How do you approach Omni-channel in your organization?
Ingrid C. Lindberg
Stevie Awards – Maverick of the Year & Best New Product or Service of the Year
Omni-channel is a fascinating issue for many companies. So many of the firms that I work with have multiple leaders over multiple channels and then overlaid with multiple leaders of different P&Ls, products, whatever! It just becomes noise. I always recommend bringing all the channels under one leader, and if you can’t do that, at least bring the accountability for what message is the priority under one leader.
Once you control the message, you can start to create the consistency that consumers crave.
CROWE HORWATH LLP
Michelle Morris Freet
As younger executives ascend into the organization, we are aware of the shift in media needs. Executives are more comfortable with mobile and other devices and want to consume information through whichever channel they want. In order to assess where our buyers spend their time, we are measuring the usage in each Omni-channel, which is challenging. In our B2B space, 75% of a buyer’s journey happens before talking to a salesperson. And we know that the expectations are high across all channels. Our strategy of how to approach Omni- channel in the sales space relies on an accurate assessment of the usage. Another strong consideration as financial consultants, is to maintain the security of our client’s information and assets. We take this very seriously at Crowe Horwath, and it is at the forefront of all of our decision-making.
This is still a relatively growing area for any enterprise, but Lenovo first dipped its toes into Omnichannel 3 years ago with implementing a globally scalable responsive web design for mobile users. We then moved into areas of content targeting to ensure customers were targeted with the right messages and promotions. We utilize UGC for specific campaigns to help reinforce and build buzz, but more importantly engagement with current customers and “new to Lenovo” visitors. Lastly, we are testing different methods for linking retail/etail where if a customer decides to buy at a POS other than Lenovo.com we reach out and try to match the right peripherals and services to enhance their experience using Lenovo products.
For us, it’s about connecting and engaging with fans in a meaningful way. We know that the customer experience in one channel isn’t the same in another. Each channel has its own strengths and we strive to offer the best experience on each by creating specific content for platforms.
Identifying omni-channel opportunities has sprung from the journey mapping exercises. Once we mapped the cross channel customer journey we could clearly see where the opportunities were to start more tightly connecting the channels. An example is for device renewal. We know customers research online but often want to physically compare devices so we’re enabling customers do complete their research online and save that into an appointment booking engine that books them an in store appointment to see the devices and confirm their options with a sales rep.
Simple. We use good, old-fashioned communication principles: know our goal, know the audience, know the channels they use, know the channels available to us, craft a consistent and contiguous experience across as many of those channels as we can. Have we nailed it yet? No, but with every campaign, we learn more, and we get better at it.
- One of our 4 corporate goals is to deliver exceptional, end-to-end customer experiences. To deliver on this goal, we work diligently to ensure that our customers receive seamless and consistent experiences across multiple touchpoints. This means consistent brand messages, values and services throughout multiple channels and devices.
- Many large organizations tend to operate in silos, which can negatively impact channel delivery. The result can be in a variety of different experiences, messages, and values through channels that act independently of one another as each facet of the business supplies what they feel is the right offering for “their” customers. We’re becoming very accomplished at breaking down these walls and getting everyone on the same page, innovating on behalf of “our” customers, together.
- Journey Mapping has been an essential tool for this because you can quickly visualize the impact dissimilar offerings have on customers. We’ve found that holding Journey Map workshops with all of the associated stakeholders helps us unite and work together to meet our unified goal.
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