人工智能如何重塑企业运作的三大方式

正如印刷术突破了手抄书稿的局限,数字化时代打破了信息采集、分析和交流的限制,加速了商业流程,催生了创新的商业模式以及全球化互联网络。如今,数字革命正被人工智能(AI)革命所超越。这一次,其速度、规模和工业转型的范围将远超以往。据经济分析显示,未来五年内,AI与科技/IT行业的进步将创造出与过去十年相当的价值,预示着其他行业的广泛变革。

人工智能将颠覆企业运作的三大领域

基于IT和数字化的基础,AI革命正在以下三个领域突破传统限制:1)实现企业持续性的自我革新,而非周期性转型;2)依赖实时智能,而非定期更新的软件;3)融合多种数据形式,而非单一的文本或图像输入。领先企业已经利用这些AI的核心特点,通过全新的战略超越竞争对手,同时重新定义人机协作的方式。

1. 企业持续性自我革新

由于消费者需求、地缘政治及全球金融的快速变化,数字化时代的静态特性已受到极大挑战。企业不再能依赖以软件升级节奏为基础的阶段性转型,而是必须动态适应瞬息万变的环境。

以Netflix为例,该公司凭借AI技术在竞争激烈的流媒体行业始终占据领先地位,不断推动自我革新并深化用户体验。AI通过分析用户观看记录、偏好,甚至观看的时间,提供高度个性化的内容推荐,使每位用户都能享受到独特的体验。据统计,Netflix 80%的观看内容来源于AI推荐。此外,Netflix利用AI个性化定制每部作品的缩略图,并通过自适应比特率流媒体技术优化画质,确保流畅观看,减少客户流失。

Netflix的成功故事证明了从周期性转型到实时AI驱动的持续性革新,这种改变对企业而言的深远意义。

2. 实时智能

传统智能系统往往依赖延迟数据(季度、月度或每日更新),而AI则始终处于“在线”状态,能即时学习并根据新数据调整策略,使企业以无与伦比的精准度和敏捷性应对需求变化。

以TikTok为例,其推荐算法“为你推荐”(FYP)实时分析用户互动数据(如点赞、评论、分享及观看时长),动态更新内容,提供高度个性化的体验。此外,AI实时监控和过滤平台内容,确保合规性,同时帮助广告主实现更精准的投放目标。

TikTok的实时智能不仅提升了用户体验,还通过AI与创作者合作(如提供视频编辑、AR效果和音乐同步工具),共同推动平台的繁荣。

3. 融合多种数据模式

从数字时代的“比特和字节”到AI时代的“多模态”,AI技术如今可以处理包括文本、图像、音频、视频等多种信息形式。这种能力正在零售、制药、制造等行业引发革命性变化。

在零售领域,AI驱动的客服系统不仅能理解和响应自然语言,还能完成如订单管理和退货的具体操作。自助结账系统通过计算机视觉和机器学习技术加速购物流程,提升客户体验。此外,AI驱动的智能货架和机器人技术也正在优化供应链和库存管理。

制药行业中,企业利用多模态AI平台将电子健康记录、基因数据及影像数据统一分析,加速精准医疗的研发进程。而在制造领域,多模态AI通过整合声音、视觉及传感器数据,优化生产过程,实现零缺陷目标。

多模态AI的出现被视为迈向通用人工智能(AGI)的一大关键突破。尽管AGI仍是一个存在争议的话题,但业内部分专家认为,AI革命的步伐可能比预期更快。

AI时代的未来工作

随着AI推动企业持续性革新、实时智能化及多模态发展,员工也需适应不断演进的工作环境。在AI驱动的职场中,灵活性、创造力和战略思维将变得尤为重要。通过不断学习和适应,员工不仅能在变革中找到立足之地,还能与AI协作,共同书写工作历史的新篇章。这场转型不仅为企业,也为员工创造了充满机遇的未来。

领导者不必事事亲力亲为:专注于你最擅长的领域

在现代职场中,许多领导者常常面临一个相似的困境:任务清单不断加长,但时间和精力却有限。即便投入更多时间和努力,最终可能导致疲劳、效率下降,甚至是身心俱疲。那么,领导者该如何破解这种难题?A.G. Lafley 和 Roger L. Martin 提出了一个简洁而有力的策略:专注于自身的比较优势

比较优势理论的启示

这一理念源于19世纪经济学家大卫·李嘉图的经典贸易理论。他提出,一个国家应该专注于生产和出口自己最具比较优势的商品。同样,对于领导者而言,管理时间的核心不在于承担所有重要任务,而是专注于那些只有自己才能做、或者能做得更好的工作。通过剔除非必要任务,领导者可以将时间投入到高影响力的核心事务中,从而带领团队实现卓越。

四步高效时间管理法

两位作者总结了一个四步方法,帮助领导者合理分配时间、发挥比较优势:

  1. 剔除没有优势的任务
    许多任务虽被视为“理所应当”由领导者完成,但并非所有都需要亲自处理。例如,A.G.在担任宝洁CEO时,将与投资者关系管理的职责交给了CFO。他认识到,CFO完全能够胜任这一任务,这不仅解放了他的时间,也为团队培养了优秀的领导者。同样,Roger在担任罗特曼管理学院院长时,将教师招聘事务交给副院长处理。他通过重新配置资源,将自己从繁琐的行政工作中解放出来,专注于学院转型。
  2. 委托优势不显著的任务
    对于一些自己擅长但非关键的任务,领导者可以选择委托他人完成。例如,A.G.尽管在品牌战略方面非常有经验,但他主动退出了广告创意的审核环节,将更多信任和决策权交给业务领导者。这种“减法”反而带来了“加法”效果:团队效率提升,创新能力增强。Roger则将学院财务管理的日常事务交给了行政总监。他在初期投入时间确保方向正确后,将更多精力投入到提升学院外部声誉的工作中。
  3. 专注于最具优势的关键任务
    剥离低价值任务后,领导者应将时间集中于那些能产生重大影响的事务上。例如,A.G.专注于推动宝洁的创新和消费者体验。他亲自参与消费者研究,甚至深入中国乡村,观察消费者的实际使用场景。这些努力推动了宝洁产品的设计和推广,也让消费者体验成为公司文化的核心。Roger则通过撰写管理书籍和发表文章,提升了罗特曼学院的国际声誉。他在任期内出版了9本书和400多篇文章,同时通过演讲和会议筹集了超过2.5亿美元的资金。
  4. 确保核心任务的优先级
    领导者的某些任务是不可替代的,需要投入足够的时间和精力。例如,A.G.专注于宝洁的战略合作,包括与供应商、零售商和竞争对手的合作。他还花费大量时间培养公司下一代领导者,与部门负责人进行定期一对一会议,了解其需求并提供指导。对于Roger而言,他通过专注于提升学院在商业领域的影响力,改变了外界对罗特曼学院的看法,奠定了其全球领先地位。

领导者的核心使命:专注与赋能

文章的核心观点是,领导者不应试图“事事亲为”,而是要通过战略性地分配时间,专注于能够最大化影响力的任务。同时,通过信任团队并赋能他人,组织将能够实现更高的协同效应。正如作者所言:“领导者最重要的工作是找到自己独一无二的价值,并将时间花在这些关键点上。”

Track Your Marketing Campaigns and Increase Conversions with CallRail

Every digital marketing campaign uses various marketing channels and analytics to track its business. Callrail monitors lead generated by submissions of contact or lead generation forms. Although, some of these leads come from websites and social media ads, it is essential to know who reached out, when, why, and if they intend to come back.

CallRail is that one tool every company is trying to get on their side for all their digital marketing and advertising efforts. Milia Marketing is a premiere Agency Partner with CallRail as our Call Tracking tool of choice. Let’s take a deeper look into what it is and how it can help make your business and customer understanding more efficient.

callrail

What is CallRail used for?

CallRail is a powerful solution for data-driven marketers from the marketing agency perspective. Callrail provides you with several key features to track key metrics across the site and achieve better outcomes. It is one of the most effective tools for monitoring the effectiveness and efficiency of your company’s sales department. Its plethora of helpful information will help you improve the effectiveness of your marketing efforts. The following are some of the essential uses of call rail:

Call recording

Call recording can help you see where your customer service team thrives. Also, it tells where they need to improve to achieve a good level of customer satisfaction. It’s vital to keep track of the phone calls made during the month and listen to the recorded calls so that you can provide that information back to clients! This allows us to identify patterns and recognize which campaigns are bringing in quality inbound leads.

Duration of calls

You can get complete information on the number of calls you make. It’ll determine which of your user calls often. Its digital marketing efforts result in more comprehensive, detailed insights into calls with a better conversion rate. Users can also use this software to evaluate which times of day and which location generates the most phone calls and phone leads.

Call tracking

tracking

In the past, you could track your website’s callers by hard-coding the tracking number into it, but that’s not advisable for SEO. Without a doubt, CallRail is one of the most user-friendly call tracking software for tracking every phone number that contacts your business. Tracking static enables users to create new call tracking numbers using the system’s call flow builder.

The analytical aspect of this call tracking solution is easy and great data gained from its digital marketing campaigns. Its system also aids in keywords spotting and dynamic number insertion. We are able to add a tracking phone number to each marketing campaign to track the marketing return on investment and measure results. The ability for tracking multi channel campaigns allows us to make smarter decisions with our clients advertising dollars.

CallRail integrations

Callrail integrates directly to Google analytics, GDS reporting software, and various online analytics, such as Marin Software, Wix, and sales software. When you integrate with Google data studio or Google AdWords, you’ll be able to annotate phone calls as conversion tracking on those platforms. It also supports voicemail transcription, lead capture, and SMS. Without these integrations and without a tool like CallRail, tracking phone call conversions would be a complete and total nightmare.

Evaluation of P.P.C. landing pages

Callrail users can analyze the effectiveness of each of your P.P.C. landing pages. Lead Center help businesses determine their highest-quality leads and the increased conversion rate. The phone call and form submission data are critical to showing clients’ quality.

Who uses CallRail?

CallRail is suitable for any company that uses phone numbers for marketing purposes. A majority of CallRail users are enterprises with higher volume campaigns.

Other users of CallRail are:

  • Small or medium businesses that advertise with phone numbers.
  • Marketing agencies
  • Data-driven marketers.

What are the benefits of using CallRail?

CallRail is a lead management platform whose benefits include characteristics that help customers with free call tracking. A slew of other features is conversation intelligence, call routing, excellent reporting functionality, a call analytics dashboard, form tracking, lead center. Below is some additional information.

Effective and simplified conversion performance

Conversion Intelligence Tracking with CallRail

It’s great to have traffic on your website. But your investment might have no value for money if the customers don’t complete a desired action. For this reason, one of the most crucial benefits of callrail is its simplified conversion performance.

Callrail aids in determining which websites, search terms, and marketing are most effective at converting visitors into customers. It has a visitor timeline function that allows users to see the full visitor journey. After that, the conversion-related data will upload into Google Analytics. Asides that, it also optimizes AdWords call tracking and marketing campaigns.

Functionalities in Marketing campaigns

Callrail software helps a company determine the marketing channels that generate more calls. The system also has call tracking software that measures the quality of inbound leads generated by emails, radio, television, newspapers, and other forms of digital marketing campaigns. Users can also gather important caller information using the platform to understand their callers and provide better service.

Reporting and wise budget investment

CallRail features real-time reporting, allowing users to know when inbound calls are received. Marketing agencies may allocate adequate budgets to tracking campaigns, and the sales team can improve the one-on-one interaction of callers with the firm. It will also help you assess which offline marketing campaigns provide a decent rate of return.

Mapping Out Your Customer Journey

Integrating CallRail with your website and marketing campaigns allows you to see every touch point within your existing or planned customer journey.

jingler

Boost Your Digital Adoption with Our Services

As the world becomes increasingly digitized, businesses must adapt to stay competitive. This is especially true in Canada, where the government has launched the Canada Digital Adoption Program to help small and medium-sized enterprises (SMEs) grow and succeed in the digital economy.

CDAP

At our information company, we are proud to offer services that can help SMEs take advantage of this program and boost their digital adoption. Our services include:

  1. Digital Strategy Consulting We work with SMEs to understand their unique needs and goals, and develop a customized digital strategy to help them achieve success. We provide guidance on everything from website development and social media management to e-commerce solutions and cybersecurity.
  2. Training and Education We believe that education is key to digital adoption, which is why we offer a range of training programs and resources to help SMEs build their digital skills. Our offerings include webinars, workshops, and online courses covering everything from digital marketing to cloud computing.
  3. Data Analysis and Insights Data is essential to understanding customer behavior and making informed business decisions. We offer data analysis and insights services to help SMEs gain a deeper understanding of their customers and optimize their digital strategies.
  4. Technical Support We understand that technology can be complex and overwhelming, which is why we provide technical support to help SMEs overcome any challenges they may face. Our team of experts is available to provide assistance with everything from software installation to troubleshooting.

By offering these services, we are committed to helping SMEs in Canada successfully navigate the digital landscape and thrive in the digital economy. We believe that digital adoption is key to the success of any business, and we are excited to be a part of this important initiative.

If you are an SME looking to boost your digital adoption, we invite you to contact us today to learn more about how our services can help you achieve your goals. With our expertise and guidance, you can take advantage of the Canada Digital Adoption Program and position your business for long-term success.

3 Ways Companies Get Customer Experience Wrong

by Lisa Nirell

Most businesses profess to having a “customer first” philosophy. And many have created their own customer experience (CX) function to fuel higher customer retention, brand reputation, and recurring revenues. But, many companies’ CX strategies have fallen out of sync with post-pandemic customer realities.

As a strategic marketing adviser and executive coach for the past three decades, I’ve seen in my day-to-day work and private CMO cohorts that many leaders are deploying the same digital CX strategies that they used in 2019, thereby risking customer defection and dissatisfaction at a time when they can least afford it.

Here are common CX missteps I’m seeing — and strategies to address them before your competitors seize the opportunity.

1) Prioritizing Cost Management at the Expense of Strategic Investment

During uncertain times, it’s tempting for companies to obsess over boosting the balance sheet. In fact, most of my coaching clients are striving to replicate Google’s ambition to become 20% more efficient. But this leaves companies vulnerable to competitors who also focus on boosting customer-facing value to improve the bottom line.

For example, one of my clients, a profitable publicly traded firm, recently experienced a six-month stock price dip. The CFO immediately froze all new marketing initiatives, and they required every executive team leader to find at least $1 million in expenses to cut.

For the CMO, this represented a missed opportunity to invest in identifying new customer segments, fortify their retention strategies, and experiment with new CX programs. The CMO brings a rich set of experiences from her previous roles — such as strategic account planning, customer advisory board programs, and brand-fortifying thought leadership strategies. Investing in just one of those areas would have paid for itself by sparking long-term growth at a time when their sizable competitors were cutting back. But her company’s singular focus on expense reduction made it difficult to pursue such growth opportunities. It felt like a short-sighted strategy that made the company penny-wise and pound-foolish. 

2) Relying on Old Segmentation Strategies

CX leaders have been trained to define addressable customer segments (such as psychographics and demographics) and to create sophisticated customer journey maps (which are used to define customers’ common challenges and buying patterns). Yet they’re generally ignoring one of the biggest changes since the pandemic: customers’ desire to understand a company’s stance on diversity, equity, and inclusion, climate change, and other social issues.

Creating a Compelling Customer Experience

It’s about building a genuine relationship.

KPMG’s 2022 CEO survey found that 69% of executives surveyed noted higher levels of stakeholder pressure to improve ESG (environmental, social, and governance) reporting transparency — an 11% increase in only a year. It’s unlikely that this is a fad. These topics have climbed to the top of customers’ priority lists. They reflect a person’s values. But you seldom find them on modern-day customer journey maps.

After reviewing several journey maps, I found that most only include superficial data, such as demographics, job functions, hobbies, and common pain points. Very few describe the values behind why buyers choose a certain software tool, snack brand, or vacation getaway.

3) Treating Employee Experience (EX) and Customer Experience (CX) as Separate Silos

You’ll hear some leaders say that the “customer is always right”. Yet that strict policy can also lead to costly attrition of top people, too many priorities, and team burnout.

Salesforce recently teamed up with Stanford and Columbia Universities on research that showed that only one in three companies had designed a seamless integration between their customer experience and employee experience initiatives. And when they’re not aligned, the research team suggests that companies may be missing out on as much as a 50% revenue bump.

Addressing These CX Challenges

To address these modern-day CX challenges, here’s what I recommend:

1) Craft CFO discussions around value creation, not just expense reduction.

Many CX leaders downplay their value, focusing on activities versus outcomes. One executive recently boasted about juggling ten different buyer personas — a nearly impossible feat with their lean CX team.

 When confronted with cost-cutting conversations, consider these reframing strategies:

  • Show how CX investments drive incremental revenue, grow share of voice, accelerate current revenue streams, or fuel higher lifetime customer value. Stop using terms such as “program delivery” and “support.” This positions your initiatives as transactional and nonessential.
  • Ensure that your CX metrics align with your organization’s strategic goals — especially those that the CFO reports to the street, such as revenue growth and operating margins. CFOs seldom care about vanity metrics, such as the number of followers. Nor should you.
  • Invite a Financial Planning and Analysis (FP&A) colleague to project planning and status meetings. They will feel more like collaborators versus adversaries — increasing the chances that your strategic CX investments will get serious consideration during the next planning cycle.

2) Integrate customer values research into traditional segmentation exercises.

According to ValueGraphics CEO David Allison, CX strategies built exclusively around demographics miss the mark. He and his team looked at 750,000 surveys in 152 languages about audience values, wants, needs, and expectations. They were astounded to find that “people in any demographic cohort are, on average, only 10% similar.” (Full interview here.)

Want to know what your ideal audience cares about? You can either conduct values research, schedule one-on-one conversations, or do both. If you’re facing a time or budget crunch, these questions will help you get started:

  • Why do you [go to work, attend concerts, buy new clothes, etc.]? Tailor the question to where your audience would experience your brand.
  • You just won the lottery. Why would you give away half of your winnings?
  • You’re writing a letter to your younger self from 10 years ago. What would you say, and why?

3) Align EX and CX goals and incentives.

In a 2019 HBR article, Andrew Chamberlain and Daniel Zhao cited myriad correlations between high employee engagement and higher American Customer Satisfaction Index (ACSI) scores. Apple, Trader Joe’s, Costco, and Johnson & Johnson still top the list of great places to work. Here’s something else they share: impressive ACSI scores.

Taking cues from these brand juggernauts, where can you improve EX and CX team collaborations? How can you align incentives across those teams?  Where can you streamline technology platforms for both groups? How can EX and CX metrics earn their rightful place alongside board-level operational and financial reporting?

In addition, ensure that your employees have a say in how you design customer-focused programs. In the Experience Advantage study, Salesforce reported that “employees who feel trusted and who feel they can take risks in their roles are 1.5 times more likely to consider themselves top CX supporters.” One of my global clients hosts a monthly employee recognition program for team members who best model the company’s values. In 2022, they celebrated 32% revenue growth and a twenty-point employee engagement score improvement.

The pandemic changed the world and customer expectations, and the most successful companies recognize that their customer experience needs to change in turn. By engaging cross-functional teams in CX discussions and understanding customer values, leaders can ensure that their brand remains relevant for years to come.

How Technology Can Improve the Customer Experience

Customers and markets have seen an immense degree of change during the past few years. Organizations have struggled to keep up with the changing demands and expectations of their consumers due to issues with the supply chain and changes in customer channel preferences.

Through the use of self-service and online auto purchasing, digital technology has been integrated into the customer experience, forcing all sorts of enterprises to engage their target customers in new ways (CX).

Technology, however, is only one aspect of the narrative.

The most effective digital experiences, in our view, begin with a compelling grasp of the client – who they are, what they want, what work they must perform, and even how they feel about themselves.

Regrettably, a lot of businesses approach technology first before returning to understanding customers. Automation is being prioritized over consumer empathy in their never-ending search for operational efficiency, which is a concern. There are no engaging digital experiences without compelling consumer comprehension.

Technology, however, is only one aspect of the narrative.

The most effective digital experiences, in our view, begin with a compelling grasp of the client – who they are, what they want, what work they must perform, and even how they feel about themselves.

Regrettably, a lot of businesses approach technology first before returning to understanding customers. Automation is being prioritized over consumer empathy in their never-ending search for operational efficiency, which is a concern. There are no engaging digital experiences without compelling consumer comprehension.

Companies work to exceed consumers’ expectations by streamlining their customer journeys, but these initiatives will fail if they are focused on short-term click-through and conversion rates rather than long-term happiness, loyalty, and retention.

How they can get there is as follows.

Start By Offering What Consumers Want

Most businesses struggle to understand what their consumers genuinely value in a great digital experience. This isn’t to say that most experiences are bad; rather, the commoditization of digital encounters has rendered most of them uninteresting.

According to a Gartner survey, just 14% of consumers experienced a digital connection with a brand that motivated them to make a different choice.

What is different is when businesses alter their strategy to concentrate on how they can help their consumers feel better about themselves rather than just improving how customers perceive their goods and services. Consumers want to know more about themselves. By doing this, they will have a better chance of achieving their aims or objectives.

Most businesses place more emphasis on “what customers think of us” than “what customers think of themselves,” which is a missed chance to improve. Organizations can utilize the following three strategies to encourage a positive change in their customers’ perceptions of themselves:

Understand that not every digital encounter is intended to be seamless. Depending on the purpose of the consumer, a better experience may cause some friction, allowing the customer to consider their decisions by offering a learning route. A series of brand encounters that help consumers better grasp how to achieve their goals is referred to as a learning path. A Gartner survey indicated that B2B and B2C consumers agreed that if they “realized anything new about their wants or their own aspirations” they were 1.73 times more inclined to buy more.

Consider value over quantity. Catalytic brand experiences are distinctive, and emotive, and have a direct effect on the lives of customers. Customers are thereby altered in some way and are then more likely to continue acting in the manner in which they wish to. As compared to traditional strategies like promoting brand uniqueness, familiarity, or authenticity, these encounters have a roughly twofold impact on brand commitment.

Consider options other than a digital purchase. The following is a summary of the services that you may expect from the company value their. According to Gartner research, consumers who experience this kind of value-enhancing response are far more likely to remain around and make more purchases.

The Brooks Shoe Finder is an example. In addition to asking customers to think carefully about important issues regarding their fitness objectives, the evaluation assists customers in actively reflecting on their running mechanics (e.g., location of their feet, the relative strain on knee joints). This quiz differs from others in that it focuses on the customer’s confidence in their capacity to reach their running objectives rather than just the product itself. As a result, it may assist them to make decisions that are different and/or better informed than they otherwise would have.

These are the words they used to describe how significant it was to them. Do not misunderstand us; we adore technology. But we love customer understanding even more, which is why it’s one of the essential ingredients of a compelling CX.

The Secret To Providing A Great Customer Experience

Organizations must focus on two key themes, or vital elements, for engaging customer experiences: 1) complete experience and customer knowledge and empathy.

Brands may prevent “manufactured insincerity” by making sure each ingredient is included in the broader recipe, which we discuss below.

Improve Understanding of the Client

Few, if any, businesses offer purely digital experiences; they still transport tangible goods, have in-person conversations, and offer physical experiences. This implies that rather than treating the digital journey as the be-all and end-all, you must comprehend where and how clients seek digital experiences throughout the customer journey.

Voice of the Customer (VoC), creating personas, creating customer journey maps, and encouraging more customer-centric choices are just a few examples of successful customer listening practices that may help you better understand and respond to your customers’ present and changing requirements.

Organizations may then concentrate on how they will provide that experience after this point. It’s a skill that must be developed over time in order to be effective, not just once.

The businesses that take the lead with their consumers in mind succeed: According to Gartner’s data, CX programs that surpass management expectations are twice as likely to have end-to-end customer journey mapping in place for more than three years and are 1.9 times more likely to have persona creation activities in place for over three years.

Given the macroeconomic climate at the moment, companies have the chance to reinvest in and develop their CX skills in a way that gives their consumers confidence they are making the correct decision to keep doing business with them.

Customer empathy is a crucial result of great customer understanding.

A key component of a customer engagement strategy, customer empathy strikes a balance between an organization’s objectives and a thorough comprehension of a customer’s position, interests, and intent. This is difficult, especially without the thorough grasp of the consumer we’ve been discussing.

L’Oreal provides a straightforward yet effective illustration of excellent consumer knowledge and empathy.

Oreal is aware of how crucially important skincare is to one’s health. Their Skin Genius mobile application uses an AI-powered evaluation of the customer’s specific skin care needs utilizing a privacy-protected image of your face to combine individualized help with a game-changing digital experience. By acting as an in-person beauty counsellor, it also forces clients to reevaluate their plans and consider their skin-improvement objectives.

Customers are likely to feel better overall if they have a better knowledge of their skincare regimen. Once again, this relates to improving the consumers’ feeling of self.

It’s not necessary for compelling consumer experiences to include extravagant digital capabilities. Little things that are based in human knowledge can have equal power.

Use a holistic strategy and all of your experience

Customers frequently ask us what technology they should purchase or how they should organize their activities to provide better customer experiences. However the question is not fully answered there.

The epidemic has shown us how important it is for staff to provide excellent customer service. Their experiences are important, and this is reflected in employee experience, or EX. Yet, in the majority of firms, the departments in charge of CX, EX, user experience (UX), and the related technological platforms operate independently.

The better issue to ask is how to arrange such that consumers and staff have a more comprehensive and appealing digital experience.

Enter the concept of whole experience, or the purposeful fusion of CX, EX, and UX to provide better shared experiences for all stakeholders.

A B2C company that has embraced complete experience is the Lego Group. It came to the realization that because of fragmented design methods, digital solutions frequently fall short of meeting the demands of consumers and workers.

The LEGO Group originally developed a self-service online catalogue for store customers when the Covid-19 outbreak caused the business to introduce new goods remotely. Unfortunately, because the solution’s design did not take into consideration all end users’ specific and intersecting demands, it did not effectively deliver the high-quality purchasing experience that consumers and sales representatives previously enjoyed in-person. The LEGO Group developed a virtual showroom system that offers a better product viewing experience in order to address this difficulty.

Lego’s employees were able to provide better customer service and enhance the overall purchasing experience by designing and implementing technology solutions that prioritize the needs of customers and employees before those of technology. This resulted in more seamless interactions between customers and employees as well as an improved overall product viewing experience.

Lego succeeded in avoiding the pitfall of engineering insincerity by relying on the essential elements of customer comprehension and TX.