An engagement blueprint defines the unified purchase journey that takes a car from the parts plants through manufacturing, to the dealer’s showroom, and off the lot with its new owner. Understanding your brand’s reputation and capabilities will greatly increase the effectiveness of that blueprint – as will understanding why your company exists.
Many people are familiar with Simon Sinek’s popular TED Talk on Brand Purpose and how it uncovers the driving force behind the why of a brand.
Sinek broke out three levels of self-awareness for companies. He said every company understands what it does, some know how they actually do it, and relatively few understand why they exist. The why is the cause or purpose behind the company’s existence.
That question of why is at the center of a brand, uncovering and defining its purpose for being, and is the clearest articulation of the brand’s mission statement. All of the hows and whats come from the why. Apple’s why is “Think Different.” The how is that by using simple, elegant tools that foster creativity, communication, and collaboration, people can “Think Different.”The what is computers, iPhones, and iPads that people use to be creative, to communicate, and to collaborate in order to “Think Different.”
Without the why it would be hard or even impossible to design the compelling, industry-defining products and services that have made Apple such a powerful company. The why is the center of all decisions – from product design to consumer service – and is critical to how we view every interaction of every player or tool or object in an engagement blueprint.
Forrester has spent the last decade looking at how a brand’s customer experience translates into increased revenue and profits. Harley Manning’s ground-breaking studies showed that CX leaders grow revenue faster than CX laggards. Forrester, in fact, concluded in 2016 that CX leaders see average revenue growth of 17%, while laggards are stuck at 3%. CX leaders understand their brand’s why and are able to effectively communicate it to their customers, through their employees and from the products and services they produce.
How do companies become CX leaders? What attributes and actions are required to push companies into that coveted 17% range identified by Forrester. The first two blogs in this series made the case for formulating comprehensive blueprints; next, I will suggest actions you can take right now to capitalize on that understanding.
To learn more about Capgemini’s automotive practice, contact Daniel Davenport at firstname.lastname@example.org