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1、i1.口intentCustomerinteractionsarenolongersimple.Althoughthetraditionalcustomerbuyingjourneystillholdstrue,todayscustomerschannel-hopandoftenleaveatrailofirregularengagementpatternstoodifficultformostbusinessestotrackandkeepupwith.Asaresult,customerintentismisinterpreted,andthecustomerexperiencefalls
2、shortofexpectations.Imaginethefollowing:acustomerbuysaphonefromaparticularretailerandencountersdifficultiesduringtheactivationprocess.Momentsafterunsuccessfullytryingtoresolvetheissuewithcustomerservice,theyexperiencesomethingthatonlyexacerbatestheirfrustration:theyreceiveanadforanewphonefromthatsam
3、eretailer.Clearlytheresadisconnectwithintheorganization.Butisitpossibletopreventthistypeofinsensitivemarketing?Mostbrandstrytopredeterminethestepscustomerstakeontheirbuyingjourney:theydrawastraightlinefromwherecustomersexploreadesiredproducttowheretheypurchaseitandproceedtowardfulfilmentandbeyond.Bu
4、tinreality,thisjourneyisnteasytopredict.Thecustomercanstartthesamejourneyinmanywaysand,asnewchannelsgetintroduced(thinkmetaverse,thinksocial),theyreofferedmorealternativeroutes,whichaddsevenmorecomplexity.Additionally,theinfluenceofdigitaltechnologieshasempoweredcustomerswitheasieraccesstothingslike
5、reviewsandrecommendations.Thisabundanceofinformationsignificantlyimpactstheirengagementwithabrandastheyseekvalidationandsocialproofbeforepurchase.ComingtogripswiththeumessymiddlenItssafetosaythatthecustomerjourneyisnowanon-linear(attimesaimless)unpredictablesquigglylinethatcrisscrossesbetweenphysica
6、landdigitalworlds.Customersreasonsforengagingwithabrandcanchangeatanymoment,sothejourneythatgetsthemtowheretheywanttogoisoftenamulti-tripmulti-stopaffairfilledwithuncertaintyandevolvingmotivations.Thisspace,wherecustomersnavigatethroughvarioustouchpointswhileconsideringmultipleoptions,hasbeencoinedt
7、hemessymiddlebyGoogle.Itsaconvolutedandcomplexarea,whereonejourneysprematureendmarksanothersbeginning.ApathcustomersembarkonmayfollowaseriesOftwistsandturnsastheirintentistriggeredbymanyeventsandspur-of-the-momentbehaviors.Forexample,todayacustomermightsetouttodiscoverandpurchaseanewproductbutalongt
8、hewaymightgetdistractedandendupinvestigatingwhereapendingorderisorcontactingcustomerserviceaboutarecentnegativeexperience.Thiscustomercyclekeepsrepeating(thoughtheengagementpatternswillvaryindustrytoindustry)-theymightbuygroceriesdailytoweekly,fashionweeklytomonthly,andinsuranceannually.Whilenewtech
9、nologyhasgivenbrandsthemeanstoidentifywherethatmeanderinglineofcustomerambitionisatanymoment,brandsstillhavetroublerespondingwithrelevantactionstoalwayskeepcustomersona*,happypath.”Whyisthat?Whatisthehappypath?Thehappypathreferstothebestroutethatleadsacustomerdirectlytowheretheywanttogowhenengagingw
10、ithabrand.Basically,it,saseriesofstepsthathelpsthemcompleteadesiredgoal-quicklyandnveniently.Whencustomerssetoffonthejourneyofcompletingsomething,thereareusuallylotsofindividualmomentsalongtheway.Thesehaveahabitofknockingthem。仟course:theoriginallyplannedhappypathmaygettemporarilyreplacedwithadiffere
11、ntone.Thenitmayhappenagainandagain.Butthat,sokay.Aslongasthenewpathisclearedofallobstaclesanditsendisinsight,thehappypathwillremainhappyregardlessofwhichjourneyandchannelthecustomerison.Thehappypartmayseemmisleading.AccordingtoForrester,manycompaniesgetemotionwrong.Ratherthandesigningexperiencesbuil
12、tonabroadspectrumofemotions,theyequateemotionwithdelight.Moreover,contrarytoconventionalwisdom,makingcustomershappydoesntalwayscorrelatewithmakingthemloyal.Customerexperience(CX)prosneedtocombineknowledgeabouttheemotionofdifferentcustomersandjourneyswiththemomentsthattriggeredthem.Theyneedtodetermin
13、ewhatsparkedandshapedotheremotionslikenfidenceanddisappointmenttomakecustomersfeelunderstoodandrespected.,J7heEmotionsAndMomentsInTheCustomerJourneyThatReallyDrive1.oyaltyForresterBroadenTheSpectivmOfEmotionsAndMomentsThatMatterInYourJourneys,January19th,2022,JoanadeQuintanilha,VP1PrincipalAnalyst:l
14、inkIntegrationinsteadoffragmentation【刁Multichannelmarketingstrategy:Strengthencustomerrelationshipsandalignmultichannelmarketingmixeffortstodrivebusinessgoals:linkManybrandshaventyetdeliveredonthepromiseofdynamicandadaptiveomnichannelexperience.Gartnersaysthat,despitehighambitions,over90%cannotseaml
15、esslyconnectmorethanthreechannelstogetheraroundabuyingjourney*】Theyinsteadresorttoasiloedmultichannelapproachthatdoesntfactorinvaluablecross-channeldatainnext-bestdecisions.Itmeansthat,althoughtheymayknowwhereacustomerisatanygiventime,theyhavetroublefiguringoutwherethatcustomerhasbeen.Thispreventsth
16、emfromputtingthatknowledgetogoodusetosupportthecustomer.Theylackthebiggerpictureand,consequently,respondinawaythatoftenleavescustomersbaffled.AccordingtoSalesforce,56%ofcustomerssaycompaniestheyinteractwithdontnsidertheirpersonalpreferencesandpriorinteractions.Thisisriskyassometimesoneill-timedmessageoractionmaybeenoughtoflipacustomersperc
