Showrooming, whether retailers like it or not, is here to stay. In fact, as smartphone usage grows, it’s only going to increase. Naturally, as retailers see the threat of people using their mobiles to compare prices and buy elsewhere, they are concerned about this trend. But what can they do about it?
Nobody is sure when it will arrive. Google, which is testing a fleet of autonomous cars, thinks in maybe a decade, others reckon longer. A report from KPMG and the Centre for Automotive Research in Michigan concludes that it will come “sooner than you think”. And, when it does, the self-driving car, like the ordinary kind, could bring profound change.
Reacting well to competition requires critical analysis of your own product and its shortcomings, and a complete, open-minded understanding of why people might choose your competitors.
They’re not fanboys. They’re not brainwashed by “marketing”. Your competitors’ customers aren’t passing on your product because they’re stupid or irrational.
They’re choosing your competitors for good reasons, and denying the existence of such good reasons will only ensure that your product never overcomes them.
One of the reasons Apple has been able to quickly dominate so many markets is that their competitors have largely reacted defensively.
Rather than examine the role new technologies and platforms can play in improving customer relationships and experiences, many businesses invest in “attendance” strategies where a brand is present in both trendy and established channels, but not defining meaningful experiences or outcomes. Simply stated, businesses are underestimating the significance of customer experiences.
When the client hired you, they expected that you would design and develop a great website. They also expected it would be done according to the timeline and budget set during the planning stages of the project. As successful as this project may have been for both you and the client, in the end, you did exactly what you were hired to do. You did your job.
Here are some paragraphs the enduring constructs / frameworks / brain tools that I keep referencing from the worlds of business, design and tech. Each one is that awesome combination of simple and easy to understand, hugely deep and investigable if that’s your thing, and massively extensible and flexible. Figuring out how and when to mix them together is the key to creating enduring products, services and businesses. When mixed together right, these tools help teams innovate quicker, better and cheaper.
PepsiCo has created the bootcamp to train everyone from executives to the finance and legal teams, PR and sales officers, in aspects of digital marketing. The program includes online classes and experiential sessions demonstrating how consumers and competitors use new technology.
How can organizations excel at customer experience and advance to higher levels of maturity? And how can they sustain those advances once they’ve made them? The basis for organizational maturity in any field stems from adopting and consistently performing a set of sound, repeatable practices that lead to excellence. In the world of customer experience, maturity is about the extent to which an organization routinely performs the practices required to design, implement, and manage customer experience in a disciplined way.