Index

  • 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

 

  • 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

 

 

  • 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

 

 

  • Ordering systems, improving, 18–19
  • Organizational shortcomings/loss of human element
  • 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
    • journey map, 139
    • movie analogy, 134–135, 139
    • storyboard, 134–138, 140
  • 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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