A new era of strong customer engagement is here with us. Today, marketers are adjusting to innovative ways of marketing, for example social-media management; different programs to enhance advertising campaigns on television, online, and in print; including added staff with Web skills to handle the outburst of digital consumer environment. But according to experiences, that alone won’t bring real results home.
To really engage customers who drive advertising is growingly becoming irrelevant, businesses should do a lot more outside the limits of conventional marketing structures. Ultimately, consumers no longer divide the link between marketing and the item for consumption—it is the product. There’s no division between marketing from their online or in-store experience—it is the experience.
This shift obviously brings a huge challenge: if each person is responsible for marketing, who’s blamed? Also, what does this new certainty mean for the organization and charter of the department of marketing? It’s a predicament that matches the one that surfaced a while ago, the day’s of quality movement, actually before it was finally entrenched in the fabric of overall management.
Fundamentally, businesses need to be marketing vehicles, with the marketing team itself assumes the role of consumer-engagement engine, in charge for instituting priorities and fueling dialogue in the whole company as it looks to design, build, manage, and revamp advanced consumer-engagement approaches.
As that change takes center stage, the entire marketing institution won’t be the same: a greater allocation of existing marketing undertakings to other tasks will be experienced; additional councils and unofficial alliances that organize marketing tasks across the business will be realized; stronger affiliations with outside vendors, customers, and possibly even your competitors will become evident; and a huge role for data-driven consumer insights. Today’s editorial will show some real-life instances of these kinds of adjustments.
Marketing’s revolutionary is being redefined on a daily basis. Though, it’s still difficult to find definitive map illustrating how business can fruitfully take the helm in the epoch of engagement, we are optimistic to help top executives—and not just salespersons— begin to draw one.
Pervasive marketing
To engage consumers every time they interact with the company— be it on the phone; responding to an e-mail, an online review, a blog post, or physically in a store—marketing must spread through the entire organization. Businesses like Zappos and Starbucks have made strong engagement as their vital source of competitive upper hand from the start; already demonstrating some of these attributes.