Building great employee experiences takes a combination of education, design, implementation, monitoring and optimization. It includes processes involving social interactions, digital workflows, and physical spaces. While much of an experience may happen outside of the digital realm, there is a significant amount of it that can be orchestrated digitally.
In this follow-up to our introductory article, we will discuss more about how the Brand Chemistry Maturity Model™ is used. At each stage in the Brand Chemistry Maturity Model, we use specific categories to analyze and assess an organization’s capabilities and maturity across the 2 primary elements: employee experience (EX) and customer experience (CX). Thus, we measure acceleration across the entire organization using 10 elements.
We are at an inflection point where consumers and employees are demanding better and more personalized experiences. Companies must keep up with this demand in order to remain competitive. This includes competition for both customers as well as employees. More importantly, while many organizations have traditionally focused on external-facing initiatives first, it is the ones which start internally that have the greatest potential to provide long-term positive benefits.
Employee Experience (EX) and Customer Experience (CX) have the power to individually influence an organization for the better. Benefits from EX include improved productivity, engagement, and turn-over rates, among other changes. But combined, they have the power to truly transform. When these three elements are combined successfully, we refer to the phenomenon as brand chemistry.
The Cravety Next Best Action Acceleration Model™ provides a framework to provide a personalized buying journey that is continuously optimized as a buyer progresses through the journey. Utilizing customer journey orchestration, a personalization and machine learning platform that we refer to as the Next Best Action Accelerator™, and other associated marketing, communication, retail and other channels, the NBA Acceleration Model combines these into a system that grows more effective and efficient over time.
As data has become more readily available, and the platforms that companies use to store information about prospective and current customers have become more sophisticated, there has been an increased focus on creating, measuring and optimizing the customer experience using the best available tools.
There have also been incredible advances in the ability to train and utilize machine learning (ML) and other types of artificial intelligence (AI) to assist multiple functions within an organization. More specifically, there is an incredible opportunity to optimize and enhance the customer experience by using AI.
It affects productivity, employee retention, and whether or not top talent want to work for a business. It's what drives organizational success: how colleagues act, interact, and behave. Managing workplace culture is a critical business function, yet most professional services firms just wing it.
Using the appropriate types of data at the right time in the customer journey is essential to modern marketers. While being able to create an effective buying pathway that can work for your entire audience is important, it is increasingly critical that marketers have an understanding of providing a next best action that is unique to the audience segment, if not the specific individual.
One of my most powerful lessons in design thinking failure landed in my lap. Literally.
Like many of us, I don’t particularly look forward to eating on a plane. You’re hungry, and the snacks are typically less than ideal.
That’s why I was pleasantly surprised to notice something different on a recent flight.
About 30 minutes into our flight, our friendly attendants began to offering bananas to other passengers. It was a welcome, nutritious choice. Hungry, I smiled at the thought: The airline had anticipated a customer need. Score a small win for a better experience.
Successful companies have always understood that happy customers buy more and that they buy more often. They also understand the happy employees stay longer (which costs a company less money over time) and contribute to happier customers. This means that customer experience (CX) and employee experience (EX) have a lot to do with one another. Let’s explore three ways that customer experience and employee experience intersect and can work together
Ensuring your employees are engaged and performing well is critical to your organization’s success. The ways to achieve this have evolved over the years to the point where there is a large gap in how different companies measure, assess and determine the health of the employee experience.
After assessing how well AI is currently being utilized and understood within your organization, it’s time to start assessing the results that you are achieving. While many organizations that are just beginning their efforts to grow their AI maturity might have more ad hoc projects and even teams engaged in activities, more mature companies will have a systematic way of measuring, assessing, and improving their ROI from AI.
Let’s start with understanding the sources of data you’re utilizing, because that’s a great place to begin. If you run into a lot of roadblocks even accessing what feels like basic data sources, your data science maturity is relatively low. Even more mature organization can often run into bottlenecks from busy data science teams that are unable to get around to internal requests in a timely manner, but your understanding of where the issues are will help you assess effectiveness much easier.
Over the next three posts, we’re going to explore a critical aspect of your AI maturity. A continually growing amount of organizations understand the important role the artificial intelligence (AI) and machine learning (ML) can have on an organization. But sometimes investments in data science and AI & ML don’t have an immediate payoff or don’t progress as quickly as they should.
What does your “talent brand” have to do with customer experience? As it turns out, everything. Consider how Chicago law firm Levenfeld Pearlstein articulates what it calls the LP Way. At the top of five sequential steps to achieve the firm’s business strategy sits a simple goal: Deliver an unparalleled client experience. In reverse engineering how to deliver it, the firm found the right first step: Attract and retain talent. It’s the foundation for everything else that follows.