HBR: Ecco le 4 prospettive future per i CMO

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AICEX: Un interessante articolo per ragionare sui futuri assetti aziendali, inclusi i rapporti tra CEO e CMO.

There are some new faces these days in the boardroom. They have new titles like Chief Customer Officer, Chief Revenue Officer, Chief Digital Officer, and Chief Experience Officer. These executives have responsibilities we might expect to reside within marketing. That leaves Chief Marketing Officers with a decision — do you see the rise of these roles as an opportunity or a threat? Our conversations with marketing leaders suggest that CMOs are indeed at a crossroads with four potential paths:  up, over, down, or out.

The reason for these new roles is that we’re entering a new era of digital transformation. Over the last decade, most companies’ digital agendas have focused largely on technology — moving to cloud-based software, modernizing IT infrastructures, adding digital channels, and digitizing business processes. These efforts have enabled operational efficiencies, cost reductions, and greater agility, preparing companies for the next phase of digital transformation: driving growth. So leaders have turned to what ultimately drives growth: creating value for the customer and using new technologies to transform the customer experience.

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Quale è il valore dei dati CXM?

AICEX: il CXM può generare tanti dati, ma quale è il vero valore? – 

Customer experience management (CEM) programs can generate a lot of data. The value of these data is based on their utility to improve the customer experience and the overall quality of the customer relationship. Companies, to be successful need to effectively organize and analyze these large data sets as well as disseminate resulting information to the employees (from senior management to front-line employees) who need insights to deliver a better customer experience. Understanding, aggregating and analyzing customer feedback data starts with a business model. Because of the nature of the data is customer-related, this business model needs to be customer-centric. This business model will help guide data analysis and will, ultimately, lead to business decisions that are customer-centric.

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Customer Experience Management: una overview

Customer Experience Management Program Components

Customer Experience Management (CEM) is the process of understanding and managing your customers’ interactions with and perceptions of your company or brand. The ultimate goal of CEM is to build valuable relationship with customers so they stay with you longer, advocate on your behalf and expand their relationship with you over time.

A CEM program consists of a set of organized actions that support the goal of CEM. While a CEM program has many moving parts, an easy way to organize those pieces is depicted in the figure on the right. A CEM program has six major components:

  1. Strategy addresses how companies incorporate CEM into their long-term plans to help achieve its objectives and goals
  2. Governance describes the formal policy around the CEM program: Rules, Roles, Requests
  3. Business Process Integration involves embedding CEM processes/data into other business operations
  4. Method addresses the means by which customer feedback is collected
  5. Reporting addresses analysis, synthesis and dissemination of customer feedback
  6. Research is concerned with how companies provide additional customer insight by conducting deep dive research using different types of customer data

Table 1. Adoption Rates of Customer Feedback Program Practices of Loyalty Leaders and Loyalty Laggards

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