drive decision making and mobilize
the organization.鈥�
In this paper, we鈥檒l explore the best practices for
developing and delivering a clear, compelling and
consistent story that can in fact 鈥渁lign leaders, drive
decision making and mobilize the organization.鈥�
A story that is:
> Aligned with your go-to-market strategy
> Anchored in a higher purpose
> Constructed with consistent building blocks
> Packaged, comprehensive and compartmentalized
> Embraced and activated by employees
> Connected throughout the customer experience
> Designed to produce top- and bottom-line
business results<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/deliverastorythatdifferentiatescx-160603201039-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> More than ever before, businesses operate in a world of
transparency. The always-connected-and-consuming
buyer has unprecedented access to your organization.
Your strategy and story are visible to anyone, anywhere,
at any time.
How your business operates, what your organization believes in, the actions employees take and the words you use to describe what you do 鈥� as well as the value you deliver and what differentiates you 鈥� are now omnipresent. These touchpoints, interactions and messages define your customer鈥檚 overall experience with your company. They also represent the new competitive environment that businesses must contend with today. In fact, a recent Gartner report said by 2016 (that鈥檚 here and now), 89 percent of companies expect to compete mostly on the basis of customer experience, versus 36 percent just four years ago.
In the customer-experience driven world we live in, words
and actions matter. They establish perception. They
define how customers perceive their experience with
your company. While your strategy drives your actions,
your message drives the storyline customers experience
throughout their journey.
That鈥檚 why your story and strategy must be fully aligned.
When they are not, the customer experience breaks down.
The perception of your brand is damaged. Customers lose
faith and trust in your company. Customers leave and go
to the competition.
Clarity and connectivity between your story and strategy
is paramount. A recent article in the Journal of Business
Strategy stated, 鈥淚n its simplest sense, a corporate story is
a narrative tool that tells the tale of a company鈥檚 strategy
in action. It is a clear, structured, compelling articulation
of 鈥樷€榳ho we are鈥欌€� and 鈥樷€榳here we鈥檙e headed鈥欌€� that rallies
emotional and rational support from stakeholders.鈥�
The article continues, 鈥淢ore than mere words, however,
the corporate story鈥檚 strength lies in its ability to align
leaders, drive decision making and mobilize
the organization.鈥�
In this paper, we鈥檒l explore the best practices for
developing and delivering a clear, compelling and
consistent story that can in fact 鈥渁lign leaders, drive
decision making and mobilize the organization.鈥�
A story that is:
> Aligned with your go-to-market strategy
> Anchored in a higher purpose
> Constructed with consistent building blocks
> Packaged, comprehensive and compartmentalized
> Embraced and activated by employees
> Connected throughout the customer experience
> Designed to produce top- and bottom-line
business results
]]>
1684https://cdn.slidesharecdn.com/ss_thumbnails/deliverastorythatdifferentiatescx-160603201039-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Leading CMOs achieve success with consistency, connectivity and continuity.
/slideshow/leading-cmos-achieve-success-with-consistency-connectivity-and-continuity/61721883
leadingcmosachievesuccesswithconsistencyconnectivityandcontinuity-160505201540 The customer experience is fundamentally changing how CMOs and marketing organizations develop and deliver their corporate story.]]>
The customer experience is fundamentally changing how CMOs and marketing organizations develop and deliver their corporate story.]]>
Thu, 05 May 2016 20:15:40 GMT/slideshow/leading-cmos-achieve-success-with-consistency-connectivity-and-continuity/61721883jim1000@slideshare.net(jim1000)Leading CMOs achieve success with consistency, connectivity and continuity.jim1000The customer experience is fundamentally changing how CMOs and marketing organizations develop and deliver their corporate story.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leadingcmosachievesuccesswithconsistencyconnectivityandcontinuity-160505201540-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> The customer experience is fundamentally changing how CMOs and marketing organizations develop and deliver their corporate story.
]]>
1054https://cdn.slidesharecdn.com/ss_thumbnails/leadingcmosachievesuccesswithconsistencyconnectivityandcontinuity-160505201540-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0How CMOs are creating greater value across the enterprise and a differentiated customer experience.
/slideshow/how-cmos-are-creating-greater-value-across-the-enterprise-and-a-differentiated-customer-experience/61721853
howcmosarecreatinggreatervalueacrosstheenterpriseandadifferentiatedcustomerexperience-160505201442 To compete in the "customer experience" battle CMOs must engage and activate their corporate story and brand promise across the enterprise.]]>
To compete in the "customer experience" battle CMOs must engage and activate their corporate story and brand promise across the enterprise.]]>
Thu, 05 May 2016 20:14:42 GMT/slideshow/how-cmos-are-creating-greater-value-across-the-enterprise-and-a-differentiated-customer-experience/61721853jim1000@slideshare.net(jim1000)How CMOs are creating greater value across the enterprise and a differentiated customer experience.jim1000To compete in the "customer experience" battle CMOs must engage and activate their corporate story and brand promise across the enterprise.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/howcmosarecreatinggreatervalueacrosstheenterpriseandadifferentiatedcustomerexperience-160505201442-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> To compete in the "customer experience" battle CMOs must engage and activate their corporate story and brand promise across the enterprise.
]]>
1074https://cdn.slidesharecdn.com/ss_thumbnails/howcmosarecreatinggreatervalueacrosstheenterpriseandadifferentiatedcustomerexperience-160505201442-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Customer Experience. Why CMOs Must Simplify, Then Act. How to identify, capture and activate the customer insights you need to get your customer experience strategy off the ground.
/jim1000/customer-experience-why-cmos-must-simplify-then-act-how-to-identify-capture-and-activate-the-customer-insights-you-need-to-get-your-customer-experience-strategy-off-the-ground
customer-experience-why-cmos-must-simplify-then-act-160505195236 This paper explores the essential data requirements and actions marketing executives must focus on to capture
the customer experience opportunity. The opportunity that exists inside their company and the market they are
competing in today.
The 鈥渃ustomer experience鈥� 鈥� as a strategic initiative 鈥� is fairly new. There are still a lot of unknowns. There is
ambiguity regarding 鈥渙wnership鈥� of this initiative within the enterprise, and 鈥渂est practices鈥� for capturing and
using data to activate a customer experience strategy have not yet been fully defined.
With no clear path in sight, most marketing executives stall out before they get started. In many cases, this happens
because fear and complexity surrounds the data and insights required to formalize a customer experience strategy.
Fear and complexity that leads marketing executives down the 鈥淲hat About 鈥︹€� path. You know the path I鈥檓 talking
about. It鈥檚 when you and your entire team find yourselves constantly asking, 鈥淏ut, what about this?鈥� Or, 鈥淲hat
about that?鈥�
Marketing executives get consumed with all the possible answers they may need 鈥� all the things they don鈥檛 know.
They become overwhelmed by the enormity of the task. They overcomplicate things. What happens? Complexity
becomes the barrier to progress. A course of action is never defined and documented. So, they never get started.
Steve Jobs built his entire career doing the opposite. He eliminated complexity and focused on the power of
simplicity. He didn鈥檛 try to overcomplicate things. Instead, he focused on those things that mattered most to the
customer and eliminated everything else.
In fact, he once said 鈥� 鈥淪imple can be harder than complex: You have to work hard to get your thinking clean to
make it simple. But it鈥檚 worth it in the end because once you get there, you can move mountains.鈥�
CMOs have the power to move mountains when it comes to elevating and differentiating the customer experience.
They just have to simplify. They have to focus on what absolutely matters: insights that will, in fact, improve the
customer experience. Then they must act.
Mark Twain said, 鈥淭he secret of getting ahead is getting started.鈥� Leading CMOs are taking Mr. Twain鈥檚 message
to heart. They are simplifying and demystifying the customer journey. They are capturing customer insights that
inform their strategy and drive action 鈥� action that improves customer acquisition, retention, loyalty, advocacy,
and ultimately the customer鈥檚 overall experience.]]>
This paper explores the essential data requirements and actions marketing executives must focus on to capture
the customer experience opportunity. The opportunity that exists inside their company and the market they are
competing in today.
The 鈥渃ustomer experience鈥� 鈥� as a strategic initiative 鈥� is fairly new. There are still a lot of unknowns. There is
ambiguity regarding 鈥渙wnership鈥� of this initiative within the enterprise, and 鈥渂est practices鈥� for capturing and
using data to activate a customer experience strategy have not yet been fully defined.
With no clear path in sight, most marketing executives stall out before they get started. In many cases, this happens
because fear and complexity surrounds the data and insights required to formalize a customer experience strategy.
Fear and complexity that leads marketing executives down the 鈥淲hat About 鈥︹€� path. You know the path I鈥檓 talking
about. It鈥檚 when you and your entire team find yourselves constantly asking, 鈥淏ut, what about this?鈥� Or, 鈥淲hat
about that?鈥�
Marketing executives get consumed with all the possible answers they may need 鈥� all the things they don鈥檛 know.
They become overwhelmed by the enormity of the task. They overcomplicate things. What happens? Complexity
becomes the barrier to progress. A course of action is never defined and documented. So, they never get started.
Steve Jobs built his entire career doing the opposite. He eliminated complexity and focused on the power of
simplicity. He didn鈥檛 try to overcomplicate things. Instead, he focused on those things that mattered most to the
customer and eliminated everything else.
In fact, he once said 鈥� 鈥淪imple can be harder than complex: You have to work hard to get your thinking clean to
make it simple. But it鈥檚 worth it in the end because once you get there, you can move mountains.鈥�
CMOs have the power to move mountains when it comes to elevating and differentiating the customer experience.
They just have to simplify. They have to focus on what absolutely matters: insights that will, in fact, improve the
customer experience. Then they must act.
Mark Twain said, 鈥淭he secret of getting ahead is getting started.鈥� Leading CMOs are taking Mr. Twain鈥檚 message
to heart. They are simplifying and demystifying the customer journey. They are capturing customer insights that
inform their strategy and drive action 鈥� action that improves customer acquisition, retention, loyalty, advocacy,
and ultimately the customer鈥檚 overall experience.]]>
Thu, 05 May 2016 19:52:36 GMT/jim1000/customer-experience-why-cmos-must-simplify-then-act-how-to-identify-capture-and-activate-the-customer-insights-you-need-to-get-your-customer-experience-strategy-off-the-groundjim1000@slideshare.net(jim1000)Customer Experience. Why CMOs Must Simplify, Then Act. How to identify, capture and activate the customer insights you need to get your customer experience strategy off the ground.jim1000This paper explores the essential data requirements and actions marketing executives must focus on to capture
the customer experience opportunity. The opportunity that exists inside their company and the market they are
competing in today.
The 鈥渃ustomer experience鈥� 鈥� as a strategic initiative 鈥� is fairly new. There are still a lot of unknowns. There is
ambiguity regarding 鈥渙wnership鈥� of this initiative within the enterprise, and 鈥渂est practices鈥� for capturing and
using data to activate a customer experience strategy have not yet been fully defined.
With no clear path in sight, most marketing executives stall out before they get started. In many cases, this happens
because fear and complexity surrounds the data and insights required to formalize a customer experience strategy.
Fear and complexity that leads marketing executives down the 鈥淲hat About 鈥︹€� path. You know the path I鈥檓 talking
about. It鈥檚 when you and your entire team find yourselves constantly asking, 鈥淏ut, what about this?鈥� Or, 鈥淲hat
about that?鈥�
Marketing executives get consumed with all the possible answers they may need 鈥� all the things they don鈥檛 know.
They become overwhelmed by the enormity of the task. They overcomplicate things. What happens? Complexity
becomes the barrier to progress. A course of action is never defined and documented. So, they never get started.
Steve Jobs built his entire career doing the opposite. He eliminated complexity and focused on the power of
simplicity. He didn鈥檛 try to overcomplicate things. Instead, he focused on those things that mattered most to the
customer and eliminated everything else.
In fact, he once said 鈥� 鈥淪imple can be harder than complex: You have to work hard to get your thinking clean to
make it simple. But it鈥檚 worth it in the end because once you get there, you can move mountains.鈥�
CMOs have the power to move mountains when it comes to elevating and differentiating the customer experience.
They just have to simplify. They have to focus on what absolutely matters: insights that will, in fact, improve the
customer experience. Then they must act.
Mark Twain said, 鈥淭he secret of getting ahead is getting started.鈥� Leading CMOs are taking Mr. Twain鈥檚 message
to heart. They are simplifying and demystifying the customer journey. They are capturing customer insights that
inform their strategy and drive action 鈥� action that improves customer acquisition, retention, loyalty, advocacy,
and ultimately the customer鈥檚 overall experience.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/customer-experience-why-cmos-must-simplify-then-act-160505195236-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> This paper explores the essential data requirements and actions marketing executives must focus on to capture
the customer experience opportunity. The opportunity that exists inside their company and the market they are
competing in today.
The 鈥渃ustomer experience鈥� 鈥� as a strategic initiative 鈥� is fairly new. There are still a lot of unknowns. There is
ambiguity regarding 鈥渙wnership鈥� of this initiative within the enterprise, and 鈥渂est practices鈥� for capturing and
using data to activate a customer experience strategy have not yet been fully defined.
With no clear path in sight, most marketing executives stall out before they get started. In many cases, this happens
because fear and complexity surrounds the data and insights required to formalize a customer experience strategy.
Fear and complexity that leads marketing executives down the 鈥淲hat About 鈥︹€� path. You know the path I鈥檓 talking
about. It鈥檚 when you and your entire team find yourselves constantly asking, 鈥淏ut, what about this?鈥� Or, 鈥淲hat
about that?鈥�
Marketing executives get consumed with all the possible answers they may need 鈥� all the things they don鈥檛 know.
They become overwhelmed by the enormity of the task. They overcomplicate things. What happens? Complexity
becomes the barrier to progress. A course of action is never defined and documented. So, they never get started.
Steve Jobs built his entire career doing the opposite. He eliminated complexity and focused on the power of
simplicity. He didn鈥檛 try to overcomplicate things. Instead, he focused on those things that mattered most to the
customer and eliminated everything else.
In fact, he once said 鈥� 鈥淪imple can be harder than complex: You have to work hard to get your thinking clean to
make it simple. But it鈥檚 worth it in the end because once you get there, you can move mountains.鈥�
CMOs have the power to move mountains when it comes to elevating and differentiating the customer experience.
They just have to simplify. They have to focus on what absolutely matters: insights that will, in fact, improve the
customer experience. Then they must act.
Mark Twain said, 鈥淭he secret of getting ahead is getting started.鈥� Leading CMOs are taking Mr. Twain鈥檚 message
to heart. They are simplifying and demystifying the customer journey. They are capturing customer insights that
inform their strategy and drive action 鈥� action that improves customer acquisition, retention, loyalty, advocacy,
and ultimately the customer鈥檚 overall experience.
]]>
1776https://cdn.slidesharecdn.com/ss_thumbnails/customer-experience-why-cmos-must-simplify-then-act-160505195236-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Capturing Customer Data and Insights that Elevate the Customer Experience
/slideshow/capturing-customer-data-and-insights-that-elevate-the-customer-experience/61721061
april2016cmoeducationseriespresentation-160505194838 Curriculum Highlights:
The data set that truly drives the customer experience
starts with understanding the customer鈥檚 desires, needs,
challenges and decision-making drivers. Do you need
big data to capture these insights? Maybe. Maybe not.
During this session, you鈥檒l gain insight into the customer
experience data that really matters and how it can be
leveraged to improve the customer buying process and
journey. You鈥檒l also learn about research techniques
that can be used to capture an accurate Voice-of-theCustomer
(VOC) and how the insights will help you create
a differentiated customer experience.
Learning Objective:
Participants will leave with a deeper understanding of the
customer research methods and data they need to create
a more engaging and compelling customer experience.]]>
Curriculum Highlights:
The data set that truly drives the customer experience
starts with understanding the customer鈥檚 desires, needs,
challenges and decision-making drivers. Do you need
big data to capture these insights? Maybe. Maybe not.
During this session, you鈥檒l gain insight into the customer
experience data that really matters and how it can be
leveraged to improve the customer buying process and
journey. You鈥檒l also learn about research techniques
that can be used to capture an accurate Voice-of-theCustomer
(VOC) and how the insights will help you create
a differentiated customer experience.
Learning Objective:
Participants will leave with a deeper understanding of the
customer research methods and data they need to create
a more engaging and compelling customer experience.]]>
Thu, 05 May 2016 19:48:38 GMT/slideshow/capturing-customer-data-and-insights-that-elevate-the-customer-experience/61721061jim1000@slideshare.net(jim1000)Capturing Customer Data and Insights that Elevate the Customer Experiencejim1000Curriculum Highlights:
The data set that truly drives the customer experience
starts with understanding the customer鈥檚 desires, needs,
challenges and decision-making drivers. Do you need
big data to capture these insights? Maybe. Maybe not.
During this session, you鈥檒l gain insight into the customer
experience data that really matters and how it can be
leveraged to improve the customer buying process and
journey. You鈥檒l also learn about research techniques
that can be used to capture an accurate Voice-of-theCustomer
(VOC) and how the insights will help you create
a differentiated customer experience.
Learning Objective:
Participants will leave with a deeper understanding of the
customer research methods and data they need to create
a more engaging and compelling customer experience.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/april2016cmoeducationseriespresentation-160505194838-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Curriculum Highlights:
The data set that truly drives the customer experience
starts with understanding the customer鈥檚 desires, needs,
challenges and decision-making drivers. Do you need
big data to capture these insights? Maybe. Maybe not.
During this session, you鈥檒l gain insight into the customer
experience data that really matters and how it can be
leveraged to improve the customer buying process and
journey. You鈥檒l also learn about research techniques
that can be used to capture an accurate Voice-of-theCustomer
(VOC) and how the insights will help you create
a differentiated customer experience.
Learning Objective:
Participants will leave with a deeper understanding of the
customer research methods and data they need to create
a more engaging and compelling customer experience.
]]>
2466https://cdn.slidesharecdn.com/ss_thumbnails/april2016cmoeducationseriespresentation-160505194838-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0The CMO and Marketing's Role in the Customer Experience
/slideshow/the-cmo-and-marketings-role-in-the-customer-experience/60777190
cmocxppreso0331-160411210304 The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy.
Today, almost everyone in a company plays a role in the customer experience 鈥� from HR to finance, operations, sales, marketing, customer service, even general employee connections and interactions. As a result, ownership and management of the entire customer experience has been elusive. That is rapidly changing. Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior 鈥╡nd-to-end customer experience. This is the first of 10 executive education sessions.]]>
The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy.
Today, almost everyone in a company plays a role in the customer experience 鈥� from HR to finance, operations, sales, marketing, customer service, even general employee connections and interactions. As a result, ownership and management of the entire customer experience has been elusive. That is rapidly changing. Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior 鈥╡nd-to-end customer experience. This is the first of 10 executive education sessions.]]>
Mon, 11 Apr 2016 21:03:04 GMT/slideshow/the-cmo-and-marketings-role-in-the-customer-experience/60777190jim1000@slideshare.net(jim1000)The CMO and Marketing's Role in the Customer Experiencejim1000The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy.
Today, almost everyone in a company plays a role in the customer experience 鈥� from HR to finance, operations, sales, marketing, customer service, even general employee connections and interactions. As a result, ownership and management of the entire customer experience has been elusive. That is rapidly changing. Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior 鈥╡nd-to-end customer experience. This is the first of 10 executive education sessions.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cmocxppreso0331-160411210304-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy.
Today, almost everyone in a company plays a role in the customer experience 鈥� from HR to finance, operations, sales, marketing, customer service, even general employee connections and interactions. As a result, ownership and management of the entire customer experience has been elusive. That is rapidly changing. Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior 鈥╡nd-to-end customer experience. This is the first of 10 executive education sessions.
]]>
5917https://cdn.slidesharecdn.com/ss_thumbnails/cmocxppreso0331-160411210304-thumbnail.jpg?width=120&height=120&fit=boundspresentationBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0Material Changes in the Customer Experience & the Profound Impact on CMOs
/jim1000/material-changes-in-the-customer-experience-the-profound-impact-on-cmos
materialchangesincxandcmofinal-160315150435 Over the next three-to-five years, 75 percent* of marketers say
they will be responsible for the end-to-end customer experience. To be successful, CMOs must have a deeper understanding of the strategies and tactics required to deliver a superior customer journey. This paper explores how marketing鈥檚 responsibilities must change in the organization, how marketers must extend their reach into the customer experience, and why the CMO鈥檚 role must be reimagined.]]>
Over the next three-to-five years, 75 percent* of marketers say
they will be responsible for the end-to-end customer experience. To be successful, CMOs must have a deeper understanding of the strategies and tactics required to deliver a superior customer journey. This paper explores how marketing鈥檚 responsibilities must change in the organization, how marketers must extend their reach into the customer experience, and why the CMO鈥檚 role must be reimagined.]]>
Tue, 15 Mar 2016 15:04:35 GMT/jim1000/material-changes-in-the-customer-experience-the-profound-impact-on-cmosjim1000@slideshare.net(jim1000)Material Changes in the Customer Experience & the Profound Impact on CMOsjim1000Over the next three-to-five years, 75 percent* of marketers say
they will be responsible for the end-to-end customer experience. To be successful, CMOs must have a deeper understanding of the strategies and tactics required to deliver a superior customer journey. This paper explores how marketing鈥檚 responsibilities must change in the organization, how marketers must extend their reach into the customer experience, and why the CMO鈥檚 role must be reimagined.<img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/materialchangesincxandcmofinal-160315150435-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> Over the next three-to-five years, 75 percent* of marketers say
they will be responsible for the end-to-end customer experience. To be successful, CMOs must have a deeper understanding of the strategies and tactics required to deliver a superior customer journey. This paper explores how marketing鈥檚 responsibilities must change in the organization, how marketers must extend their reach into the customer experience, and why the CMO鈥檚 role must be reimagined.
]]>
2815https://cdn.slidesharecdn.com/ss_thumbnails/materialchangesincxandcmofinal-160315150435-thumbnail.jpg?width=120&height=120&fit=boundsdocumentBlackhttp://activitystrea.ms/schema/1.0/posthttp://activitystrea.ms/schema/1.0/posted0https://cdn.slidesharecdn.com/profile-photo-jim1000-48x48.jpg?cb=1592843188http://www.itsonmessage.comhttps://cdn.slidesharecdn.com/ss_thumbnails/povaug22-160913192321-thumbnail.jpg?width=320&height=320&fit=boundsslideshow/creating-clarity-and-conviction-in-the-mind-of-your-customer/65989336Creating Clarity and C...https://cdn.slidesharecdn.com/ss_thumbnails/augustcmopreso081016-160818203217-thumbnail.jpg?width=320&height=320&fit=boundsslideshow/extracting-business-value-from-all-three-phases-of-the-customer-experience/65141007Extracting Business Va...https://cdn.slidesharecdn.com/ss_thumbnails/povaugust1-160811194006-thumbnail.jpg?width=320&height=320&fit=boundsslideshow/culture-is-intrinsically-connected-to-your-strategy-and-story-its-the-very-manifestation-of-the-two/64918925Culture is intrinsical...