Comments Off on A Quick Definition of Brand Engagement
How do we define brand engagement? In this quick-fire article, we’ll try and digest the main goal of our involvement programmes in a quick and easy to understand way.
When we define anything, we start with an arbitrary literal definition, which usually gives us a nice starting point. To ‘engage’, as defined by the Collins English Dictionary, is to involve a person or his attention, engross, occupy, to promise to do something, to participate or to draw into conversation.
All of these definitions can be applied to brand engagement. In fact they encapsulate it’s four main goals – to catch attention, initiate a conversation, and then engross the customer with your brand promise. Overall, then brand engagement is the process of forming an http://buy-essays-cheap.com/buyessay-co-uk-review.
Brand engagement is a measure of how consumers perceive your brand, how well you have communicated your brand, and whether the experience of your brand stands up to the promises it makes.
Does your customer experience deliver on your brand promises? Brand engagement starts from within. Let us help your team deliver your brand by living its values internally.
‘How does a customer feel when they walk away?’ Experiences shape how customers feel about brands. 2015 is the year brand engagement got emotional.
Ad Age declared back in March that ‘ROI is dead. A new metric is needed for customer relationships.’ But how do you manage and measure emotions?
Customer experience is now the leading currency in business, and powerful tools exist, that can create personal and emotional relationships between brand and consumer. Brand engagement is won or lost on emotions, and customers crave a human, emotive element to their brand experience – we are feeling and emotional beings, us humans, after all.
“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
Maya Angelou
The ability of brands to measure real, unarticulated and constantly expanding emotional customer expectations is where an advantage is won. Successful brands need to use authentic storytelling and position themselves meaningfully to appeal to emotional values of customers. They need to recognise that the experience and emotional investment of a customer is key. According to experts, in fact, emotions influence purchase behaviour far more than more quantifiable metrics like price and convenience, for example:
“Over the past decade, an abundance of psychology research has shown that experiences bring people more happiness than do possessions. Waiting for an experience apparently elicits more happiness and excitement than waiting for a material good ”
The key question, though, is how to you quantify or measure something so untangible, fragile and often internalised as emotion?
How Do You Measure Emotions?
“When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.”
Simon Sinek
Customer experience is hard to measure. It’s based on emotions, which are notoriously elusive, subjective and unquantifiable. If you are to have any hope, you must take a holistic, involved approach to management and measurement. A single numeric rating can’t capture the entire story of a rich customer experience, after all.
When Ad Age declared that ROI was dead, there was a collective gasp all round as brand engagement and marketing professionals wondered how they were going to measure the success of their efforts. Well, Ad Age did offer an alternative – they called it ROE2 (return on experience x engagement). It’s what they called a ‘longer-term, holistic measure of consumers’ total brand experience and their level of engagement.’
The way Starbucks used technology to enhance the in-store experience and drive customer engagement and loyalty, is a good example. Customers could accumulate rewards via a mobile app or loyalty card and cash them in for a free drink or download a free track from iTunes using a Starbucks code. These are all effective ways to spark positive emotions, and measure them, too.
Mark Zawacki famously wrote that ‘Twitter has become the global claims court for bad customer service’, articulating the power social media has given to the masses. This is the new sounding board for customer emotions, and where they will communicate them, good or bad. Social media has provided a platform to manage enraged customers, but also champion the ecstatic ones and create stand-out experiences to get your customers excited and emotionally invested in your brand.
Customers feel a brand experience. So when creating one, you should be sensitive to how it will make your target audience feel, and the emotions it should evoke. Emotions grow out of experience. Emotion fuels engagement. Together they have a direct, measurable impact on brand engagement. As if you needed any more evidence than that, why not read more about how to utilise customer experience for a competitive edge, here.
Is the customer experience you deliver encouraging positive emotions towards your brand? Get in touch today to see how we can mobilise your brand advocates to appeal to customers’ values and emotions.
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“We should practice what we preach, right?” I always tell clients we try our hardest to do so. There’s no way we can advise the world’s leading organisations on how to motivate, engage and mobilise their people if our own team of 30 aren’t. I’ve just had an experience at my office with my own team which has reassured me we are doing something right.
I should have noticed my Captain Picard (from the Starship Enterprise, obviously!) figurine had gone missing from the window sill behind me, where he’s sat since I started INVOLVE 19 years ago. As the values driven, morally enlightened Captain of the flagship of the fleet in the 23rd Century, he has helped inspire me to role model our own values when we’re going through a corporate wormhole.
I’ve just a hit a significant birthday and I knew the office was organising something. Nothing could have prepared me for the amazing experience that then followed. As I arrived at work, the security guard in our building, jumped out of his chair and saluted me, whilst wearing some kind of hi-tech visor strapped to his head. One of my business partners came running across the reception, dressed fully head to toe as a Starfleet Bridge Officer and started shouting an update on the unfolding situation.
Moments later I was ‘transported’ onto the bridge of a starship, slightly losing my already tenuous grip on reality and instantly reverting to my younger self. Using copious amounts of silver foil, lighting, props, graphics and sound FX on all the monitors and screens, the office had been transformed. The team must have worked for hours overnight. The results were impressive and my grin lasted all week.
Everyone was in full Star Trek costumes, pre-recorded videos came up on a main screen with various team building missions around the office: Build a Lego Enterprise against the clock, translate an urgent Klingon message about the location of Picard, I was asked to perform a lip sync battle to The Jungle Book, using a banana as a microphone and accompanied by the rest of my male colleagues (clearly from Star Trek Next Generation Season 3, Episode 14, where Picard has to lip sync battle the ape like creatures of Flatulon 4 to save mankind). Despite the evidently serious repercussions of losing the battle, it was extremely memorable.
It went on from there but you get the picture – culminating with an away mission to the local mini golf course where we shifted our celebrations to recognise the team’s efforts in delivering a successful first half of 2015.
These things can be so cheesy but this showed 110% effort from the whole team that made it cheese-free and a great experience. I was blown away, its right up there in my top 3 INVOLVE days ever and there have been some serious contenders! For once I got to be an employee of my own agency and if that’s not engaged, I’m not sure what is. My clients can sleep soundly knowing their agency not only talks the talk, but walks the walk (unless it’s too far away, in which case they use the teleporter).
Comments Off on INVOLVE Special Report 2015: Are Brands Delivering On Their Promise, Both Inside & Out?
“Your brand promise is not a way of doing. It’s a way of being”
The balance of power has changed.
Companies no longer own their reputation. Employees and customers do. People are the power.
Customer experience is the game-changer, and a brand’s promise is about building relevant and valuable experiences for consumers. For brand’s to truly engage with those customers, they need to provide seamless experiences, every time. In practice, it’s about creating a true impression of what a company stands for, and then delivering on what you say you’ll do – without fail.
Consider the ‘The Friendly Bank’, for example, that leaves you holding on the phone for 19 minutes, or the supermarket employees who are too busy talking to mates to deliver on their brand’s promise to “care more about my world” – brands who promise the world but fall disappointingly short with an inconsistent customer experience. Those that get it right deliver on a promised experience and are recognised for it by employees, the market and consumers alike.
“Employees are a company’s most powerful weapon; it’s best brand ambassadors in fact. Only employees can deliver the lofty promises that a brand makes to its customers, and involving your people in how to do that is the most effect way of guaranteeing a truly differentiated customer experience.”
In a digital world, people can build or damage the reputation of your brand in a matter of minutes. Perception, trust and loyalty towards a brand are influenced by other peoples’ experiences and the good, or bad, stories they tell.
But how are they delivered?
Well, we wanted to find out, so we carried out a survey of 150 CMOs, marketing directors, brand and customer service directors within a cross section of industries and sectors – FTSE 100 & 300 organisations, UK branches of multinationals and UK-headquartered non-FTSE 350 organisations.
The results are exciting, but pose big questions and challenges for the future.
As you can read for yourself in the report, our research found that most senior marketing, brand and customers experience directors believe that employees are key to delivering a great customer experience. They agreed that engaged, natural brand ambassadors will most powerfully deliver on brand promises – earning trust and winning loyalty from your customers.
This came as great news for us. We were delighted that most people interviewed acknowledged the vital sense of belonging, shared values, motivation and clear purpose that come from internal brand engagement. Unfortunately, though, the ideal does not match reality. 50% believe they are failing to engage their employees. What a dilemma.
So why the gap between belief and reality? Well, our research pointed to three main reasons:
1. The Poor Cousin – Key stakeholders don’t put enough value on internal communications.
2. Measuring Nothing – The majority of companies fail to create engagement KPIs, so the impact of engagement in intangible.
3. Share of Wallet – Almost half of companies surveyed spend less than 3% of their overall marketing budget on brand engagement.
Our 2015 Special Report builds a strong case for investing in engagement. It’s key to creating authentic customer experiences and building a positive reputation.
The only way to keep your brand promise is to get your people living your brand internally. In two case studies, we demonstrate how our brand values activation programmes helped two major organisations – Ladbrokes and Gatwick Airport – get their people living their core brand values. Both are now delivering a positive, unforgettable customer experience and making good on a bold brand promise.
The evidence clearly shows that we need to re-consider how brands value employees and the precious assets they bring to the table. Only when companies make engagement part of their brand’s measurable success can they live up to the wonderful promises they make.
The battle for success amongst the world’s leading businesses is won or lost on people power. The race is on to help your people make a difference. We can help you win that race. Download our 2015 Special Report here, or get in touch to discuss how we can help you.
Comments Off on 4 Brands That Make a Strong Promise (And How They Keep It!)
What makes your brand special?
A brand is a promise, and the brands that are successful add value by delivering on those promises…every time. A strong brand promise is based on an understanding of peoples values, interests, strengths and personal qualities and using them to distinguish itself from its competition.
Or, showing customers what makes your brand special.
This isn’t a description about what the company can do or provide for a customer, but rather what they promise to be for their customers. It’s more a raison d’être: a demonstration of the brands purpose and how it intends to deliver value to those who interact with it.
And we know that the delivery lies in involved employees…
In our latest blog article, we thought we’d have look at 4 brands that have clearly defined a strong brand promise (and know how to keep it):
“To be genuine, fun, contemporary and different in everything we do at a reasonable price”
Notice that Virgin Atlantic’s brand promise mentions nothing about planes, travel, holidays or airports? Virgin realised that to set themselves apart from their competitors and maintain the flexibility to break into new businesses, they needed a strong brand identity and promise that transcended the services it provided.
As such, Virgin Atlantic have developed a unique character and identity that defines their brand, their maverick ‘Virginness.’ In the spirit of Richard Branson himself, their brand promises that, whatever they do, they’ll be challenging, adventurous, witty and innovative.
It is a brand promise that delivers consistency but allows the freedom to innovate and adapt to change.
So how to they deliver on such a brand promise?
Well, through their people, of course. Virgin Atlantic are currently rolling out and embedding an employee advocacy program, for example, which will motivate and educate their people to use their own social channels to share brand content & live Virgin Atlantic values:
“We measure extremely high levels of pride in our brand amongst our employees and know that they are keen to share information about Virgin Atlantic through their own networks.”
They recognise the relationship between involvement and the superior customer service their people deliver – and customer experience is the most valuable currency. Involved employees are also more malleable to change – just the kind of people to deliver on a flexible brand promise like Virgin Atlantic‘s.
“Our central promise at The Coca-Cola Company is to refresh the world in mind, body, and spirit, and inspire moments of optimism; to create value and make a difference.”
Instead of mentioning soft drinks, Coca-Cola aims to promote a mindset as its brand promise – it promises a lifestyle that is much more to you than just a soft drink. It will not only refresh your palate, but mind, body and spirit. It will not only inspire a sugar-high, but an optimism that will make a difference in the world.
Few companies have set the bar higher…!
Coca-Cola recognises that a diverse, talented and engaged workforce are the bridge between brand promises and customer experience. They leverage a worldwide team rich in diverse people, talent and ideas, with emphasis on creating a great place to work to inspire those people to be the best they can be. They encourage their workforce to be the brand – to inspire creativity, passion, optimism and fun.
“One of our company’s strongest assets is our people and developing a compelling, engaging and fun opportunity for them to be part of our marketing programme right from the start was compelling.”
Their 2013 ‘Share-a-Coke’ campaign, an external marketing effort to bring employees closer to customers and enhance brand loyalty, is a fine example. It encouraged Coca Cola Company employees to act as brand ambassadors, demonstrated the democracy at the heart of the brand and enhanced customer experience considerably. The ‘Share-a-Coke’ campaign clearly delivered the ‘moments of optimism’ and spirit refreshment pledged by their brand promise. As our colleague Rachel Miller of All Things IC wrote on her blog:
“I’ve certainly never taken a photo of a bottle of fizzy drink before and even found myself keeping the name labels to put on the pinboard in our kitchen.”
Chain sandwich store Pret-A-Manger’s brand promise is simple – passion. Passion in everything they do, passion about their fresh, natural food, passion about their organic coffee and, most of all, passionate staff. They have developed a critical mass of creative, talented and hard-working employees who are passionate and engaged with the company brand.
How else can you deliver on a promise of “Passion” than through your employees?
“at the very heart of Pret’s strategy sits the continued maintenance and development of a culture that fosters staff motivation and engagement.”
Pret place their staff at the centre of company culture and decision making, and hence enjoy a very low team member turnover. Yearly employee engagement surveys consistently place Pret in the top 10% of companies for employee satisfaction. When asked what is it is keeping them smiling through 4am starts, staff frequently reply:
Pret encourage employees to live and breathe their values and deliver on their brand promise in the following four ways:
1. Direct & Open Communication – An ‘Open Door’ policy, team briefings and a company newsletter help to share information shows that all voices are being heard, and actions taken.
2. Recognising Talent – Head Office staff carry “Wow!” cards to hand to high-performing team members, top performing shops are rewarded with team social events & individual awards are nominated and handed out among colleagues.
3. Providing the Tools to Progress – Pret encourage development and progression up the career ladder. They hold regular reviews and communicate success stories visibly.
4. Empowerment – Head Office take a ‘hands-off’ approach to operational management, and encourage team members to make their own decisions and pioneer entrepreneurial projects.
Involved, passionate employees living your brand values are the only way to truly deliver on a brand promise. With a workforce engaged through non-monetary incentives, actively delivering the ‘passion’ promised by their brand, Pret-a-Manger is getting it right.
“Whatever you’re aiming for, we’ll help you go further”
Fitness club provider Fitness First understand that customer experience is the leading global currency in today’s business marketplace, the only true way to gain a competitive edge over your rivals. They’ve taken customer experience further than their competitors, though, helping customers to set fitness goals and push for athletic performance. Their entire brand identity and promise is centred on the customer – their goals, aspirations, hopes and dreams.
In the face of competition from budget gyms, Fitness First recognised that their employees were the key to a superior customer experience – its people after all, not machines, which motivate people. They redefined the competencies, skills and behaviours expected at leadership level and improved customer service by recruiting people with the right skills, some even from a non-fitness industry background.
Training and development also takes a huge role in helping Fitness First employees live its brand values. Their ‘Raise the Bar’ training program, for example, focuses on giving staff the knowledge and emotional intelligence to effect high quality interaction and help members achieve their fitness goals.
We could go on and on…we’ll be publishing a brand report in the next couple of months, with detailed analysis of more of the strongest brand promises out there and how their employees are delivering on them. Watch this space…
What does it take to bridge the gap between a brand promise and reality? Customer experience, delivered by involved employees who are living the brand values.
Do you need help involving your employees so that you can keep your (brand) promise? If so, get in touch today.
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Help for the planning and preparation
So far you came with Tests and exams in school, now I want you to write a professional work. Only: How is that possible?
01. Feb 2016
Not only in English classes but also in history, politics, art, or Sowi you don’t get around to Writing an essay.
In a few steps the perfect essay write to:
1. The Preparation
The preparation is the A and O of a good essay. Before you start Writing, you think of what you write carefully in the essay and, thus, the statements want. As in a retreat, the theme is set, are you familiar with you at the beginning of the topic and the task. In the case of a house task, it may be time that you your own topic, think of can. Then choose a topic that you are already and the you are really interested. It is always easier to edit something that you have interest.
Then you’re worried about the concrete contents and write bullet points of your thoughts on the subject. If your essay deals with a this Text, you will need to start this several times before you with the right editing. Then you are looking out for him on language abnormalities, and screening of all rhetorical means. In bullet points write you the importance of style and more thoughts on the subject.
A Mind Map can help to structure the key points. It’s not bad, if you think about some of the linguistic means of no precise meaning. Focus on the things that stand out to you immediately and you interpret can. It is better to analyze a few style exactly, and to explain the meaning of the Text, to call as many as possible of abnormalities, but does not interpret. If you’re well versed in this subject, and your bullet points roughly sorted, you can begin to write.
2. The Outline
Introduction: In the introduction you lead the reader to the topic of the essay and providing him with the most important information. This includes the type of the essay (Interpretation, discussion or similar) and if you are referring to another Text, the author, the year of publication and a brief summary of the content. Analysis and your own opinion in the introduction. Important: Think you are as short as possible! The introduction should never take more than five to ten percent of the whole essay.
Main part: The academic essay writing service main part is the heart of the essay. The most important actions, all of the interpretations and explanations in this part. Be careful not to rename the linguistic peculiarities only, but also to analyze. Your own opinion is not allowed to come to expression.
Conclusion: Like the introduction, should not be the end of more than five to ten percent of the entire essay. You price summarizes your findings in brief and give your own opinion. Important: no new evidence may be brought forth. A crisp final sentence the most important conclusion from the main part rounds off your essay.
The most common forms of School essays:
3. The Interpretation
One Interpretation of a given Text is based on. This can be, for example, a poem, a short story or an excerpt from a book. A particularly large role in the Interpretation of play rhetorical means. Also, you have to interpret the end point in the overall context. Especially in the case of poems, the temporal aspect should not be overlooked: when it was written the poem? What political events took place at the time? Where lived the author?
In your Interpretation you build up either chronologically or thematically. In a chronological order, you edit all the language and other abnormalities in the order they appear in the present Text. In the thematic order, you think of topics from your bullet points and work one after the other. It is important that you call only the individual points, but also to analyze it.
4. The Discussion
In a discussion you put your position on a particular issue. Either the discussion is bound to free or text. In both forms, put it you in the introduction of your essay the main question (for example, “Is the Turbo-Abi useful?”) and erörterst in the main part of the Pro – and contra-arguments. Each Argument is introduced with a Thesis (“Turbo-Abi enables an early career start”), further arguments to be consolidated and by using examples. In the final part, you will take up the concrete question from the introduction and give a critical opinion of your own opinion.
In the case of a text-bound discussion, you have a Text that deals with a specific research question and different arguments. As in the case of an Interpretation, you need to filter out from the Text the rhetorical means and interpret. Also, you should explain in the text-bound discussion of the reasoning of the author. The theses are consistent and the listed arguments with appropriate examples, evidence? Furthermore, you have to add your own arguments and give a personal opinion.
5. The Characterization
In the case of a characterization you portray a Person from a school reading. Note the external appearance, the social Situation, certain characteristics of the Person, the mindset, feelings and dealing with other people. All the characteristics that the Person should appear in the characteristics. Through quotes you can show your characterization. At the end of the essay, you can make your own assessment of the Person and, for example, to work out, what is the impact of the character on the entire plot.
Comments Off on What Can Jamie Oliver’s 40th Birthday Teach Us About Involvement?
What does an involved workforce look like?
In a recent interview with HR Grapevine magazine, Head of People and Development at the Jamie Oliver Group, Daniel Eley, outlined the Jamie Oliver approach to an involved team:
“We’re always looking for people who are passionate about what they do and are really involved and engaged in what our business does”
Based on footage of the incredible 40th birthday surprise staff at the Jamie Oliver Group arranged for their namesake the other day, we’d say it’s working!
Jamie Oliver has always been known as a good boss, but the engagement of his staff was clear to see as he walked through the office to cheers, posters bearing his name and well-known catchphrases, along the street to the cheers of a town crier and then down into his nearby restaurant, where staff, friends and family had arranged a big party. The TV chef was reduced to tears when he descended the stairs into the restaurant, overwhelmed by the love and appreciation of all his staff.
If ever there were an example of an involved workforce, this is it. But how does the Jamie Oliver Group do it?
Jamie Oliver & Involvement
While the organisation bears his name, Jamie Oliver himself cannot possibly be involved in every process, every new hire or each individual change programme. So while the feelings of staff towards the man himself are clear to see, how does the organisation get their employees living brand values embodied by one man?
“Jamie is the culture and values of the business, and everything that we do is based around the culture and values of the business, so everything comes from him”
The Jamie Oliver Group brand values are all conceived around something the chef himself has done or said, so his personal ethos remains at the heart of everything. The company is known as a great place to work, and is devoted to involvement programmes to make sure staff, too, are aligned with Jamie Oliver’s personal beliefs.
One way that the company does this is by bringing everyone in line with the reason Jamie Oliver’s journey began – food. Every single person who starts at Head Office, for example, is enrolled in a ten-week cooking course designed by Jamie himself. Food is engrained in everything at the Jamie Oliver Group and, according to Eley, is ‘always flying around the place”:
“You’ll get an email at 11.30am saying ‘there’s 10 roast chickens downstairs from testing we’ve been doing, come and get it!’”
It’s how the Jamie Oliver Group ensure that staff are involved with the brand values championed by Jamie Oliver himself. Training, management and culture are all focused on creating brand advocates who think and act the way Jamie himself would in their shoes.
In today’s interconnected economic landscape, brand engagement is won or lost on customer experience and brands are increasingly governed by the expectations of the consumer. As people become increasingly empowered through choice and information, too, expectations are higher and it is becoming more challenging to engage and court new customers in a compelling and distinctive way.
This has pushed companies to make stronger explicit and implicit promises to their customers, focused on the entire brand experience.
Problems arise, however, when businesses lack the agility to evolve in line with changing customer needs or affect employee behaviour to deliver internally. This is when a gap begins to open up between what brand promise, and what their employees can deliver.
It’s a disparity clearly illustrated in the Chartered Institute of Marketing’s in-depth study among senior marketing and brand leaders. In their Branded Customer Experience Benchmark study of 100 major international businesses, they found that while 69% of brand leaders strongly believe that the best way to build a brand is through a strong day-to-day customer experience, just 25% agree that employees instinctively act in ways that embody the brand promise.
That’s what our session ‘Broken Promises’ at the CX Edge event at Victoria Plaza last week was all about – closing the gap between what brands promise and what their employees can deliver internally.
We do this by helping employees to live their brand values. We do this through involvement.
CX Edge 2015 – Closing the Gap
“only 22% strongly believe that their employees understand their role in delivering a branded customer experience.”
Our objective going into our CX Edge session was to look at the gap between what brands promise to their customers and what they actually deliver through their employees. We wanted to ask the question – What happens when that promise is broken?
We opened our session with a little icebreaker to highlight its central idea– sometimes reality doesn’t live up to the brand promise. We asked each attendee to share their experiences of meeting celebrities in real life, and asked how many met their expectations.
Weeks before the session we sent out mystery shoppers with hidden cameras to examine some of the biggest brands on the high street – Sainsburys, Waitrose, Natwest & Lloyds – and then discussed whether they are living up to their brand promise. In this context, we went on to talk about how they could have done better, and decided the best solution was to focus on aligning employees with company values and keep them ‘on brand’.
It’s what we call involvement.
“I realise that we need to put a lot more focus on getting our people to live our brand internally”
What we are really interested in is driving behaviours and attitudes internally to reach beyond ‘good customer service’ to a point where employees are living and driving their brand values. We know that this impacts directly on the overall customer experience.
We do this by sticking to a few ‘golden rules’, which help the companies that we work with maximize the impact of their brand through their employees:
Our Golden Rules:
1. Get it right inside first. A brand is a promise. Trust takes a lifetime to build and a moment to lose.
2. It’s about delivering a differentiated brand experience not just great customer service.
3. It involves everyone in the organisation, not just customer-facing employees.
4. Helping people to live your brand internally is about involvement, not internal marketing.
5. Face-to-face collaboration and discussion is the most powerful way to create deep understanding.
6. Line managers are key. The more they understand why and how to live your brand, the more your people will get it and the more your customers will notice.
7. Help employees translate what living the brand means to their role, location, personality, it’s not a spray job.
8. Like all the best marketing, it’s not a one-off activity – it’s a sustained campaign of ongoing activity.
9. Your brand promise is not a code of conduct, a way of ‘doing’. It’s a way of ‘being’.
At INVOLVE we design and produce brand activation experiences that powerfully immerse and involve employees about how best to live a brand promise. How can we help you?
UPDATE: In May 2015, we carried out research into whether brands are delivering on their promise, both inside and out. Download our Special Report 2015 here.
Customer experience is more important than ever before for winning, engaging and retaining customers in the world of business. It’s a valuable currency that will give you a competitive and differentiated edge over your rivals.
At INVOLVE, we believe the ongoing battle for growth and customer loyalty is won or lost by the employees. Companies that are winning are those whose people are aligned and have passion, belief and ownership for delivering a truly differentiated customer experience, and the race is on to find ever more potent ways that inspire them to make that difference.
That’s why we’re helping to put together the UK’s number one event for customer experience, CXEdge: From Customer Experience to Competitive Advantage, at the Victoria Park Plaza in London on Thursday and Friday this week (26th & 27th March). The two-day event will offer invaluable content and advice from those that have successfully grown their business with customer experience at the centre.
Wasn’t Customer Experience Always Important?
Well, yes it was always important to tailor your message and strategy with the customer in mind. A positive customer experience has always had the power to engage customers and encourage them to come back. But now, with so little dividing businesses in competitive industries and digital dominating the way we reach our customers, providing a differentiated and engaging customer experience has become the hair’s breadth difference that separates the best from the rest – it is the weight that can tip the scales between the success and failure of your business.
This CXEdge event will give you the insights you need to leverage every single customer interaction to drive more value and revenue for your brand. It will be a game-changer for your business.
CXEdge – Competitive Edge Through Customer Experience
CXEdge will unite over 200 marketing and comms professionals in two jam-packed days or rich, immersive content, where key-note pioneers will give you the knowledge and experience you need to craft the ultimate customer experience. They’ll offer inspirational talks and presentations on how to provide a better multichannel experience to gain a competitive edge for your brand.
CXEdge is formatted in a way that allows you to tailor your event to your needs, ask questions and network with your peers in an interactive way.
Key themes that will be covered over the two days will include:
– Mastering customer engagement.
– Mapping a seamless customer journey
– Transforming the culture of your organisation
– Customer retention, loyalty and optimisation
– Leveraging data insights
– De-mystifying feedback and measurement
– Ensuring a game-changing B2B experience
– Delivering ROI on customer experience.
We’ll be running a workshop focusing on the disconnect between what brands promise, and the experience they actually receive. Andrew Murphy, Retail Director at John Lewis will give a keynote presentation on how they bring all of the above elements together for customer experience excellence, while Javier Sanchez Lamelas, Vice-President of Marketing at Coca-Cola Europe discusses how to harness the power of storytelling to develop an emotional bond with your customers.
Metro Bank will unlock the secrets happy customers, while Naked Wines will show us how to nail a seamless omni-channel experience. Anija Obmann and Andy Williams of Lebara will also demonstrate how to make customer experience a part of your brand DNA, taking us on a journey from employee engagement to customer engagement.
These are just a few of many inspirational speakers that will grace the stage over the two days, sharing their knowledge and taking your questions.
Who is this event designed for, you ask? Well, it’s for anyone for whom customer experience is a crucial part of business. That casts a pretty wide net, but if you have a background in marketing, PR, customer relationship management, customer engagement, analytics or retention, then you’ll find this event extremely insightful.
If you still haven’t picked up your tickets, click here or call +44(0)2082674011.
Not only will this event help you create a personalised customer journey, but it will encourage you to change the culture and DNA of your organisation with the customer at the heart. It will show you how to give the customer what they want, when they want it, communicated in a language they understand and through channels that they engage with. We believe profoundly in both employee and customer engagement, which is why we have given our sponsorship to CXEdge, and will be running a workshop at the event, too.
We’re looking for a new Business Development Executive to join our sales and marketing team, to help us set new business appointments with Senior Managers and Directors of leading businesses and brands.
If you’ve found this posting on our website then you’ve already demonstrated some of the attitude and skills that we’re looking for, so we’d love to hear from you.
