Customer Experience Doesn’t Start With Your Customers

CX seems to be making its way to the lips of marketers lately, driven in part by shifts globally like GDPR, which place emphasis on quality interactions, over quantity of interactions.

Before you get all starry eyed and rush off to map customer journey touchpoints, aggregate disparate data silos and create business cases to build single views of your customers, you need to consider one other group of people first.

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Start Me UP

They say that failure is the universe slapping you across the face and telling you that you’re on the wrong path.

At the start of this year, I was made redundant from my job of four and a half years.

Admittedly I was probably there for two years too long. But I stayed because I was comfortable, proud of what I’d achieved and fond of the people I worked with.

But I wasn’t inspired and I wasn’t firing on all cylinders.

Somewhere along the way I’d lost my ambition, confidence and energy to create.

I’ve spent 2017 trying to find my fire again…

By looking for similar roles in similar companies…

They also say that only a fool does the same thing over again and expects a different result.

And I always thought I was a fast learner…

But I have learned a lot this year. Especially about myself. I’ve learned I’m not someone who is comfortable or motivated in BAU.

I get high off change and challenge. I love walking into uncertainty and confusion, and I love finding opportunities to smooth things out. I get off on challenging the status quo.

It’s hard to maintain the energy for disruption when you are a salaried employee. You get stuck in the BAU, political pressures stand in the way of being brave and doing the right thing by your customers. You get comfortable.

I don’t want to be comfortable. I want to be challenged. I want to be accountable.

So I’m putting myself out there.

Putting my money where my mouth is with Sharper Sherpa: Measurable and Meaningful Marketing and Communications.

Helping businesses who are struggling to see the impact of their investment in marketing and communications understand where, how and why strategies, initiatives, investments, tactics and technology work, and for who.

A supportive, expert guide to help bring together a team to achieve an overwhelming goal.

The fear of failure is there. But without it I would be comfortable. And miserable.

But I need your help.

  • If you’ve read this far, please help a girl out and give the post a like on LinkedIn. I promise I will personally thank you.
  • If you’re feeling really helpful today, please share the post on LinkedIn. I’ll buy you drink next time I see you (those who know me, know that I’m good for that!).
  • I’m also looking for some “test” clients to work closely with, trading a few hours a week of my time, for their feedback and honesty to help craft the best possible proposition.
  • If you know of a SMB who might have an internal marketing coordinator that needs help establishing measures, strategies and focus, or a busy general manager who knows they need to start marketing, but are not sure where. Please send them my way.

You can also:

I’ve had the website up and have been sitting on this blog for a few weeks now.

Hitting the “Publish” button and sharing this with my network is going to be one of the scariest things I’ve done in a while.

But in the end the worst that can happen is that I’ll get another slap in the face from the universe.

Five things successful managers do before launching every project, campaign or initiative

“If I had one hour to save the world, I would spend 55 minutes defining the problem and five minutes resolving it.” Albert Einstein.

Whether you are feeling the pressure to deliver new product features, designing new marketing campaigns, or planning new business innovation initiatives, you should spend 55 minutes defining the following five things, to set yourself and your team up for success.

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If I could commercialise my drifting-off-to-sleep-magic I’d be rich

I had an epiphany last night as I was falling asleep. Actually it was a series of epiphanies.

Bear with me.

I started thinking about all the different online and social media things I have done over the years for a wide range of people/product/services, and tried to tie them all together and articulate what I have learned and how I apply what I have learned to each new challenge, in one sentence.

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The art of ideas

Republished on Idealog Magazine

In my time I’ve written many, many business cases, starting when I conceived my first business idea about six years ago (cooking and travel tours in India… I’ve never been to India, I really just wanted to travel there). While doing my MBA I was paid to write business and marketing plans for businesses who didn’t have the ability to write one themselves and I also won the Venture Fund award for a business idea I developed into a plan. In the past six months alone I have written about eight plans in total.

I’ve probably written in the range of 50 plans over the past six years, and of those I’ve written for myself, one has seen the light of day and made it into a business (in the early days, an amazing learning experience, but not a good business idea). Most others have had various stages of success, but for some reason the reality is that they aren’t feasible and they get shelved.

My point is that I use the process of writing a business case to objectively work through an idea that I am excited about before I tell others about it. More often than not, I am able to work out myself why the idea is flawed, and in the cases where I am unsure or still positive I will work through the business case with someone whose opinion I respect.

Lessons I have learned along the way:

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Sales is tough and if a man is gonna make it he gotta be rough

In marketing you do your research, brainstorm around the findings, plan your campaign and execute it as best as you can. Most of the time it will pay off, sometimes it doesn’t; that’s the risk you take.

Sales on the other hand has to return above ROI. A salesman who doesn’t return more than his salary and expenses in new customers costs the company more than he is bringing in, and won’t last long past his honeymoon period.

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