Factors such as the adoption of new mobile devices
Posted: Mon Dec 23, 2024 10:06 am
Globalization and new habits of citizens have broken down geographical and technological barriers. They have also put at risk the relationships that customers had with their usual brands due to the increase in competition and the greater capacity of consumers to compare and make purchasing decisions anywhere and at any time.
An effective "Customer Centric" strategy requires a huge amount of data from each customer (all of them, not just those who provide the most value to the company), but the data must be appropriate to an objective that is increasingly related to improving the consumer experience and emotional connection to the brand.
Both parameters, customer experience and emotional attachment, have more to do with emotional responses than with rational ones. While the latter can be parameterized to feed huge structured databases, the former can only be collected in the form of unstructured data that has traditionally been difficult to normalize for processing. These "complex data", thanks to cognitive technologies, can now be correlated and analyzed, creating unique insights that help to gain new awareness of customers' feelings, motivations and behaviors ( M. Winans ).
In traditional marketing we have been able to transform data all is malaysian telegram and its analysis into creative proposals capable of exciting the customer. In other words, we have connected the "left hemisphere" of the company's brain (analytical, logical, rational, quantitative?) with the "right hemisphere" (creative, intuitive, symbolic, divergent?). And now, we must be able to capture the customer's emotional information from their purchasing decisions or their interactions with the company to transform them, through machine learning, into those "complex data" useful for building personalized relationship strategies.
In the words of L. McDonald , it is necessary to introduce the concept of "Center Brain Marketing" to unite both "hemispheres of the company", the left of the technologists and the right of the creatives, to guarantee success by promoting their permanent feedback within a corporate framework in which strategy, technology, people and processes prevail.
However, I would prefer to call this concept "Brain Centric Marketing" to highlight that both the actions of the company's brain and the vision of the clients must be holistic, not fragmented, even if they have a meeting point or connection.
An effective "Customer Centric" strategy requires a huge amount of data from each customer (all of them, not just those who provide the most value to the company), but the data must be appropriate to an objective that is increasingly related to improving the consumer experience and emotional connection to the brand.
Both parameters, customer experience and emotional attachment, have more to do with emotional responses than with rational ones. While the latter can be parameterized to feed huge structured databases, the former can only be collected in the form of unstructured data that has traditionally been difficult to normalize for processing. These "complex data", thanks to cognitive technologies, can now be correlated and analyzed, creating unique insights that help to gain new awareness of customers' feelings, motivations and behaviors ( M. Winans ).
In traditional marketing we have been able to transform data all is malaysian telegram and its analysis into creative proposals capable of exciting the customer. In other words, we have connected the "left hemisphere" of the company's brain (analytical, logical, rational, quantitative?) with the "right hemisphere" (creative, intuitive, symbolic, divergent?). And now, we must be able to capture the customer's emotional information from their purchasing decisions or their interactions with the company to transform them, through machine learning, into those "complex data" useful for building personalized relationship strategies.
In the words of L. McDonald , it is necessary to introduce the concept of "Center Brain Marketing" to unite both "hemispheres of the company", the left of the technologists and the right of the creatives, to guarantee success by promoting their permanent feedback within a corporate framework in which strategy, technology, people and processes prevail.
However, I would prefer to call this concept "Brain Centric Marketing" to highlight that both the actions of the company's brain and the vision of the clients must be holistic, not fragmented, even if they have a meeting point or connection.