- Accenture organization, 4, 31
- Accenture Strategy Global Consumer Pulse Research, 100
- author's personal experience at Accenture Interactive, xvii–xviii, xix
- Bionic (part of Accenture Song), 29
- quality assurance meetings, 200
- research into customer experience, 11–12
- ‘Shaping the Sustainable Organization” report, 67
- surveys, 58
- Tech Vision research, 57–58
- Advertising, 3, 73, 115, 149, 153, 154
- Facebook, 64
- Mad Men campaign, 154, 156
- online, 58
- personalized care and recognition, 58
- streaming services, 88, 89
- Aging population, needs of, 194–195
- Agricultural Revolution, xviii
- Akita, Lailah Gifty, 77
- Algorithms, 182
- Amazon
- Alexa, 86, 93
- comparison with Sears Holdings, 7–8, 74
- delivery dates, failure to honor, 17–18
- growth of, 7–8
- loss of trust in, 167–168
- ordering systems, improving, 18–19
- personalization versus humanization, 81–82
- reasons for success, 7–8, 15–16
- American Dream, 54
- Apple, 87, 153, 193, 194
- Apple Store, 193–194
- Artificial intelligence (AI), xviii, 130
- AT&T, 193
- Attenborough, David, 1, 2
- Augsburger, David, 7
- Automatic cars, 45
- Aziz, Afdhel, 99
- B2B (Business-to-Business) companies, 84, 112, 133, 198
- B2C (Business-to-Consumer) companies, 112, 133, 198
- Bank–customer relationship, 26–27
- Bezos, Jeff, 15, 168
- Big Tech, 65
- Bill of rights
- creating a digital bill of rights, 162–166
- for customers, employees and stakeholders, 106, 109, 164–165, 168
- Biodiversity, 2
- Black Death, 197–198
- Black Monday, 29, 162
- Bloomberg, experience of author at, xvi–xvii, 78
- Blur (recommended operational framework), 32, 42
- Brain, human, 80
- Brands
- brand promises
- failure to live up to, xxii
- framing of problems, 90
- problems maintaining, 54
- re-recreating, 57
- Sears Holdings organization, 9
- and trust, 53, 54
- checking by employees and job candidates, 100
- and customer objectives, 105
- fun and entertainment, providing, 123–128
- measuring of brand health, 188–189
- negative experiences, 93–94
- older people, taking account of, 195
- statements and slogans, 53
- top, 74
- values, alignment with, 57, 103, 116
- see also Products
- Broadcast marketing, 54
- Buffett, Warren, 173
- Bureau of Labor, US, 108
- Cambridge Analytica, 64
- Capital One, 86, 87, 186
- Capitalism, 65
- Carroll, Dave, 94
- Caterpillar, 84
- CDPs (customer data platforms), 180
- CEO (chief executive officer)
- acting as chief community officers, proposal for, xxii, 41–42, 47–48
- role, 32–33
- Change management, 136–137, 146–150
- Chatbots, 179
- Chief community officer, author's proposal for, xxii, 41–42, 47–48
- Chief executive officer (CEO) see CEO (chief executive officer)
- Chief information officer (CIO) see CIO (chief information officer)
- Chief marketing officer (CMO) see CMO (chief marketing officer)
- Chief technology officer (CTO) see CTO (chief technology officer)
- CIO (chief information officer), 144
- Citibank, 26–27
- CMO (chief marketing officer), 4, 135, 146, 178, 187, 188
- CMS (content management system), 180
- Communication
- ability to interact with another human, 18, 34
- asking questions, encouraging, 121
- continuous learning and frequent iteration, 186–187
- defining success through engagement, 55
- digital buying causing loss of connection, 3
- digital communications platforms, 56
- feeling heard, 116
- information-sharing, 69–70
- of issues back to organizations, 175–176
- potential improvements suggested by customer, 49
- Community platforms, 8
- Community-building and loyalty, 28, 151–172
- blind spots, 167–168
- community engagement, 28–29
- contingency planning, 167
- customer performance indicators (CPIs), 163–164
- loyalty programs and awards, 165–166
- “social waterslide,” 167, 168
- strong communities, importance of building, 170
- Complaints see Customer relations
- Conn, Grad, 79–80, 83, 183
- Consumer packaged goods (CPG), 23
- Consumer preferences, 115
- Consumer-centrism, 176
- Content, creating, 187
- Content management system (CMS) see CMS (content management system)
- Context, taking account of, 21–23, 160
- importance of contextual experience, 21–22
- technology choices, 183–184
- trust-building, 54–55
- Contingency planning, 167
- Controllers of digital technology, 62
- battle over control, 171–172
- Cornfield, Gene, 103, 163, 178–179
- Cost control, excessive focus on, 3–4
- Cost per impact (CPI), 89, 163
- Cost per thousand (CPM), 89, 163
- Covey, Stephen, 53
- Covid-19 pandemic
- impact, 12, 56
- post-Covid world, adapting to, 78–80, 195–201
- Credit checking, 24–25
- CTO (chief technology officer), 144
- Curtis, Mark, 4–5
- Customer performance indicators (CPIs), 163–164
- Customer relations, 7–29
- anticipating of needs, 27
- bank–customer relationship, 26–27
- bill of rights, 106, 109, 164–165
- combining of digital expertise with responding to customer needs, 12–13
- complaints/dissatisfaction, 4
- common complaints, 43–44
- delivery dates, failure to honor, 17–18, 37
- faulty goods or services, xxii, 9
- lack of response to customers, 10
- context, taking account of, 21–23
- customer engagement and stance of customers, 101
- customer experience (CX) versus business of experience (BX), xxi–xxii
- defining customer wants, 96–97
- empathetic response see Empathy, providing
- engaging with customer/asking questions, 28
- going the extra mile, 19
- helping customers to feel significant and relevant, 5, 11
- individual human needs, responding to, 12
- knowing the customer, 192–194
- listing known attributes of valuable customers that competitors don't know, 70–71, 192–194
- memorable moments, creating, 24–29
- strategic, 27–28
- tactical, 27
- putting oneself in the shoes of the customer, 11–13, 31, 50–52, 69
- acting as the customer, 174–177
- defining the problem, 133–134
- experiencing feelings of customer, 33–37
- pretending to be a customer, 175
- Customer services, trying to contact, 18, 38–39, 92, 93
- Data
- access to, 32
- analysis, 28, 55
- breaches, 59
- context of, 54–55
- contextualizing the data, 141–144
- data-driven organizations, 145–146
- and digital divide, 59–63
- gathering, 58
- personal use, concerns about, 57–58
- real-time, 143
- sufficiency of, 177–179
- Data analytics, 12
- Decorist (start-up), xx, 35, 141
- Delivery dates, failure to honor, 17–18, 37
- Design services, 34–35
- customer complaints, 43–44
- deliveries, failure to meet, 37
- design process, 34
- empathetic design, xxiii, 37–40
- franchised companies, 37
- interior design, xx–xxi
- online reservation issues, 37
- physical design, 34
- reputational design, 120–121
- virtual design, 35
- see also Services
- Digital campaigns, 71
- Digital divide, 59–63
- defining, 59
- tensions created, 59–60
- Digital Revolution, xviii
- Digital technology
- access to, 32
- benefits, 63–64
- building a digital trust environment, 157–162
- combining expertise with attending to customer needs, 12–13
- controllers of, 62
- digital buying causing loss of connection, 3
- digital law of diminishing returns, xxii, 4, 70–72
- historical changes, xviii
- humanizing, xxii, 11, 33, 60, 79–80
- improving accessibility, 34–35
- pace of change, xi
- problems with
- app failures, 39–40
- computer systems being down, 45, 48–49
- dehumanizing effects, xix, 3
- new technologies, mistrust of, 55, 60–61
- obstructive systems, 35–36
- as privacy, 87–88
- as threats to markets and capitalism, xxii, xxiv, 63–66
- DNA, 14, 86, 87, 110
- Dot-com bubble, xii, xv
- Droga, David, 191
- Duhigg, Charles, 20, 21
- Efficiency-driving, excessive focus on, 3–4
- Electronic Revolution, xviii
- Emails, 54
- Empathy, providing, 31–52
- blur (recommended operational framework), 32, 42
- building an empathetic organization, 187–188
- empathetic design, xxiii, 37–40
- listening to customers and making changes, 36–37, 68
- obstacles to empathy-building, xxiii, 81–89
- people quotient, 41–42
- personal experiences of author, 44–48
- personalization versus humanization, 81–82
- putting oneself in the shoes of the customer see under Customer relations
- value of empathetic response, 44, 46–47
- see also Human element, taking account of; Organizational shortcomings/loss of human element
- Employee Benefit News (EBN), 52
- Encryption, 186
- Enterprise initiatives, 50
- Entrepreneurs, 149
- Etsy, 22
- Evolutionary biology, 14
- Eyjafjallajökull volcano, Iceland (2010), 124
- Facebook, 64, 79, 123
- Fast-food restaurants, 147–148
- Federated (May's), 2
- Financial services and banking, 24–28
- bank–customer relationship, 26–27
- life coach-banker analogy, 27–28
- mortgage applications, 24–25, 27
- websites, xiv, 113
- First-mover advantage, 165
- Fischer, Bobby, xi
- Focus groups, 136
- Fortune 500, xv
- Franks, Maurice R., 151
- Free-market concept, 109
- Future
- going back to, 79, 80
- ideal company, 69
- power-sharing and future growth, 191–201
- GMOs (chief marketing officers), 178–179
- Goods see Products
- Google, 160
- Grauer, Peter, xvi–xvii
- Hacking, 166
- Hartman, Glen, 21–23
- Havenly (start-up), xx, 35, 141
- Howard, Philip, 62–63
- Hugo Boss, 91, 92, 93
- Human element, taking account of
- author's personal experience, xi–xviii
- at Accenture Interactive, xvii–xviii, xix
- Bloomberg, role at, xvi–xvii, 78
- at McKinsey, xiii–xv
- at Oxford University business club (Industrial Society), xii–xiii
- at Sears, xv–xvi
- consequences of ignoring human impact, 58
- customers, helping to feel significant, 5
- digital technology, humanizing, xix, 11, 33, 60, 79–80
- guide for, xxiii
- human brain, 80
- human development, 13–14
- importance of, 4
- innovation irrelevant to, 66
- organizational shortcomings relating to see Organizational shortcomings/loss of human element
- people quotient, 41–42
- in retail, xxii, 1–3, 16, 17, 19, 20, 79
- taking time to know the customer, 2
- unique features of human behaviour, xxii, 13–16
- see also People-centric business
- Hurricane Sandy, US, 78
- IBM mainframe computers, xviii
- IMB Institute of Business Value, 108
- Instagram, 79, 123
- Insurance needs, 25–26
- Interior design, xx–xxi, 141
- Internet service providers (ISPs), 62
- IPhone, xii, 153, 193
- Jemison, Mae, 131
- Jobs, Steve, 200–201
- John Deere, 84
- Johnson, Garrett, 65
- Kidder, David, 29
- KLM Royal Dutch Airlines, 124–127
- Surprise Initiative, 126–127
- Knowing the customer, 192–194
- Laptops, 193
- Lazzaron, Luca, 143, 159
- Legere, John, 176
- L'Oréal, 83
- Loyalty programs and awards, 161, 165–166
- Luck, 15
- McAfee surveys, 58
- McDonald's, 58
- McKinsey consultancy, xiii–xv
- Mad Men (TV series), 154, 156
- Manual transmission cars, 45
- Marketing
- anticipating of customer needs, 21
- broadcast marketing, 54
- centralized function, 137
- digital versus traditional, 54
- distrust of marketing messages, 61
- history, 153
- roots of, 78
- and story-telling, 77–78
- targeted messages, 61
- traditional thinking, 32
- and trust-building, 54–55
- see also Products; Services
- Marshall Fields department store, Chicago
- Marx, Groucho, 14
- Medical Revolution, xviii
- Modsy (start-up), xx, 35, 141
- Morris, Desmond, 13
- Morrissey, Victoria, 73, 201
- Mortgage applications, 24–25, 27
- MVP (minimum viable product), 182
- Natural disasters see Eyjafjallajökull volcano, Iceland (2010); Hurricane Sandy, US
- Natural selection, 14
- Needleman, Herbert, 102
- Netflix, 44
- Neurological loops, 20
- Newton, Wayne, 92
- Nishiyama Onsen Keiunkan hotel, Japan, 101
- Ordering systems, improving, 18–19
- Organizational shortcomings/loss of human element
- digital law of diminishing returns, xxii, 4, 70–72
- digital technology, dehumanizing effects, xix, 3
- excessive focus on cost control and efficiency-driving, 3–4
- flat files, 35–36, 43
- lack of care or response, 10
- short-termism, 3–4
- “soul,” loss of, 4
- see also Communication; Customer relations; Human element, taking account of
- Oxford Internet Institute, media manipulation survey (2020), 62–63
- Oxford University, business club (Industrial Society), xii–xiii
- Patagonia, 104
- Patterson, Clair, 102
- People quotient, 41–42
- People-centric business, 131–150
- change management, 146–150
- contextualizing the data, 141–144
- creating the strategy/plan, 134–141
- defining the problem, 132–134
- reworking the organization, 144–146
- Personal fulfillment and growth, 120–123
- Pink, Daniel, 31
- Planning, 134–141
- Porsche Club of America, 155
- Power generators, 133
- Power-sharing, 31, 191–201
- Prediction scoring, 20
- Preparation, importance, 72–75
- Proactivity (versus reactivity), 77–97
- defining customer wants, 96–97
- empathy-building, obstacles to, xxiii, 81–89
- framing of problems, xxiii, 89–96
- going back to the future, 79, 80
- post-Covid world, adapting to, 78–79
- story-telling and marketing, 77–78
- see also Empathy, providing
- Problems
- brands, 93–94
- compartmentalization, 158
- defining, 132–134
- with digital technology
- app failures, 39–40
- computer systems being down, 45, 48–49
- dehumanizing effects, xix, 3
- new technologies, mistrust of, 55, 60–61
- obstructive systems, 35–36
- as privacy, 87–88
- as threats to markets and capitalism, xxii, xxiv, 63–66
- framing of, xxiii, 89–96
- large, negative events involving a business, 101–102
- lead in products, 102
- solutions currently available, 50–52
- solving with experience, 95–96
- wanting tactical answers to, xix
- Products
- Apple, 153
- changing, 25
- complexity, 12–13
- developers and manufacturers, 55
- faulty, xxii, 9
- fun and entertainment, 123–128
- lead in paint and gasoline, 102
- for new parents, 20–21, 48–49
- origin and sustainability, 116, 117–120
- purchasing in accordance with one's values and beliefs, 100–101
- simplicity and convenience, 128–130
- see also Services
- Profits, making, 107
- Purchasing
- in accordance with one's values and beliefs, 100–101
- digital and in-person, xxii
- digital buying causing loss of connection, 3
- see also Products; Services
- Purpose and purpose-driven experience, 99–130
- bill of rights, 106, 109
- bottom-up and top-down approaches, xxiii, 131–132
- cost of turnover, 108–109
- customer objectives and brands, 105
- ethical behavior, expectations of, 103
- forgetting original organizational purpose, 67
- fun and entertainment, 123–128
- heeding original organizational purpose, 66–67
- levels of purpose, alignment of, 103
- organizational growth and forgetting trust, 67
- personal fulfillment and growth, 120–123
- personalized care and recognition, 110–114
- product origin and sustainability, 116, 117–120
- purchasing in accordance with one's values and beliefs, 100–101
- six pillars of purpose-driven experience, xxiii, 109–130
- transparency, 102, 114–117
- trust, 114–117
- QR codes, 39
- Qualitative research, 135
- Quantitative research, 135
- Rashomon (Japanese film), 85
- Repeat business, ensuring, xxii, 148, 193–194
- Reputation, 166, 173–189
- reputational design, 120–121
- Ries, Eric, 182
- Roddenberry, Gene, 107
- Roman Catholic Church, 101
- Salinger, Michael, 65
- SAP organization, 70
- Sears Holdings organization, xv–xvi, 81
- author's personal experience, 7–11
- comparison with Amazon, 7–8, 74
- Craftsman side of, 9, 97
- lack of investment in e-commerce, 7–8
- Segmentation, market, 182
- Self-help, 68
- Services
- Short-termism, 3–4
- Shot on iPhone Challenge (Apple, 2019), 153
- Simplicity and convenience, 128–130
- Skill sets, 147
- Smith, Peter, 105, 113, 135, 198–199
- Social media
- benefits and drawbacks, 64
- dark side, 166–171
- fear of, 78–79
- negative customer service, 94–95
- public complaints, fallout, 166
- reputation, hits to, 166
- see also Digital technology
- “Social waterslide,” 167, 168
- Start-ups, xx, 36, 65
- author's personal experience, xiv–xv
- empathizing with the customer, 34–35
- failure of, 15
- value propositions, 36
- Statements and slogans, 53
- Story-telling
- and marketing, 77–78
- strategy creation, 134–138, 140
- Strategy creation, 27–28, 134–141
- Streaming services, 88
- Success
- of Amazon, reasons for, 7–8, 15–16
- defining, 55, 69
- and expectations, 183
- Survey Monkey, 8
- Surveys, 58
- Sustainable companies, 116, 117–120
- Technology see Digital technology
- Telephones, potential negative effects, 55–56
- Ter Haar, Gert-Wim, 124–125
- Texting, 56
- Theofilou, Bill, 100
- Thomas, Ragy, 176, 188
- TikTok, 79
- T-Mobile, 176
- Tomlinson, Ray, 54
- Transparency, 102, 114–117
- Trump, Donald, 64
- Trust/trust-building, 5–6, 53–75
- brand promises, 54
- building a digital trust environment, 157–162
- communication see Communication
- community-building and loyalty, 151–172
- consequences of ignoring human impact, 58
- context, taking account of, 54–55
- defining success, 55, 69
- digital divide, 59–63
- emails, 54
- feeling heard, 116
- following through on promises, 57
- as key to growth, xxii
- loss of trust, 167
- management, 57
- marketing messages, distrust of, 61
- organizational growth and forgetting trust, 67
- personal data use, concerns about, 57–58
- preparation, importance, 72–75
- at Sears Holdings, xvi
- and transparency, 114–117
- trust equation and measuring of brand health, 188–189
- vision for digital trust, xxii, xxiii, 166
- see also Customer relations; Empathy, providing; Human element, taking account of
- Turing Test, 130
- Twitter, 123
- Unintended consequences, law of, 40–41
- United Air Lines, 94
- Value propositions, 36
- Values and beliefs
- alignment with, 57, 103
- measuring value drivers, 184–186
- purchasing in accordance with, 100–101
- special responsibilities of companies, 103
- Vikings, 14
- Voice response phone trees, 93
- Wallace-Hadrill, J.M., 14
- Walt Disney, 52
- Websites, improving accessibility, 34–35, 153
- Wild places/wilderness, 2–3
- Windows-based computers, 193
- Work Institute, 108
- World of Experience, 11–12
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