The Digital Transformation Playbook: Rethink Your Business for the Digital Age
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Step 3: Strategy Selection
Now that you know your objectives for your customer strategy and have a strong understanding of the customers you are trying to reach, you are ready to start the strategy ideation process. You should begin by looking back at the five core customer network behaviors and the broad strategies that derive from them: r Access: Be faster, be easier, be everywhere, and be always on for your customers. r Engage: Become a source of valued content for your customers. r Customize: Make your offering adaptable to your customers’ needs. r Connect: Become a part of your customers’ conversations. r Collaborate: Invite your customers to help build your enterprise. H A R N E S S C U S T O M E R N E T W O R K S 43 Although all five strategies can be valuable for your business in the abstract, you are now looking to generate ideas for a specific project. Con- sider the objectives you have set and the customers you are trying to reach (including their needs, barriers, etc.). Use these objectives and target cus- tomers to select one or more of the five strategies that seem best suited for the task. For example, if you are launching an e-commerce platform and one of the key motivators of your customer segments is a simple and frictionless interface, then you should think about generating ideas for an access strat- egy. If you are seeking to capture ideas from the customer service interac- tions of your customers, then a focus on conversation in a connect strategy would be appropriate. If you are aiming to recruit a group of customer evangelists to beta test a new product and help introduce it to markets, then a collaborate strategy would fit. You may decide that more than one of the five broad strategies make sense for your goals—for example, an access and a customize strategy or an engage and a connect strategy. But I would advise against selecting all five, as the goal here is to set a focused direction before concept generation begins. Step 4: Concept Generation Now you are ready to start generating specific strategic concepts based on the broad strategies, objectives, and customers you have selected. A concept is a specific, concrete idea for a product, service, communication, experi- ence, or interaction you design for customers. For example, if you are pur- suing an engage strategy (becoming a source of valued content) as part of introducing a new premium VIP service to customers of your travel book- ing service, you should consider creating a variety of kinds of content: an “explainer” video showing how the new service works simply and easily via your mobile device, short lifestyle reports on up-and-coming travel recom- mendations that customers can subscribe to based on their travel interests, a news alert service to tell them about travel safety conditions in regions on their upcoming agenda, and so on. Even if you have chosen only one broad strategy, you should aim to generate several different strategic concepts. As you begin this step, you may want to look back at the different cases and approaches given earlier in the chapter for each of the strategies. For example, if you are looking at a customize strategy, you may want to 44 H A R N E S S C U S T O M E R N E T W O R K S consider ideas related to recommendation engines, personalized interfaces, personalized products and services, and personalized messages and content. This step is fundamentally a creative, idea-generating effort. You will want to bring together a diverse group of people who are ready to push themselves to generate new thinking. A small team (about five people) from different backgrounds and areas of the organization is ideal. Make sure everyone is steeped in the project objectives and the customer seg- ments as you’ve defined them. Look for benchmarks and creative ideas from outside your industry. And be honest about whether you are just try- ing to catch up with your competitors or looking to create a compelling and differentiating new offering. Lastly, it is critical to keep the focus on how your new ideas can create value for the customer. If they don’t, they are unlikely to succeed. Following are some questions to keep you focused on customer value. FOR AN ACCESS STRATEGY r How could you make the experience faster, simpler, easier for customers? r How could you better integrate different interactions? r How could you make the service more accessible, more on-demand, more self-serve? FOR AN ENGAGE STRATEGY r How could you earn the attention of your audience? r What problem could you solve for your customers with the right con- tent or information at the right time? r Would anyone not working at your company recommend this content to a friend? FOR A CUSTOMIZE STRATEGY r Where do your customers’ needs and interests differ most from each other? r Why would your customers want a more personalized experience? For better utility? For unique interests? For self-expression? r How could you make it easy, and not overwhelming, for your custom- ers to make the right choice for themselves? H A R N E S S C U S T O M E R N E T W O R K S 45 FOR A CONNECT STRATEGY r What conversations are your customers already having that are rel- evant to your objectives? r How could you enable, facilitate, or enhance those conversations rather than intruding on them? r What could you learn from your customers’ conversations? r What could you contribute to these conversations that your customers would value? FOR A COLLABORATE STRATEGY r What skills could your customers bring to bear, and what are the limits in their ability to contribute successfully? r What would most motivate customers? Excitement about your brand, cause, or project? Social recognition? Monetary rewards? Or some combination of these? r How could you make sure customers feel validated and rewarded? Download 1.53 Mb. Do'stlaringiz bilan baham: 
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