The Role of an Outreach Marketing Specialist in Today's Competitive Market

 Marketing leaders must recognize that providing a superior customer experience is not only expected, but a competitive advantage. Experience is critical to capture new customers and retain existing ones in today’s crowded digital landscape, while also maintaining or increasing share of wallet. Customer experience is becoming even more important given that increased globalization offers customers an abundance of choice. Indeed,  percent of leaders agree 

that customer experience management is an integral business strategy for creating loyal and long-lasting customer relationships.1 However, to meet and exceed evolving customer expectations, brands must use data and analytics to better understand their customers, and harness the power of AI to create authentic interactions and the hyper-personalized experience that customers now expec is becoming more advanced Traditional business 

models are becoming increasingly outdated. Companies are consistently challenged by new entrants to the market that offer lower price points or more innovative experiences. Companies like Amazon, Facebook, and Google are leading the charge through their use of rich customer databases and personalized recommendation solutions. Digital marketing is also becoming a crowded sector, leading to increased spending in hopes of reaching

Management to clearly view the experience

of the client and choose which areas to give top priority.Trips clarifiedLet's examine a measurable and regular service event say, a product queryfro m the point of view of both the business and the consumer to better understand how customer journeys function. The business could get millions of inquiries on its product over phone calls, thus it is crucial to answer each one of these calls properly. However, it is quite improbable that consumers 

would simply characterize such conversations as a "product question," when asked to recall their side of the experience months later. That's so because the conversation has a context and knowing that will help one to grasp customer journeys (Exhibit 1).Later in the process, she expressed discontent as well as regular questions to the call centers of the corporation. 

Executives understood that every one of these separate components presented a difficulty; but, it was only from a more all-encompassing end-to-end perspective that it became clear that, although each individual link in the service-delivery chain appeared to be healthy, the overall impact was quite the reverse.The response is not to substitute thinking and touchpoint 

Management Indeed the knowledge

skills, and insights that functional groups provide are quite valuable; touchpoints will always be priceless sources of insights—especially in the fast-paced digital sphere. Rather, businesses must acknowledge and deal with the reality that—at least most of the time—they are just not naturally inclined to consider the paths their consumers travel. They are set to maximize output by means of functional units, hence optimizing scale economies. Their 

wiring is for transactions, not for trips.How therefore should businesses approach this problem Six steps are essential, in our experience, for managing customer-experience journeys (pieces elsewhere in this collection examine several of these subjects in depthpoints, numerous channels, and over time).Consider new-customer onboarding, a three-month 

journey comprising an average of nine phone calls, a house visit from a technician, and many web and mail contacts.The encounter has at least a 90 percent chance of going right at every touchpoint. Still, for the whole trip, average consumer satisfaction dropped roughly 40 percent. Though the onboarding process overall was faulty, the touchpoints were not.Many of 

The many calls clients made during 

the process reflected attempts to grasp a complex bill, repair issues with an order, or explain product details. While most of these service interactions were favorable in a limited sense—that is, personnel responded to questions or resolved problems as they developed—the underlying difficulties were clearly avoidable, the main reasons left unresolved, and the whole effect on customer experience was clearly negative. The organization had a big blind spot in 

its metric-driven, touchpoint-oriented approach of thinking about customer experience.Although solving the issue would be worth hundreds of millions of dollars, the company needed a whole fresh perspective on the management of its service operations to pinpoint and redesign the customerexperience paths that most mattered.More complexities 

and more touchpointsOften difficult to detect, the issue the media company faces is far more widespread than most companies would be ready to accept. The walled structure of service delivery and the insular attitudes, behaviors, policies, and practices that blossom inside the functional units firms depend on to design and deliver their services define the challenge at its core. Many times, these organizations are also the keepers of the touchpoints that define and 

Conclusion

evaluate how the actions of the business satisfy the needs of the customer say, a visit to the company's website, an instore interaction with a sales agent, or a call center inquiry. Even as the groups strive to maximize their own contributions to the customer experience, the functional groups handling these touchpoints are constantly at risk of losing sight of what the customer sees (and wants because of poorly aligned incentives, management inattention, or 

simply human nature).Not for guiding consumers across a complex menu of technology and content options to find the lowest-price package that fit their needs, the media company's sales staff measured and rewarded for closing new sales. Still, their irritation over high-end equipment's complicated pricing set them off. Although the company's general customer-satisfaction ratings were good, focus groups revealed that over time many consumers left  

to bad service and lousy treatment. How can this beone executive asked. We have years of customer satisfaction data; each of our call centers, field services, and website experience  routinely ranks over 90 percent. We provide really excellent services!But as corporate leaders dug more, they found a more complicated issue. Most consumers didn't really care about any one phone conversation, field visit, or any particular service engagement; most were not fed