The Digital Customer Experience Blog

Your source of insights for a successful digital transformation.

Neuromarketing and the Art of the Digital Customer Experience

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Neuromarketing is a relatively new field of marketing research activity that is informed by the findings or insights of brain science.

The key discoveries of this decade applied to digital customer experience allow you to connect with customers in a whole new way across physical touch points, typically the stores, combined with customer-facing smartphone and tablet apps.
Customers are constantly surrounded by brands and messages from marketers and advertisers and what has been understood is that apart from the noise and the misbelief that the rational mind is the purchase driver, actually only subconscious thoughts, feelings and passions drive purchase decisions, that are justified “a posteriori”: rationally after being made emotionally.

Customer-facing mobile apps, capable of understanding the user mood from facial-expression detection, down to the actual monitoring of how the smartphone is held and used, can help marketers engage with customers more effectively, in a marketing world that has become too noisy for a communication that is just visual.

To this purpose, savvy customer-facing mobile app developers:

  • Must blend-in technology and advances in human behavioral research to understand what motivates customers.
  • Exploit such knowledge, including online and in-store behavioral data, to drive customer preference.
  • Rely on a more holistic marketing proposition, based on data collected inside the app, and during the whole customer journey.

Thanks to the level of customer behavior understanding provided by neuromarketing, interactivity between brands and customers will become more relevant, with the help of technology, which now allows customers to stay connected directly and i.e. order customized products from top brands.

Today, an omni-channel digital customer experience can translate into the most powerful brand experience, involving deeper links between the customer and the manufacturer.

In the future, advancements in Augmented Reality will eventually allow manufacturers incorporate a brand platform that fully integrates the five senses, and thanks to a combined participations of app and point of sale, a brand will become a sensory experience that extends beyond the traditional paradigm, which primarily addresses sight and sound.

In a world where about 80% of new products fail, providing a distinct and unique sensory stimuli with positive associations and customer engagement driven by an effective digital customer experience is the most relevant opportunity to boost brand loyalty.

Never forget that the perception of your brand is as good as reality.

Don’t Let Your Digital Manager Jeopardize Your Customer Base

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We all agree, I think, to the fact that markets are conversations and that your brand must become a publisher, focusing, in the age of the customer, on establishing a direct relationship with your customers, thanks to their smartphones and tablets, and across all digital channels.

If so, would you please explain to me why you listen to unscrupulous companies around that offer you to participate in improbable kind-of-iBeacon driven coalition programs, with the obvious and only purpose to steal your customer base?

And, more importantly, would you please explain me why you give them credit and like to be fooled?

Doesn’t it come to your mind that if a digital marketing services provider delivers to you a customer engagement service for free, the most likely reason why it’s doing it is that it takes a benefit even if this is not immediately obvious to you, such as your customer base becomes his?

Let's not act as amateurs and let's get to work seriously to our companies’ digital customer experience, allocating the brain and the budget needed to make things right.

Or rather do nothing. But the fact that managers in your company play with fire and foolishly gift your customer base to third-party operators, in exchange for wonderful and equally improbable business results is not just unnecessary, it is criminal!

Rise your hand and stop these digital managers put your company on its knees, before they destroy more value for you and your shareholders.

Discover The Essence Of Digital Customer Experience Innovation

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Marketers can improve their innovation techniques, though creativity comes more easily to some than to others.

Successful digital customer experience innovators develop and apply five critical skills:

  1. Practice associative thinking by making connections among various ideas from disparate areas.
  2. Ask questions, be willing to look foolish.
  3. Observe what your customers do, how they do it and why.
  4. Network with people from a range of backgrounds.
  5. Experiment: take something apart, study your customer journey, build models and try simulations.

Innovative managers hire, reward, retain and encourage innovative and open-minded people and systematically follow discovery processes, support questioning and experimentation, and invest in ideas that challenge the status quo, taking advantage of new technologies (i.e. the upcoming iOS 8).

If you want your company to succeed at digital customer experience, what we learned at Neosperience working for many first-class customers is that you as a manager must:

  • Practice creativity skills.
  • Never oversimplify or expect that innovation always succeeds.
  • Ask for help and follow identified practices that correlate with commercial achievement, including strong analytics monitoring, as explained in the DCX 7 steps checklist.
  • Build your own set of key innovation philosophies that instill a deep, companywide commitment to innovation, write them on a post-it note and live by them.
  • Connect ideas from disparate arenas – as the most important skill that triggers associational thinking and support creativity; this will lead to new business ideas that flourish at the intersection of diverse experience, whether it be your own or others’.

Assess your company by considering that innovative organizations are led by innovative leaders. Is yours so? If yes, checked. If not, change your leader. Or change your job.

Start today by assessing whether your creativity skills are strong or weak. Then, identify a compelling innovation challenge that matters. Practice your skills and find a coach to support your efforts. Develop your creative abilities by helping others develop theirs. And beware of wolf.

The eureka moment will then come... when you don't expect.

To help you provide a strategic advantage to your organization, Neosperience has crafted the first DCX 7-Steps Checklist, with requirements and insights for a successful digital transformation. Download the free guide here:

The Second Industrial Revolution and How You Can Recover

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You have been thought that The Industrial Revolution has been the most influential development in history. Today, you are living through a second, comparable revolution. The Industrial Revolution changed how people used their bodies to perform physical labor. This current revolution is changing how people use their minds to perform conceptual labor.

Unlike the steam engine or electricity, the second machine age technologies continue to improve at an exponential pace, replicating their power with digital perfection and creating even more opportunities for combinatorial innovation, Digital Customer Experience we at Neosperience focus on being just an example of these.

A decade after Defense Advanced Research Projects Agency (DARPA) “first Grand Challenge” to spur people “to build a completely autonomous vehicle”, Google produces cars that drive themselves in traffic, that you will be soon able to choose from a Digital Car Showroom.

Similar advances have emerged in language processing and the use of general knowledge, including shifts in how people view computing and in robotics. Developing devices to perform tasks once considered “difficult” and conceptually challenging have proved easier than designing machines to complete manual labor. And machines that can complete cognitive tasks are even more important than machines that can accomplish physical ones.

But adapting to new technology is challenging. For example, when electricity was new, people applied it as a straightforward substitution: They removed steam engines and put electric motors in their place. But they did not change the design of factory layouts. This made no sense since steam engines required a specific arrangement of machines around “a single massive engine,” while electricity called for placing smaller, electric motors at each machine. With a steam engine, the equipment that needed the most power had to be closest to the engine. Once electric motors were available, managers reorganized factories according to “workflow,” not energy needs.

That shift took 30 years, and only then did productivity surge as the result of electricity. The same phenomenon occurred with computers and the internet, and today with smartphones and tablets: firms made minimal initial changes in productivity, but later they undertook widespread efforts to integrate computers and generate surges in productivity, eventually giving birth to new and disruptive business models.

The constant increase in productivity led to the belief that technological advances help everyone. In a striking historical discontinuity, wages and productivity decoupled in our age of technology. But while average income rises, indicating an increase in overall productivity, median income is falling, indicating that most people earn less. Only a few people harvest the wealth generated by increased productivity.

Creativity and organizational redesign are crucial to proper investments in digital technologies. Education must change to fit contemporary needs, moving away from the industrial age ideal of standardization toward methods that promote creativity, curiosity and adaptation. We have to increase the quality of and opportunity for primary education. Encourage experimentation. Use technology where useful and change how schools deliver education. Help customer choose. Transform marketing in a game. Make people work less, and better, but promote communities in which people work: whether rich or poor, these are healthier than communities in which people do not, as we all gain “self-worth” from working.

Technology is not your destiny. You shape your destiny. Find your blue ocean and change the world.

Make Your Customers Play

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Traditional advertising has lost effectiveness and while once-effective advertising methods do not work as well anymore, game playing is on the rise and vying for your customers’ attention.

To be relevant, as a brand you must become a publisher. To compete with games, your marketing must become a game.

People play games – on phones, on computers, on game consoles – everywhere; learning how to engage your customers through interactive game play and taking advantage of this growing trend is a needed ability to become more effective as a marketer.

Properly designed, branded games can be an engaging and “sticky” user experience, especially on mobiles, driving your customers to her flow. Stickiness is a metric of loyalty that measures the relationship between the span of time a person spends on an app and the number of her annual visits.

Loyalty programs already proved that gaming and marketing create a happy marriage. But your customers are getting bored and are not interested anymore in just points, earned by spending money. As products become commoditized, also it is becoming loyalty, that keeps people buying. Modern loyalty programs use a number of gaming elements to engender loyalty, including point accumulation, level climbing, rewards and challenges.

People enjoy competing, playing games and winning. People are intrinsically competitive and relish the process of participating in a game, even if the prizes you deliver are small, symbolic or virtual. They like to compete against themselves when they’re when not vying against others. A well-designed branded game can produce substantial psychological rewards.

Richard Bartle, a professor and behaviorist, identified four types of game players:

  • Achievers” – These players like to acquire points and earn status. They enjoy the process of playing and want to play well. They like working with others and sharing the joys and defeats of the game.
  • Socializers” – These players enjoy the social component of playing games, such as interacting, forming alliances and collaborating.
  • Explorers” – These players take pleasure in game playing activities and elements, such as accumulating points or badges, uncovering shortcuts or figuring out puzzles.
  • Killers” – These players thrive on competition and have a win-at-all-costs mentality.

Only games can help you cut through the clutter of a crowded brand marketplace and socially networked environment to attract, retain and monetize customers.

Stay tuned for a white paper to be released soon: the future of marketing is games, and it has already started.

What I Learned From Neosperience FedEx Days

What_I_Learned_From_Neosperience_FedEx_DaysOver this weekend I shared with my team the opportunity to work on anything that relates to our products in the digital customer experience space, and deliver it during a two-days hackathon, to experiment new and creative ideas, making the emptiness that each of us must do to be able to stand on the shoulders of the giants who preceded us, and create.

During this very intense and productive professional retreat, organized according to the FedEx days format, I was struck by the quality of the result of teamwork, in a short time, and the sharpness of the vision of the team.

  • Foster creativity – With no rules, apart from working on a very broad topic like customer experience, anything’s possible.
  • Scratch itches – We all have something that bugs us about a product the world is waiting for.
  • Be radical – The main idea is simply devoting time to ideas that might not normally be prioritized. All of us are pirates.
  • Have fun! – The spas of Abano have been the ideal setting to give to our mind the shot of color with the brush that Emilio Vedova, a teacher at the Accademia di Belle Arti in Venice, he used to give the canvas of his students to overcome their blank canvas syndrome.

By the way, do not really know how to play the piano, but the setting for the photo was cute 🙂

As great author Daniel H. Pink said about the changing world of work, maybe it’s time to ask yourself not, “Should I try something like this?” — but “Why am I not doing this already?”

Like and forward this to your HR manager, or, better, to your CEO 😉

The Digital Customer Experience Blog

This site, published by Neosperience, overviews the advancements of digital customer experience in marketing, technology and society. Neosperience Cloud is the technology platform to create engaging experiences for your customers that drive ongoing loyalty to your brand, and faster paths to purchase. It is the choice of the best companies in the world, Winner of the most prestigious global awards across many industries: Automotive, Communications, Media and Services, Consumer Products, Retail and Distribution, Fashion, Luxury and Beauty, Financial Services, Healthcare, Utilities, Government and Infrastructure, Travel and Transportation.

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