Think about customer engagement as an effect, not a cause. Work on employee engagement and customer engagement will follow. But I don’t mean any sort of employee engagement. I mean getting employees involved in customer-centered activities and outcomes. In other words, start with the employee, not the customer. Customers will not naturally gravitate toward your employees. They wouldn’t — and shouldn’t — know how. Systematically place your employees, from the top of the organization to the bottom, into situations where they learn from, partner with and impact your customers. If you’re not deliberate about it, it simply won’t happen. But when it does, it’s magic.
Leadership is not for the faint of heart, and there are clear distinctions between management and leadership. The former is vital and, thankfully, relatively teachable. Leadership, on the other hand, is equally important but a lot tougher to pull off. To some degree, we either have what it takes to be a leader or we don’t. If we’ve got it, we still need to work hard to bring it to realization — every single day. The best way to do that is to apply a specific set of objectives, areas of focus, personal characteristics and skills. This applies as much to customer experience as it does to anything else.
Customer marketing is underrated.
Its goal is brand advocacy and that is the result of all your investments in CX. Yet, it’s often marginalized or siloed at best and ignored at worst. Why do we guide customers through a journey and through value realization? So we can sell more to them — and engage them in marketing and selling to other customers.
Of course, we want our customers to be successful using our products so they attain their business goals but, as with most things in life, it helps to harness our selfish interests. We create advocates for our brand to sell more — by promoting our brand and reputation around customer-centricity and our ability to help customers achieve their business objectives.
And how is that done? By investing in customer experience (CX). The linkages are fundamental: There is no point in CX investment without brand advocacy, and it’s futile to pursue brand advocacy without CX investments.
Oracle is the 12th biggest technology company in the world, with a market cap of over $300 billion. When I joined the company in 1998, I wasn’t prepared to navigate the turbulence of the tech world. But having spent more than two decades in this industry, it’s safe to say I have witnessed technology’s transformative power and its hazards. Join me as I walk through some insights acquired during my adventure.