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The Case for Trust

The Case for Trust

The truly massive change underway in large, established companies is the result of a shift in influence from top to bottom. Whereas in the past, senior managers were responsible for establishing marketing strategies that would cultivate new customers and hopefully retain existing customers, those days of linear thinking are gone.

To create a true sense of customer centricity, the organization as a whole must prioritize customers. Every new website, mobile application, communication, and product enhancement must reflect the emotional and rational needs of customers. Employees throughout the organization must incorporate customer preference into every decision, not just managers.

How values change in shifting technological eras
  Era of Mass Production Information Age / Sharing Economy

 Primary
Customer Benefit

Product ownership. The enjoyment and pride of ownership drove the U.S. economy. Experience. Customer values have shifted. People are seeking more enjoyment and control, not ownership.

 

 Mechanism for Engaging Customers Brand. Projecting the company’s benefits to customers. Relationships. Developing two-way dialogs with customers.

 

 Prevailing Strategy Advertising. Projecting images of how a product or service improved someone’s life. Happiness was deliberately ascribed to ownership. Communication. Specifically, connections with customers through social media and direct channels to create a sense of engagement with the company and its products.

 

 Communication Competency Tell/show. Listen.
 Responsible Group Marketing Department. Marketers were charged with showing customers the benefits of their products and services.

 

Employees across the enterprise. Making customers feel that they are understood by the company and that their voices are heard requires the efforts of all employees working as a thousand points of light.