We do our very best to put clients at the center of our business. All the decision we make, the way we operate, and the team we put together; everything is done with clients as the priority. I believe most brands are the same. They want to make decisions and operate in ways that keep customers at the center of everything, which is the very definition of customer-centricity.
However, it’s one thing to make the decision and declaration of being customer-centric, and it’s quite another to make it a reality. Day in and day out, with everything we do, we must back our words with actions. If not, customers will lose trust and belief in our messaging moving forward.
From what I see, read, and hear, the most common barrier to reaching the desired level of customer-centricity is knowing where to start. Or, if processes are underway, the challenge is identifying and understanding the best next steps.
So, I want to share a few recommendations for converting lofty aspirations to tangible realities.
Start by defining what “customer-centric” means to your brand.
We’ve all heard the word and have a general understanding of what it means: Putting the customer at the center of everything you do. But that description is too vague to guide real-world decision making. Therefore, it’s important for each brand to add depth and context based on their unique market and customer base. In specific terms, clarify what “customer-centricity” means to your business. Establish what it would look and feel like, for yourselves and your customers, to be a truly customer-centric brand. Without this added depth and detail, it will be extremely difficult to create, implement, and measure the impact of customer-centric processes.
Find inspiration within your own experiences as a customer.
It’s easy to forget that we are consumers ourselves. Every day we interact with brands, and those interactions can provide valuable lessons about what’s working and what isn’t. Consider when you’ve felt appreciated as a consumer. Look closely at the pain points you’ve encountered. Leverage your personal experiences as a starting point when developing a customer-centric action plan because not only will this help you further define the term, it can also spark ideas of how to get creative when engaging your target audience.
Regularly ask for feedback and maintain agility.
At the end of the day, it’s the customers themselves who will determine whether you are a truly customer-centric brand. So, their input should be the guiding light as you build and shape your experiential strategy. By regularly asking for customer feedback, especially during and shortly after the launch of new experiential initiatives, you’ll be gaining the insights needed to make customer-centric decisions. When something is working, keep building. When something isn’t having the intended impact, make adjustments. The more connected you are with your customers, the better you can serve them.
Customer-centricity is so much more than a just another business term. For the most successful brands, it’s embedded in their DNA and is a key aspect of their overall identity. Since there’s no universal blueprint for how to operate with customer-centricity, each brand has the freedom – and responsibility – to explore what it means for them.
Whether in a strategic or tactical capacity, we are passionate and motivated in helping brands get the most out of their customer insights. If you are considering or interested in learning more about how a team like ours can empower a team like yours, I’d love to chat!
Even if it turns out MacKenzie is not the best fit for your brand right now, I’m more than happy to share ideas and recommendations based on our 35+ years of experience.