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Knowledge Board 6: Aligning Brand Management with Customer Experience

Use the below link to access the following McKinsey article entitled “Designing and starting up a customer experience transformation” as the basis for your knowledge board commentary on how to better align your client’s brand with the customer experience elements. As part of your commentary address the key pillars for a new framework based on the following:

1) Offer new ways/ insights on how you visualize the DreamPak experience to benefit from the customer’s experience touchpoint(s) analysis (e.g., emotional, physical, social, etc.), and

2) Offer a detailed discussion on how best to communicate the newly visualized customer experience through multiple media channels (e.g., digital, social, mobile, customer service and face-to-face interactions).

http://www.mckinsey.com/business-functions/operations/our-insights/designing-and-starting-up-a-customer-experience-transformation

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Aligning DreamPak’s Value Proposition with Customer Experience Dr. Salah S. Hassan Professor of Strategic Brand Management School of Business The George Washington University E-mail: hassan@gwu.edu Customer Experience • A person’s feelings of pleasure or disappointment that result from comparing an experience’s perceived performance/ outcome to expectations. • Customer experience includes all aspect of a company’s offering such as customer care, product features, informational cues, ease of use, reliability, and after-sale support services. (dimensions that makes it happen) Managing Superior Customer Experience • Each facet of customer experience is managed separately and often times we refer to customer experience in its totality without understanding the crucial dimensions that makes it happen. Direct vs. Indirect Customer Experience • Direct Customer Experience is when you buy, use, and initiate a service contact like visiting an outlet, flying an airline, or staying in a hotel. • Indirect Customer Experience is when you are involved in unplanned encounters like being exposed to advertisements, word of mouth, news stories, reports, reviews, sales presentations, etc. Customer Experience Gaps • Three major gaps need to be addressed: 1) Why do we have to connect brands with customer experience? 1) What it takes to design a superior customer experience?, 2) How to achieve the benefits of a winning customer experience strategy through transformative branding that affect consumers’ happiness? Client’s Assignment 1. Behavioral research and insights regarding the “breakfast” category which includes but is not limited to an understanding of the “detractors” and the “promoters” of consumers’ breakfast eating habits/ buying experience (shopping, and buying dry mixes and RTE pancakes).” 2. What challenges do you anticipate with the introduction of this product and technology? How might these challenges be mitigated? 3. How do you compare the sensory experience (i.e. taste, aroma, texture) to competitive pancake offerings? Customer Experience Positive Customer Experiences Negative Customer Experiences Greater customer loyalty Damaged business reputation Positive “word of mouth” Negative “word of mouth” More sales opportunities Fewer sales opportunities Less price sensitivity Reduced business prospects Using Personas to Create Customer-centered Experience Building Personas from Identified Target Market Segments (Shoppers vs. non-shoppers) Both May be based on similar or overlapping data Present a set of portraits to help Tanger make decisions But Fill different needs…(not the same) PERSONAS Built on different types and styles of interaction Focus on defining user’s goals and how to meet them Primarily based on qualitative research (post interceptions) TARGET MARKET SEGMENTS Built on different buying behaviors Focus on how the business can reach and attract them Relative quantitative size of segments is important What are personas? • Basic definition – “A persona is a user archetype you can use to help guide decisions about product features, navigation, interactions, and even visual design.” - Kim Goodwin, Cooper • User models – Models can consolidate complex information into an (easy to remember) abstraction – Remembering & making sense of all the raw data would be impossible without them Persona do’s and don’ts • Should: – – – – – – be based on user research be based primarily on qualitative research be focused on users’ goals be based on common behavior patterns be specific to your design context or problem come to life, and seem like real people • Should not: – – – – be focused on stereotypes or generalizations be an ‘average’ of observed behavior patterns be based only on user roles be based only on information gathered from subject matter experts, as they cannot completely represent end users Methods used in persona profiling • • • • • • • User observation Contextual inquiries Interviews Focus groups Diary studies Existing data Existing knowledge Writing persona profiles • Draft persona characteristics & goals for each persona – If possible, all info should come from actual user research (your notes) – All persona information should be relevant to your design context • Check persona set – Anything missing? – Any redundant personas? • Write the persona descriptions – Some bulleted lists, some narrative – You may have multiple formats depending on your team’s needs – A few personal details OK • Try to relate them to your design • Add them last • Choose primary, secondary, etc. persona(s) Best Buy: From Managing Brands to Managing People Before Customer Centricity Persona Profiling Connecting Brands with Customer Experience Best Buy Personas Best Buy Personas Best Buy Persona Marketing Shopper Experience Journey Touchpoints Value Proposition • Articulating the specific benefits that a company is offering to its target market. • Why should the customer buy my brand? • Fewer reasons/ features/ experience can be better! • Identifying customers who will value a unique offering that is simpler & more convenient than what they have been getting in the past! Quality + Shopper Experience Perceived Value = Cost Conclusion • Strong brands create consistency by aligning all company initiatives to a higher level of purpose related to the culture of the organization. • Customers judge the quality of the brand by the responsiveness of the first person they come in contact with to discuss their problem. Activity Map out the customer experience journeys of powder mix users vs. ready to cook buyers. Customer Experience Journey Mapping Workshop Oracle . CX Journey Mapping Workshop . designingcx.com Elements of Customer Journey Mapping Workshop Colors (Post-its are a good way to anchor the briefing) Personas (People) Touchpoints (Needs, Moments of truth & trust) Channels Emotions (websites, social media networks in-stores) (High points/ happiness, anxiety/ frustrations) Decisions (Roles/Behaviors) Time (What it takes to complete the journey) Before Oracle . CX Journey Mapping Workshop . designingcx.com During After cus·tom·er ex·pe·ri·ence The sum of all experiences a consumer has with a supplier of goods or services, over the duration of their relationship with that supplier. Oracle . CX Journey Mapping Workshop . designingcx.com Behavioral Analysis of Customer Experience Shelf-Stable Liquid Batter Our Company Founded in 2000 by Dr. Aly Gamay who owns dozens of patents in the food & beverage industry; Leader in developing & manufacturing shelf-stable, liquid concentrates for various product markets; Partnerships with leading national branded companies in dietary supplements, creamers, water enhancers, etc. Mission: transform the beverage & supplement categories by pairing our proprietary liquid mix technology with unique packaging formats in order to create true value for consumers as well as our partners. Our Company (cont’d) Our Technology Super-concentrated, shelf-stable liquid mixes for the beverage & dietary supplement markets; ‘Shelf-stable-by-formulation’ methodology for liquid preservation; Combines benefits of powders (shelf-stability) with advantages of RTD (consumer-friendly liquid format) without burdening supply chain; Food & beverage current offerings reflect the technological limitations of suppliers. Our Products Our Distribution Mr. Batter’s™ First complete, shelf-stable, liquid, readyto-cook pancake batter in the breakfast market Primary form factor will be stand-up multiserving bottle that can be squeezed directly onto the griddle/pan/plate; Absolutely no refrigeration required, no preparation & no clean-up or mess typical of dry mixes Each 16oz. unit yields about 24 standardsized pancakes The Product The Objective We aim to transform the $425 million pancake market by introducing a new food technology that combines the benefits of shelf-stability with the convenience of RTE frozen offerings, as well as the high-quality perception of liquid batters. Competitive Offering #1 Brand recognition Convenient packaging No prep/mess Merchandised in refrig. Weak brand in pancakes Requires refrig./freezer Competitive Offering #1 (cont’d) Competitive Offering #2 Strong brand recognition Convenient packaging No prep ingredients/time Same formulation as boxes Requires vigorous shaking Usage three days post-opening Requires refrig./freezer Competitive Offering #2 (cont’d) Competitive Offering #3 Strong brand recognition Short prep time/minimal effort Convenient packaging & format Requires freezing Lake of freshness Low quality (microwave) Competitive Offering #3 Key Benefits Short prep time/minimal effort Convenient packaging & format Completely shelf-stable No additional ingred. required Unique liquid batter delivery Brand recognition The Buyer/User Mass market targeting based on varying only the preparation process; Aim to target the millennial generation, particularly those with young children, in addition to college students and other groups with limited time, resources, and appliances; Older consumers will likely not be the primary buyers of shelfstable liquid batters; While younger consumers (those under the age of 18) would be unlikely to purchase our offerings, we believe that they will be a strong purchase influencer; The Assignment “For the purposes of this course, we intend to focus exclusively on how the habits, experiences, and behaviors of consumers in the shelf-stable breakfast category present both opportunities and challenges for success. The ultimate objective is to tailor Mr. Batter’s marketing communication and brand experience to align perfectly with the consumer experience. We are seeking from your group supplemental research and insights regarding the “breakfast” category which includes but is not limited to an understanding of the “detractors” and the “promoters” of consumers’ breakfast eating habits/ buying experience (shopping, and buying dry mixes and RTE pancakes).” Discussion Topics 1. How do you compare the sensory experience (i.e. taste, aroma, texture) to competitive pancake offerings? 2. What challenges do you anticipate with the introduction of this product and technology? How might these challenges be mitigated? Thank You My Contact Info: Tarick Gamay Vice President, Sales & Marketing tgamay@dreampak.com Student 1 :
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Running head: ALIGNING BRAND MANAGEMENT WITH CUSTOMER EXPERIENCE

Aligning Brand Management with Customer Experience
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ALIGNING BRAND MANAGEMENT WITH CUSTOMER EXPERIENCE

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Aligning Brand Management with Customer Experience
1. Offer new ways/ insights on how you visualize the DreamPak experience to
benefit from the customer's experience touchpoint(s) analysis (e.g., emotional,
physical, social, etc.)

Customer experience transformation is the initiative that many organizations
generally undertake today through figuring out what the customers care most about when
they engage in designing excellent customer experience which will help to inspire an
organization employee towards delivering the desired experiences. DreamPak can benefit
from the customer experience touchpoints analysis espe...


Anonymous
This is great! Exactly what I wanted.

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