Augmented Customer Strategy: CRM in the Digital Age

Description

Digital transformation is shaping a new landscape for businesses and their customers. For marketing professionals, advancing technology (artificial intelligence, robots, chatbots, etc.) and the explosion of personal data available present great opportunities to offer customers experiences that are ever richer, more fluid and more connected. For customers, this ecosystem is synonymous with new roles. They are more autonomous and have power alongside the company: they influence, innovate, punish and more. These developments push companies to implement new customer strategies. It is in this context, marked by pitfalls and paradoxes, that the authors of this book reflect on the customer relationship, what it has become and what it will be tomorrow. The book provides practitioners, teacher-researchers and Master's students with a state of the art and a prospective vision of customer relations in a digital world. It is aimed at those who want to gain an up-to-date understanding of the field and find all the keys needed to project themselves into the future. Cover Augmented Customer Strategy: CRM in the Digital Age Copyright Page Contents Preface: Augmented Customer Strategy 1. Customer Strategies in the Face of New Technological, Social and Environmental Challenges 1.1. AI, robotization and algorithms: what are the effects on customers? 1.2. Business model renewal: what are the impacts on customers? 1.3. Accountability to customers and citizens: why and how? 1.4. Practicing open innovation with customers 1.5. Customer relationship management in the face of societal and environmental challenges 1.6. Conclusion 1.7. Acknowledgements 1.8. References 2. Brand Practices Faced with Augmented Consumers 2.1. A more complex approach to the customer to follow them wherever they go 2.1.1. Following the customer wherever they buy: from multichannel to omnichannel 2.1.2. Communicating with the customer wherever they come into contact with the company: the touchpoints 2.2. An evolution of message content 2.2.1. A constant search for a demonstration of transparency 2.2.2. Indirect speaking: the growing role of influencers 2.3. A stronger involvement of consumers in brands 2.3.1. Increasing consumer participation 2.3.2. An increasingly personalized relationship 2.3.3. A relationship based on utility and meaning through commitment 2.4. Conclusion 2.5. References 3. The Augmented Customer Relationship: the Increasing Importance of the Customer’s Role 3.1. The customer, a long-standing player in the relationship 3.1.1. The customer, from the role of beneficiary to the role of relationship producer 3.1.2. A role as a producer, a source of value for the company and the customer 3.2. The digitization, development and diversification of the customers’ roles 3.2.1. An enrichment of intra-role roles through the development of technologies in the relationship 3.2.2. An intensification and diversification of the customer’s extra roles 3.3. The consequences for the company 3.3.1. Motivating customers to play a greater role 3.3.2. Managing customer expertise 3.3.3. Rethinking the role of staff in the customer journey to create greater value 3.4. References 4. Innovation Augmented by the Customer: From Ideation to Diffusion 4.1. Introduction: the new roles and contributions of the customer 4.2. The role of the customer in the upstream phase of the launch of an innovation: the customer as a source of new ideas at the service of companies’ innovation processes 4.2.1. Toward customer participation in innovation 4.2.2. Innovation by customers and users (user innovation): a major phenomenon? 4.2.3. Co-innovating with customers and users: three possible strategies 4.2.4. Co-innovating with companies: what do the main stakeholders think? 4.3. The role of the customer downstream of an innovation launch: the customer influences to facilitate the adoption of the innovation on the market 4.3.1. From the innovative customer to the influential customer 4.3.2. Influence marketing: a new role for the customer? 4.3.3. From OLs to e-OLs – who are they? 4.3.4. Identifying and selecting leaders and e-OLs 4.3.5. Relationship management with leaders and e-OLs 4.4. Conclusion 4.5. Acknowledgements 4.6. References 5. The Customer’s Voice: Toward New Listening Tools 5.1. Introduction: “markets are conversations” 5.2. The different forms of WOM 5.3. Steps to managing the customer’s voice over the Internet 5.3.1. Step 1: set up listening measures 5.3.2. Step 2: respond to online customers 5.4. Current and future challenges 5.4.1. Challenge 1: when the customer’s voice is manipulated (the case of deceptive reviews) 5.4.2. Challenge 2: when the internal customer – the employee – expresses himself online 5.5. Conclusion 5.6. References 6. Redesigning the Customer’s Role in a Connected World 6.1. A connected customer with multiple faces 6.1.1. The connected customer’s fragmented identity 6.1.2. Representations and performance of the connected customer 6.2. Managing the customer in their connected environment 6.2.1. Customer marketing, between secrecy and stealth 6.2.2. The dark side of the IoT 6.2.3. Toward the disappearance of the “customer” in a connected world? 6.3. Connected customers, masters of their own consumption and relationship with brands 6.3.1. Connection as a source of value creation for the individual 6.3.2. Orchestration of connected objects and organization of services around the individual 6.3.3. The individual in a connected environment: control or trust? 6.4. Conclusion 6.5. References 7. Customer Experience: Between Humanity and Robotization? 7.1. From experience to omnichannel experience 7.1.1. Rethinking the experience when it becomes omnichannel 7.1.2. From the integration of the Internet into the purchasing process to omnichannel: toward a sublimation of the customer experience? 7.1.3. Creating an unforgettable memory souvenir because of the fluidity between “touchpoints” 7.2. Management of the omnichannel system: between fluidity, continuity or disruption and jumping between “touchpoints”? 7.2.1. When the experience with a touchpoint is the continuity of an experience started elsewhere 7.2.2. The TEAV model as a theoretical basis for the analysis of omnichannel trajectories 7.2.3. The contents of the omnichannel experience approached in a holistic way 7.2.4. An experience that is exacerbated when it is experienced over several channels? 7.3. Conclusion: the place of the human being and technology to create a quality experience 7.4. References 8. Designing Your Customer Experience 8.1. Designing a new customer experience 8.1.1. Step 1: analyzing past customer experiences 8.1.2. Step 2: taking strategic prerequisites into account 8.1.3. Step 3: prioritizing and determining the place for the desired experience 8.1.4. Step 4: operationalizing the journeys that constitute the experience 8.1.5. Step 5: checking the created journeys 8.2. Designing customer journeys 8.2.1. The classic graphic tools: blueprint and contact matrix 8.2.2. Practicing design thinking by creating personas 8.2.3. Interests and limitations of graphic tools 8.3. Big data and design: the two necessary areas of expertise 8.4. References 9. Customer Relationships and Digital Technologies: What Place and Role for Sales Representatives? 9.1. A new way of selling: social selling 9.1.1. What is social selling? 9.1.2. Meeting customers on their buying journey 9.1.3. Adopting a sales approach focused on meeting needs 9.1.4. Using social media at every stage of the sale 9.1.5. Improving business performance 9.1.6. Overcoming social media challenges 9.2. The prospects of AI for the commercial sector 9.2.1. The new strategic toolbox or the augmented salesperson 9.2.2. Toward sales automation or sales without a salesperson 9.2.3. New forms of sale or the humanoid robot-seller 9.3. References 10. Engaging Reciprocity from the Complainant Customer in the Digital Age 10.1. Obtaining the complainant customer’s voice: a multifaceted challenge 10.1.1. Back to the Exit, Voice, Loyalty model 10.1.2. When the customer’s desire for discussion depends on the state of the relationship with the brand 10.2. Understanding the complainant customer’s levers of reciprocity 10.2.1. The central role of perceived justice in shaping customer satisfaction 10.2.2. The triggering of the customer’s desire for reciprocity 10.3. Differentiating the care of complainant customers 10.3.1. Globalization and taking the intercultural factor into account 10.3.2. Identifying the complainant customer’s motivations on social networks 10.3.3. The “love becomes hate” effect of the loyal customer 10.3.4. The matrix of restorative actions 10.4. Conclusion 10.5. References 11. The Firm’s Empathic Capacity: a Social Neuroscience Perspective for Managing Customer Engagement in the Digital Era 11.1. Introduction: the dilemma of digital transformation in customer relationship management 11.2. What social neuroscience tells us about empathy 11.2.1. Social neuroscience: what is it? 11.2.2. The emotional connection is essential to any social and commercial relationship 11.2.3. Empathy: the epicenter of the emotional connection 11.3. Developing firms’ empathic capacity: a two-level strategy 11.3.1. Sharing the customer’s emotional states 11.3.2. Understanding the customer’s mental states 11.3.3. How does the customer appraise their engagement with the firm? 11.4. Conclusion 11.5. References 12. Data Marketing for Customer Intimacy 12.1. Multiple customer data sources 12.2. The different customer data hubs 12.3. The difficult consolidation of customer data 12.4. The intersection of media and data to serve customer strategy 12.5. Leveraging data: market research in the era of customer data 12.6. Data marketing... tomorrow 12.7. References 13. The Dark Side of Customer Relationship Management Practices in the Data Age: Managing Resistance and Perceived Intrusion for Responsible Practices 13.1. The dark side of customer relationship management practices 13.2. Possible consumer feelings 13.2.1. A sense of pressure 13.2.2. A sense of injustice 13.2.3. A sense of loss of control 13.3. The consequences: consumers are showing signs of resistance 13.3.1. Resistance: what are we talking about? 13.3.2. Consumer resistance to the collection and use of personal data 13.4. Solutions for effective and responsible practices 13.4.1. Optimizing the execution of loyalty practices 13.4.2. Monitoring effectiveness using customer-centric metrics 13.4.3. Overseeing the implementation of “virtuous” practices 13.4.4. Restoring confidence in the collection and use of data 13.5. Acknowledgements 13.6. References 14. The Legal Basis for a Data Economy Based on Trust 14.1. Personal data at the heart of the DGMP 14.1.1. Personal data: the black gold of the 21st Century 14.1.2. Personal data and brands: the cyber-consumer chooses brands that respect confidentiality 14.2. GDPR tools to restore trust 14.2.1. Clear and explicit consent 14.2.2. Ensuring the rights of the cyber-consumer over their personal data 14.2.3. Creation of a Data Protection Officer role 14.3. The future of our personal data 14.3.1. A right of ownership over our personal data? 14.3.2. The future: toward a right to an income on our data? 14.4. Conclusion 14.5. References 15. Information Systems Security: Challenges, Vulnerabilities and Tools 15.1. Current uses reinforcing the need for security: cryptocurrency and blockchains 15.1.1. Blockchain principles 15.1.2. Blockchain applications 15.2. Protecting yourself from potential threats: safety and security 15.3. Security in companies and organizations 15.3.1. Vulnerabilities, risks and ISP 15.3.2. Deterrence, neutralization and awareness – training 15.4. The standards that govern safety: ISO/IEC 27000 15.5. Conclusion 15.6. References 16. Organizing the Augmented Customer Relationship 16.1. Introduction 16.2. Governance of customer strategy within the organization 16.2.1. The value of having a Chief Customer Officer 16.2.2. The CCO, the one man orchestra 16.3. The role of the different stakeholders in customer relationship management 16.3.1. The key role of employees 16.3.2. Other stakeholders involved 16.4. In-house contracting or outsourcing: who should implement customer relationship management? 16.4.1. Managing customer relations internally 16.4.2. Outsourcing customer relationship management 16.5. Aligning the organization around the customer strategy 16.6. References List of Authors Index Other titles from iSTE in Innovation, Entrepreneurship and Management