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What is Customer Experience Marketing and How do I Master it?

by | Nov 8, 2021

The big idea: Rethink how you acquire, retain, and grow customers across every stage and touchpoint of the customer journey.

Waymaker Podcast: S1:E15

Listen & watch ‘CX: Marketing Playbook | Clarity, Alignment & Results’

(In this episode we unpack the importance of delivering seamless customer experiences at every touch-point: both digital and non-digital.

Transcript

CX: Marketing Playbook

00:02
welcome to leadership talk
00:04
the official waymaker podcast where we
00:07
explore how your organization can
00:10
achieve more by doing less
00:14
[Music]
00:23
well welcome to leadership talk the
00:24
official waymaker podcast i’m your host
00:27
craig and with me
00:28
as usual is stewart leo founder and ceo
00:31
of waymaker how are you i’m great craig
00:33
i’m i’m really good
00:35
good um got you
00:37
got your
00:38
jabs up to date
00:40
i have actually well i’m 50 done i
00:49
and i’m waiting for my second um
00:52
in our state um
00:55
pfizer’s like penfolds it’s you know
00:57
like pen folds is in the
01:00
it’s just in the taps down in adelaide
01:01
down your way all right that’s right but
01:04
but for the rest of it yeah but for the
01:06
rest of us peasants um
01:08
uh i got tired of waiting is this and
01:11
sort of is this where i say like yellow
01:12
tail
01:16
if you’re from from around the world and
01:18
you’re listening to this you’re like
01:19
what are these guys talking about what
01:20
is he talking about oh dear it’s wine
01:22
it’s what brand brains are mine yeah
01:24
that’s right which um but just down the
01:26
road from you is probably some of the
01:28
the greatest wine in the world if uh i
01:30
am in australian wine country yes that’s
01:32
true yeah if uh if jesus was turning
01:35
water into wine down your way he’d
01:36
probably go
01:38
no take the pen folds
01:43
oh that’s beautiful
01:45
hey which is a which is a perfect segue
01:47
into um what we’re talking about today
01:49
um which is continuing question five on
01:51
our customer experience it’s actually
01:52
not a copy at all
01:55
i was thinking through it i’m going how
01:57
do i join it
01:59
let’s just
02:00
let’s just jump straight heck you’re
02:02
going with that
02:04
all right but stu we haven’t we have
02:06
been talking about cx we’ve been talking
02:08
about um customer experience how to
02:10
acquire retain and grow customers yes
02:12
and and and we’re going to keep talking
02:14
about that today um
02:16
can you remind us what is cx customer
02:18
experience
02:19
um
02:20
[Music]
02:24
so customer experience it’s question
02:26
five in
02:27
uh in the great seven questions of um
02:30
uh of strategy um from the waymaker
02:33
model
02:34
if you don’t know what they are listen
02:36
to a couple of the previous episodes um
02:38
because
02:39
all you need to
02:41
survive thrive and conquer in your
02:43
business is to ask and answer those
02:44
seven questions every quarter and a firm
02:46
confirm and
02:48
deliver the results of those
02:51
question five is
02:53
what is our customer experience how do
02:55
we acquire retain and grow our customers
02:57
through our brand personality which is
02:59
all about
03:01
the science of customer experience which
03:03
when we define that it’s the unification
03:06
of marketing
03:07
sales and service and technology
03:09
to create inspirational branded moments
03:12
across every stage and touch point
03:14
of the journey so that’s a bit of a
03:16
mouthful but um i guess um to summarize
03:19
last week’s episode um
03:22
we well i grew up i don’t know about you
03:24
but um you’re a lot younger than i am
03:27
and
03:30
and when i was growing up in marketing
03:32
um
03:33
marketing sales service there you know
03:35
there were different disciplines
03:37
but really in today’s world they fold
03:39
into one and that is the discipline of
03:41
customer experience how do we draw
03:43
customers
03:44
along a customer journey
03:47
of which there are buying journeys
03:48
fulfillment journeys service delivery
03:50
journeys
03:52
and how do we manage that
03:54
and how what information what messages
03:57
what content from our brand inspires
03:59
them to self-serve their way through
04:00
that journey in a digital and
04:02
non-digital world
04:04
that’s customer experience
04:06
excellent so like the underlying
04:07
practice of waymaker then is to like
04:10
build clarity
04:11
alignment results in that in everything
04:14
but specifically in customer experience
04:17
um so
04:19
waymakers build on that that simple
04:20
principle that if we build clarity and
04:22
we build alignment and we focus on
04:24
delivering results then
04:27
clarity in
04:29
you know the why the what the how
04:30
alignment in who and when
04:33
and
04:34
results through goals then we’re going
04:35
to build a better organization
04:37
it’s
04:38
it’s the simplest i guess nutshell we
04:41
can put around it and so the waymaker
04:43
toolkit helps you do that
04:46
so today
04:47
really um
04:49
we want to talk about doing that in
04:51
specifically in customer experience and
04:53
in the discipline of marketing and
04:55
there’s some really cool tools inside
04:56
waymaker to do that
04:58
okay so how do we how do we do that in
05:00
marketing and what
05:02
well
05:02
um the very first thing you’re going to
05:05
look at is the diagnostic um so we’ve
05:09
talked about this a lot in
05:11
um
05:12
in our podcast and it’s
05:14
it’s it’s really there it’s the thinking
05:16
brain the engine of
05:19
um of waymaker
05:21
and um every quarter your team’s going
05:23
to be taking the diagnostic and it’s
05:25
going to ask you a bunch of questions
05:26
across all of business
05:29
but it’s going to organize all of that
05:31
content back into a set of leadership
05:33
curves
05:36
that will give you insights on
05:38
maturity and leadership of that function
05:41
inside your organization so
05:43
how are we going inside the organization
05:47
in this area of customer experience and
05:49
specifically in marketing
05:51
and so um you know if you’re if you’re
05:53
looking in your software you’ll see in
05:55
the diagnostic section
05:57
um click on cx marketing and you’ll see
06:00
the
06:01
marketing leadership curve and the big
06:04
idea on that curve is how do we build
06:07
a leading marketing function
06:10
um
06:11
and
06:12
what activities
06:14
what skills do we need to invest in
06:16
what systems do we need to invest in
06:19
how how clear how mature how aligned are
06:22
we as an organization
06:24
in those activities
06:26
and so it’s giving you the insight
06:29
in
06:30
the internal
06:31
health maturity and leadership of this
06:34
function inside your business
06:36
it’s does that make sense
06:38
yeah
06:39
my i’ve got a question for you just to
06:41
derail you a little bit where do you see
06:42
the most amount of dysfunction when it
06:44
comes to
06:46
this particular aspect of the customer
06:49
experience
06:50
marketing well i think the greatest
06:52
amount of dysfunction i put in two areas
06:55
and i think that you know our software
06:57
and our tools are hopefully helping
06:59
remove this dysfunction the first is in
07:02
in treating marketing and i think we
07:03
talked about this last episode treating
07:05
marketing
07:07
like advertising and promotions and
07:09
that’s just um
07:10
that’s like treating food as burgers and
07:13
chips um you know there’s there’s so
07:15
much more
07:16
to food than burgers and chips um yep
07:19
and and there’s so much more to
07:20
marketing than advertising and
07:22
promotions that the point of marketing
07:25
is to identify problems and to develop
07:27
products and services to solve those
07:29
problems
07:30
and to develop and acquire customers for
07:32
the business so
07:34
marketing as a discipline will touch
07:37
every other part of the organization
07:40
by fulfilling its its context um
07:44
the first dysfunction we see is in the
07:47
failure to do that
07:48
um right and
07:50
the failure to
07:52
um
07:53
uh
07:54
well the failure is to assume that the
07:56
product and service you have today is
07:58
the product and service that customers
07:59
will want tomorrow
08:01
and you’re almost guaranteed that that’s
08:03
not true because every product and
08:05
service has a limited lifetime so you’re
08:08
either
08:10
continuously improving that product to
08:11
adapt it and
08:13
or you’re developing new products and
08:15
services um
08:16
but if you’re standing still then you’re
08:18
going backwards and and that’s
08:21
that’s the first dysfunction so the
08:24
uh sadly
08:25
we see this in a lot of small to medium
08:28
enterprises and
08:30
marketing departments
08:33
for some reason they either
08:35
don’t think about it or don’t feel
08:36
empowered to think about it
08:38
there’s a fear that they can’t speak
08:40
into it
08:41
um i was really fortunate i grew up in a
08:43
business that kind of it was if you
08:44
weren’t thinking about this then you
08:46
weren’t doing marketing and and so you
08:48
just drilled into you from day one
08:50
um and so that’s the first dysfunction
08:53
and i’d encourage you to look at your
08:55
own organization and your own
08:58
department and go are we thinking about
09:00
that are we assuming that our product
09:02
and service is what customers want today
09:04
and tomorrow
09:05
and what are we doing about that
09:07
secondly
09:09
the the second failure of dysfunction we
09:11
see
09:14
really comes
09:16
from working alone
09:19
so
09:20
assuming that marketing is a function
09:22
and a discipline to be to be delivered
09:24
alone um
09:26
and that’s that’s um
09:29
still today a pervasive element of um
09:33
marketing teams or the marketing
09:34
functioning inside an organization
09:37
what do i mean by that
09:39
if our job is to acquire retain and grow
09:42
customers
09:44
then in order to do that we’re actually
09:46
in the business of customer experience
09:47
we’re in the function of customer
09:49
experience marketing is a muscle a skill
09:52
a system we’re going to use
09:54
along that
09:56
along with sales along with customer
09:59
service and service operations
10:02
it’s not a standalone and and i think
10:06
that’s why so many
10:07
um emerging organizations in sas and
10:11
product based or product load
10:13
organizations
10:14
they they don’t run marketing
10:16
departments they run growth departments
10:18
they run growth teams and if you have a
10:20
contribution to growth then you’re in
10:22
the growth team um
10:24
and and they’re often led by product
10:25
managers as opposed to
10:28
marketing managers and
10:31
and that’s really a symptom of
10:33
recognizing that
10:35
um that the core job is to acquire
10:37
retain and grow customers across a
10:39
customer journey
10:40
and sometimes the discipline of
10:42
marketing and sometimes the discipline
10:43
of sales and sometimes the discipline of
10:45
service are all going to interweave to
10:47
make that journey a collection of
10:49
wonderful inspirational branded moments
10:51
that’s the second dysfunction um so
10:54
you’re talking about like isolation like
10:55
so departments are isolated from each
10:57
other or work in silos don’t that’s
10:59
right don’t communicate or whatever so
11:01
yeah yeah did i yeah yeah does that make
11:04
sense
11:05
yeah completely uh that’s really cool so
11:08
i mean one of the things that uh the
11:09
waymaker um toolkit allows us to do
11:13
is um to kind of step back from it a
11:15
little bit have a bit of a helicopter
11:16
view correct on the whole
11:19
on the whole yeah
11:20
you know our soapbox that we’re kind of
11:22
preaching is don’t be a marketer be a
11:24
waymaker
11:26
don’t be a finance person be a waymaker
11:28
don’t be a sales person be a waymaker um
11:31
and and what we mean by that is
11:34
um
11:35
you are not there to be a marketer or a
11:37
salesperson or a service person or a
11:39
finance person you are there
11:42
to serve your customers and to lead your
11:45
team or your business to solve the
11:47
problem and so take the labels off
11:52
be a waymaker and that is identify the
11:55
problem and solve it if that means
11:57
you’ve got to step outside your your
11:59
traditional job description zone we’ll
12:01
do it
12:02
because that’s what you need to do
12:05
and and so the idea here is to think
12:09
and plan and to execute well together
12:12
not to think alike
12:14
but to think well together and that
12:16
means arguing well together it means
12:18
constructively criticizing
12:21
how well you’re doing things internally
12:24
and constructively staying aware of
12:26
what’s going on around you and so that’s
12:29
why the diagnostic is powerful because
12:34
and you could almost say this is a third
12:35
function a third dysfunction of of
12:38
customer experience or marketing teams
12:40
is if they’re writing a good plan
12:43
they’re looking at the market and that’s
12:44
great they’re trying to understand their
12:45
customer and where they sit
12:47
but rarely do they step back
12:49
and look inside their own teams and the
12:52
function
12:54
that they’re performing and go how do we
12:55
make that better so
12:57
so you’ve got to look outside the
12:59
organization into the marketplace
13:00
understand the customer understand
13:03
and be aware of what’s going on around
13:05
you but you must also understand and be
13:08
aware
13:09
of your own internal performance and so
13:12
as you’re
13:13
as you’re building your quarterly and
13:15
your
13:16
strategic
13:17
plans
13:19
if you’re not assessing your own
13:21
internal skills and systems and and
13:23
competencies and capabilities there
13:25
then you’ve you’re flying blind um and
13:28
so that’s what the diagnostic does it it
13:31
will help you build a
13:33
leading customer experience marketing
13:35
sales service team
13:37
by building bench strength
13:40
bench strength and go straight onto the
13:41
field
13:43
so here’s our problem stu
13:45
we’ve got all this information we’re
13:46
looking at the diagnostics uh have you
13:49
got a solution
13:51
to to help us yeah of course plan our
13:54
way through that yeah so um
13:57
so
13:58
in order to build clarity alignment
14:00
results we’ve got to diagnose plan and
14:01
deliver there we go that’s that’s it in
14:04
a nutshell
14:06
we’ve done the diagnostic bit we’ve
14:08
found our gaps we’ve identified some
14:09
goals
14:11
but a marketing plan isn’t just that
14:14
you’ve got to put some stub substance
14:16
around it so
14:18
um
14:19
uh
14:20
within the academy you can go and grab
14:23
a one-page framework a canvas to
14:25
workshop out
14:27
your marketing plan
14:28
and that’s going to put some meat on the
14:30
bones
14:31
you’ll have identified how to improve
14:33
the business and where you need to grow
14:35
through the diagnostic but then you’ll
14:38
put it into a plan of action
14:41
by using the planning tool and and that
14:44
one page plan is going to take you
14:46
through the fundamentals it’s it’s going
14:48
to help you look at
14:51
the market around you
14:53
the the conditions the economic
14:55
conditions the political conditions the
14:57
social conditions the technological
14:59
conditions classic
15:01
pest analysis it’s going to help you
15:03
identify challenges and roadblocks
15:05
you’re facing to go out and acquire
15:07
retain and grow customers
15:09
it’s going to help you
15:11
affirm or identify
15:14
key
15:15
customer insights
15:17
and you should have those around
15:19
the brand so
15:21
what people believe about us what do
15:23
they not believe about us what should
15:24
they believe about us
15:26
your competitors
15:29
your substitutes
15:30
and your threats within the context of
15:32
those competitors your products and your
15:34
services and your pricing you should
15:35
have customer insights around those
15:37
things
15:38
and most importantly just like the
15:40
business has a small number of key
15:43
metrics that it’s tracking to define
15:45
success
15:47
um the marketing function should have
15:49
the same so
15:51
um
15:51
and and they should be um no more than
15:56
four or five or six um
15:58
key metrics
16:00
um there should be a small number and
16:02
preferably a north star in there aligned
16:04
with the north star
16:06
metric of the business hopefully they’re
16:08
one and the same they should be
16:10
um and and really that’s how you’re
16:14
measuring um and setting goals around
16:18
those key metrics
16:19
um you should also have some you know if
16:21
you’ve identified gaps and things to do
16:23
through the diagnostic well then they
16:25
should come to life in some strategic
16:26
initiatives for the quarter of the year
16:28
if that’s around
16:31
building
16:32
research insights or crms or marketing
16:35
automation programs
16:36
or
16:37
strategic frameworks then and loyalty
16:39
you know identify those document those
16:42
turn those turn those into projects
16:44
and and lastly but firstly
16:47
you should be um putting in place
16:50
programs for that continuous listening
16:53
how we’re listening to customers you
16:54
know they’re just awesome tools out
16:55
there today
16:56
to build continuous listening frameworks
16:59
and
17:00
um and we should be scheduling and
17:02
planning those
17:04
and all of that should be your thinking
17:06
so that it translates into a set of
17:08
goals
17:09
so
17:10
if we’ve got a key metric to shift there
17:12
should be a goal related to that if
17:13
we’ve got a research to run there should
17:15
be a goal related to that and that’s
17:17
what that one page plan is going to help
17:19
you think through
17:20
at a waymaker academy
17:22
i wonder if there’s something in that
17:24
plan that you can just highlight stu in
17:25
terms of
17:26
uh the process of thinking through it um
17:30
like if you if you can see the plan um
17:33
like if you’ve read um any marketing
17:36
books that are sort of published in the
17:37
last
17:38
five years in particular what you’re
17:40
probably going to see is you’re going to
17:42
see some similarities on the right-hand
17:43
side of the plan but on the left-hand
17:44
side of the plan uh for me as you look
17:46
at it anyway it’s a little bit more of
17:48
the under the hood like um you know uh
17:51
getting the
17:52
getting the thinking right before you
17:54
actually then go out and and execute
17:56
which is actually where the
17:57
yeah which speaks to that first
17:59
first dysfunction we often see um yeah
18:03
most
18:04
marketers
18:06
go how much money have i got for
18:07
facebook ads and google ads and
18:09
and search optimization and what does my
18:11
funnel look like
18:13
and they’re not wrong things they’re
18:14
good things to think through
18:16
but that’s not marketing that’s
18:18
advertising and
18:20
um
18:21
and the first thing you’ve got to do is
18:23
be a marketer
18:25
before you’re a waymaker
18:27
and um and you’ve got to say okay
18:30
what’s going on out there in the market
18:33
how
18:34
how is that influencing how i’m going to
18:36
be communicating
18:37
and if you’re not
18:40
thinking that way then you’re making
18:42
some massive assumptions
18:44
and
18:45
um everybody knows that when you make
18:47
assumptions you end up making an ass of
18:50
you and me um
18:52
uh dear um
18:55
so it’s
18:56
um so yeah the the front end of that is
18:59
getting your thinking right and and a
19:01
big part of that
19:02
i mean this this is a big part of the
19:04
waymaker philosophy um
19:07
uh surface your challenges and your
19:09
roadblocks surface what’s in your way
19:12
good leaders lift burdens they remove
19:15
roadblocks and
19:18
as a leader you want to know your team’s
19:21
burdens their roadblocks because it’s
19:23
actually your job to get rid of them
19:25
it’s not their job they have the
19:26
roadblock um
19:28
and and it’s not good enough to go you
19:31
go solve that
19:32
you’ve got to get in the trenches and
19:34
you’ve got to you’ve got to get rid of
19:35
those roadblocks so they can do their
19:36
job and yeah
19:39
and so you’ve got to surface those which
19:40
is why there’s a section around
19:42
challenges and roadblocks um
19:44
and that’s that’s a good discipline of
19:47
of
19:48
and practice of
19:50
learning how to identify challenges and
19:52
roadblocks um
19:54
maybe we should just take a moment to
19:56
talk about that because that’s
19:58
that’s not a good skill yeah um
20:01
so let’s talk about what a
20:02
what a challenge or a roadblock is and
20:04
what it isn’t
20:06
what it isn’t
20:10
is
20:12
a lack of time
20:16
it’s not a lack of funding
20:18
um uh
20:20
typically a challenge or a roadblock um
20:25
has to be articulated in such a way as
20:27
to go if
20:28
if you could provide this or remove this
20:31
or overcome this then the goal can be
20:33
achieved
20:35
so
20:36
i haven’t yet met a boss who can add
20:37
more time to the day
20:41
and
20:43
so don’t ask for more time
20:45
if you’ve got a time problem then you’ve
20:47
possibly got a
20:49
a size of team problem
20:51
because the only
20:53
way you can add more time to solve a
20:55
problem is to put more people around it
20:57
does that make sense
20:59
so the problem isn’t time the problem is
21:02
is number of people working on something
21:04
at once you know one
21:06
one person building a house taking two
21:08
years can be fixed by two people
21:10
building a house and doing it in one
21:12
year
21:13
the i’m not giving you more time i’m
21:14
actually giving you a resource that can
21:17
decrease the amount of time required to
21:18
do the job
21:20
and so a challenge or a roadblock
21:22
needs to be articulated
21:25
in the right way
21:27
so that if if overcome removed or or
21:30
provided
21:31
the goal can be achieved and so it’s the
21:33
job of the person with the challenge or
21:35
the roadblock to think through the
21:37
roadblock
21:39
um to not so stu
21:41
a global pandemic or a gfc is not a
21:43
challenge or a roadblock because it’s
21:45
that’s the market that’s that’s the
21:46
conditions that’s right conditions yes
21:48
um there’s there’s this great quote by
21:51
um jim rohn
21:52
it’s one of our favorites
21:55
it’s not the wind that blows it’s how
21:57
you set the sail the wind that blows is
22:00
is market forces the wind that blows is
22:02
global pandemic the wind correct it’s
22:04
how you set this out correct so you know
22:06
take take the pandemic
22:09
the problem the great problem with the
22:12
pandemic
22:13
um recently and gee we’re going to get
22:15
soft track if we dig into this but this
22:16
is going to be so much fun
22:19
uh watch watch the haters hate um
22:23
the big problem with the pandemic
22:26
was how quickly can you bring a vaccine
22:29
to market
22:32
and so the problem to solve wasn’t time
22:35
the problem to solve
22:37
was the design
22:39
and the construct
22:40
of the vaccine
22:44
and um
22:45
and so a big reason we have a lot of um
22:49
gee i’m going to get into trouble right
22:50
now yeah i’m just cueing up the cricket
22:53
sound effect
22:56
a big reason in the marketplace today
22:58
why we have a lot of vaccine hesitancy
23:00
is because people don’t trust the speed
23:02
that it came to market
23:03
yeah and
23:06
and one of the reasons
23:08
um that the
23:10
vaccine could come to market so fast was
23:12
that it wasn’t invented this year
23:15
yeah it had actually been worked on for
23:17
the last 20 years and
23:19
so um
23:21
and that most people don’t know that um
23:24
uh so so the problem
23:26
in the pandemic wasn’t oh we have to
23:28
invent a vaccine the problem was how do
23:31
we design a vaccine to combat
23:33
um sars2 which creates covert 19.
23:37
and and
23:38
the the answer was well sars one
23:41
was solved and it was solved in about
23:43
2016
23:44
um after
23:46
almost two decades of research from the
23:48
guys that looked at the first size one
23:50
outbreak which was bird flu you remember
23:52
in the early 2000s we knew that well
23:54
here in australia
23:56
because it shut down air travel
23:58
pretty much around asia
24:00
and everybody knew about bird flu and
24:02
bird flu was caused from sars one
24:05
of covert 19 is size 2
24:07
and when sars 2 was published as a as a
24:10
disease
24:12
um when the world looked at that there
24:13
were no gee it’s
24:16
it’s not it’s not too hard to take what
24:19
we had for sars one and adapt it to size
24:21
two and so
24:23
the problem wasn’t time the problem was
24:26
a design
24:27
and how do we affect change using that
24:30
vaccine and i going to get into all
24:31
sorts of trouble talking about that um
24:33
if
24:34
but vaccines are good they’re healthy
24:37
and they’re well made
24:39
and and the point here is to say um
24:43
when when vaccine companies looked at
24:47
um the problem
24:48
they were looking at what they had in
24:50
their toolkit that existed already to
24:52
solve that problem their problem wasn’t
24:54
time their problem was the capacity to
24:57
manufacture and yeah and so
25:00
um you know there’s a whole there’s some
25:02
really good stuff being published now on
25:05
how
25:06
um these pandemic vaccines came to
25:08
market and
25:09
you know i’m a sold out
25:12
um
25:13
a
25:14
western democratic capitalist that
25:16
believes in free markets um
25:19
i think it’s not a perfect system but
25:20
it’s the best system we got and
25:23
um if you look at what’s happened um
25:26
we’ve had a free and open market
25:28
with
25:29
um vaccine companies all around the
25:31
world
25:32
um collaborating together
25:34
to
25:35
develop
25:36
um
25:37
sponsors
25:38
and and those companies have achieved in
25:41
a few years
25:43
not just the design of the vaccine but
25:47
the
25:48
the the production and the distribution
25:50
of that product globally to get that
25:53
into the arms of nations and saved
25:56
millions of lives
25:59
you cannot look at the last couple of
26:00
years and go wow that is a modern
26:03
miracle of collaboration technology
26:06
innovation
26:07
and companies working together it’s just
26:09
phenomenal
26:10
the way that that has been uh produced
26:13
it’s a modern marvel
26:15
a hundred years ago
26:16
with with the flu uh the spanish flu
26:20
circa 100 million people died
26:22
more people died in the spanish flu from
26:25
what 1919
26:27
1819 through to about 1925 than they did
26:30
in world war one
26:32
the flu that that flu was was more
26:35
devastating to the world
26:37
than world war one in that context in
26:39
terms of human lives lost
26:41
and today a hundred years later um we’re
26:45
sadly at four or five million lives lost
26:47
around the world
26:49
but that’s not a hundred million
26:50
and and we’re going to dodge that bullet
26:53
due to phenomenal problem solving man i
26:56
don’t know how i got into this i’ve
26:57
suddenly got a stop but
26:58
just problems to solve
27:00
it is and you know like sure you’re not
27:02
completely you know
27:05
you’re not completely speaking
27:06
ignorantly you do have an infectious
27:07
disease expert yeah in your family
27:11
immediate family yeah and that we work
27:13
with yeah so um
27:15
so i think you know we bring this back
27:16
to roadblocks and challenges um
27:19
uh there’s a real there was actually a
27:21
really couple of really good
27:22
documentaries published recently on this
27:23
topic and i think we should do more on
27:25
this because
27:26
um the clarity of roadblocks and clarity
27:29
of challenges solve step by step to
27:30
bring those products to market
27:33
has been a wonderful example
27:36
of looking
27:37
at real roadblocks
27:40
so one so point here is often the
27:42
roadblock is not time
27:45
it’s more rece resource or design or
27:49
people and so the first job of the
27:52
individual or the team going we’ve got
27:53
challenges
27:54
is to articulate the roadblock well
27:57
to surface the problem well you know the
27:59
problem we’re solving is not i need more
28:01
time dear boss but rather actually in
28:03
order to achieve this
28:05
this is we’re going to need x number of
28:07
people working in xy okay
28:11
that’s the moment when when the boss
28:13
goes i can see you’ve got a solution to
28:14
a problem i can fund that problem i can
28:17
fund that solution and we can solve that
28:18
problem
28:20
so
28:21
the reason why it’s a discipline to
28:23
think through challenges and roadblocks
28:25
is that you in your thinking through of
28:28
the challenge in the roadblock actually
28:30
are surfacing a solution
28:34
does that make sense um
28:36
you’re going to somebody who can
28:38
actually go i can solve that i could i
28:41
can do that
28:42
because because i can fund produce do
28:45
assign
28:46
a point
28:47
um but if you’re going to somebody going
28:50
i don’t know how i’ve got a problem
28:52
um you know what are they going to do
28:54
they’re going to say go away and think
28:55
about your problem
28:56
and come back to me later with a
28:58
solution
28:59
um or come back to me later with with
29:01
thinking around your problem and i’ll
29:03
help you build the solution if you can’t
29:05
do that but it’s not i can’t do it
29:08
that’s not a challenge or a roadblock um
29:10
so so the discipline of thinking about
29:13
challenges and roadblocks is the
29:15
discipline of thinking through the
29:17
problem
29:18
identifying what the problem is to solve
29:21
and then surfacing possible solutions
29:23
for discussion and then people will get
29:26
around you bosses leaders others will
29:28
get around you and go
29:29
yeah actually that’s right we can do
29:31
that and here’s how we’re going to do it
29:34
um and boom what happens
29:36
roadblocks removed goals delivered does
29:39
that make sense
29:41
it does
29:42
stu we’ve got a framework
29:44
a one-page plan yeah that people can
29:46
access
29:47
um on waymaker.io
29:50
where they can actually
29:52
i can actually think through some of
29:53
these things so do you just want to like
29:54
talk about that just for a second well
29:56
like and and how we kind of track the
29:58
results of that plan yeah do you want to
30:00
know the coolest thing about our one
30:01
page paper plan
30:03
it turns into a digital it’s digital
30:09
it turns into a one cloud dynamic plan
30:12
and um
30:14
uh please explain okay so
30:17
uh you might go away and do your
30:18
thinking on a whiteboard
30:20
on the marketing plan canvas
30:23
might have a bunch of notes you might
30:24
even write it up in a in a word doc or a
30:26
google doc
30:28
but you’re going to have some goals um
30:31
the most important part of any plan is
30:34
what are the goals we’re going to
30:35
achieve and those goals will articulate
30:37
how you’re going to get there
30:39
so if you go into waymaker
30:42
you’ll see the company profile in your
30:44
settings right hand side settings drop
30:46
down company profile
30:48
click on that and that is actually your
30:50
dynamic plan across the business
30:52
and you can take
30:54
your insights from your one page canvas
30:57
and and paper plan
30:59
document them into
31:01
waymaker
31:02
and the goals that you’ve built
31:05
around
31:06
this plan
31:08
will surface
31:09
sitting underneath that content
31:12
and come and as you you deliver
31:15
they’ll dynamically surface
31:17
for the period of time that you’re in
31:20
and you’ll have a rolling progress score
31:22
and confidence score on your marketing
31:25
plan and you will see the roll-ups on
31:28
the progress delivery of your marketing
31:30
plan so insights plus goals
31:33
um
31:34
goals tracked weekly and that
31:36
dynamically updates your plan inside
31:38
waymaker so
31:40
so how do we build clarity alignment and
31:42
results we do it by diagnosing planning
31:45
and delivering and the three tools
31:47
inside the waymaker toolkit for customer
31:49
experience marketing
31:51
are the cx marketing diagnostic
31:53
cx marketing one page plan canvas
31:56
which you can turn into
31:57
cx marketing one cloud plan inside
32:00
waymaker using your goals that you’ve
32:02
built the cool thing is those goals
32:05
relate up to your strategic plan so
32:08
when you update your progress on your
32:09
marketing plan it’s automatically
32:11
rolling up the progress and the delivery
32:13
into your organization’s strategic plan
32:16
one single master plan to rule them all
32:19
as tolkien would say
32:22
that’s beautiful stu uh people can jump
32:25
on waymaker.io
32:27
and start a free trial if they haven’t
32:29
already and if you want to find where
32:30
that plan is then you can access the
32:33
waymaker academy and go to cx marketing
32:36
playbook
32:38
and um and you can actually start
32:40
mapping out those things for yourself
32:42
your own business
32:43
welcome to the team
32:44
stu as always a pleasure to talk to you
32:47
about
32:48
world changing events
32:51
get myself out of trouble i look forward
32:54
to uh to our next episode where we get
32:56
to talk more about how to achieve more
32:58
by doing less
33:04
[Music]
33:06
[Applause]
33:09
[Music]
33:19
you

What is Customer Experience Marketing?

Customer Experience Marketing (or CX Marketing) is the unification of marketing, sales, service, and technology to create inspirational, branded moments across every stage and touchpoint of the customer journey.

In CX Marketing, all aspects of marketing, sales & service fall into one single discipline – Customer Experience.

We have to ask questions like:

  • How do we intentionally lead customers through the customer journey?
  • How do we manage their journey?
  • What information, messages and content will self-serve those customers through that journey in both a digital and non-digital world?

So how does Waymaker help us answer those questions?

On the Waymaker Platform, each quarter, your team will be taking the diagnostic. It’s going to ask these types of questions across the entire business – not just your sales or marketing teams.

Once the diagnostic is complete, the Waymaker toolkit allows us to step back and get a helicopter view of the business.

In this instance, you are not there primarily as a marketing person, a salesperson or service person – you are there as a member of a team, serving your customers and leading them along their customer journey.

This means executing and planning well together across all departments – constructively criticising how things are being done internally, and staying aware of what’s going on across the entire organisation.

Departments rarely step back and look deep inside their teams, the function they’re performing, and discovering how to do things better. This is where the Waymaker Diagnostic shines.

Customer Experience and the Waymaker Curve.

The Waymaker Curve gives you insight into the internal health, maturity and leadership of the customer experience from within your business.

It identifies what activities or skills we might need to work on and what systems or processes might we need to invest in. Ultimately, it can identify how clear, mature, or aligned you are as an organisation in the execution of your Customer Experience Marketing function.

So what are some things we need to think about to get the clairty, alignment and result we are wanting?

1. We need to stop treating marketing like advertising

Marketing is so much more than ads.

The point of marketing is to identify problems and offer products and services to SOLVE those problems, all while continuing to develop and acquire new customers for your business.

So marketing, as a discipline will touch every part of the organisation by fulfilling its objectives.

We begin to see dysfunction in the organisation when marketing becomes a department within an organisation, and not a key function of the ENTIRE organisation.

To help eliminate this, you can use the Waymaker Diagnostic to find out areas within your organisation that are not aligned around this objective.

2. We must be aware of how we are performing internally, as well as externally.

If you’re not assessing your internal skills and systems, competencies, and capabilities, then you’re flying blind.

The Waymaker Diagnostic will literally triage your organisation and give you a visual representation of the internal health of your business. This is critical in aligning and strengthening your team for step 3.

3. We need to diagnose the problems, plan our goals and start delivering results.

The following four-step process will quickly help you identify growth areas, and which areas of improvement will deliver the best results.

Step 1 – Take the Waymaker Diagnostic

Step 2 – Step back and identify the gaps

Step 3 – As a team, choose your goals

Step 4 – Deliver results (You can g to Waymaker Academy and look at the one-page frameworks if you need help with this.)

So what should you be doing next to begin building clarity, alignment and results?

Sign up for a free 30-day trial at Waymaker.io

  1. Once you’ve signed up, take the Waymaker Diagnostic.
  2. Take the Customer Experience Marketing Playbook in Waymaker Academy
  3. Set your goals.
  4. Use the information from your marketing diagnostic, Customer Experience Marketing one-page canvas and turn your CX marketing into a digital one-cloud dynamic plan inside Waymaker using the goals you’ve built.

Customer Experience Marketing features in Question 5 of the ‘7 Great Questions’ in our Waymaker strategy. Understanding Customer Experience helps us acquire, retain & grow our customers through a brand personality that is all about the science of customer experience.

To learn more about Customer Experience Marketing, check out our previous podcasts.

By <a href="https://waymaker.io/author/stuart-leo/" target="_self">Stuart Leo</a>

By Stuart Leo

Published on November 8, 2021

Stuart is the CEO & Founder of Waymaker. Stuart is a passionate believer in helping people find their organisation's true north and giving them the tools to get them there. When not exploring new ideas in leadership and management, Stuart is with his family exploring the beautiful regions, islands and coast of Australia.

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