Big Social Mobile by DAVID F. GIANNETTO

Author:DAVID F. GIANNETTO
Language: eng
Format: epub
ISBN: 9781137410412
Publisher: Palgrave Macmillan
Published: 2014-08-14T16:00:00+00:00

Figure 6.1 How an integrated enterprise maximizes each interaction with consumers to elicit the most beneficial behaviors.

In most organizations, each department or division operates independently, and each focuses on customer behavior specific to its own area. The management team in charge of one channel does not concern itself with how other channels operate or how they appeal to prospects, customers, influencers, and partners. The tactics, and sometimes even the strategy, used by one area of the business is rarely adopted or even considered by another. Getting consumers from the fuel pumps into the stores is something everyone understands to be in the organization’s best interest, but is not something anyone is actually responsible for. Conceptually, it is simple; in practice it is highly complex.

To get past this complexity, organizations need to understand how they are interacting with consumers and connect these interactions to the appropriate people, processes, and technology within the organization. National Oil was successful, in part, because it took an honest look at how it was interacting with customers and consumers—even if the interactions weren’t ideal.

Understanding how your organization is interacting with consumers with respect to each of the five different types of digital relationships is a step that can’t be skipped. Focusing on just prospects and customers and connecting their interactions with different people and processes within your organization will be tremendously beneficial, as National Oil discovered. But by analyzing all five groups, the organization will be in an even better position to determine what overarching behavioral patterns produce the most significant benefits.

To many organizations, this seems like a daunting effort. They often doubt their ability to follow customers as they interact with consumers in the real world—the foundation of being “customer-centric”—let alone also following consumers across the digital landscape. Integrated enterprises, however, recognize that despite the additional effort, if they are unable to follow consumers through the numerous transitions they will make from the physical to the digital and back again, they are unable to provide them with a consistent experience, reshaping their behavior regardless of landscape or medium. The integrated approach allows them to understand what interactions help and hinder consumers from behaving in ideal ways and allows them to redesign entire customer-facing processes or specific interactions to achieve better results.

National Oil accepted that adopting an integrated approach would be challenging and would require them to take a fresh look at how they interacted with their customers and consumers. But it is this effort that allowed them to see behaviors that would improve tangible results within one sales channel—increasing revenue from fuel sales—and dynamically improve their results across multiple channels and mediums—increasing high-margin product sales within convenience stores in addition to the increased fuel sales and improved long-term loyalty. None of this would have happened had they not learned how to better define their organization’s interactions with consumers.

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