Customer Control Creates New Phase of Apologetic Marketing

In a customer-centric marketing ecosystem, brands need to be more self-aware than ever before. Brands must accept that customers control their reputation, and customer satisfaction should become a top KPI for every company.

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In a customer-is-in-control ecosystem, brands need to be more self-aware than ever before. They need to open up honest, meaningful conversations with their customers — and understand that we no longer push advertisements to customers through media, but rather engage and communicate with them. Brands must accept that the customer controls a brand’s reputation, and customer satisfaction should become a top KPI for every company.

For years now, customers have controlled the way brands are perceived in the marketplace. Today, that leverage is only growing. Companies can no longer hide behind big brand campaigns, just as marketing can no longer put a good spin on a problematic or dated company. If they try, consumers will either ignore it altogether (because they recognize the idealized corporate-speak) or, worse, they’ll attack in social media. Then, what started as a small problem can get out of control quickly.

Marketing executives need to work with the entire c-suite to make sure brand promises and customer experiences are consistent throughout the entire journey. They need to ensure the brand pillars are not only communicated, but also embraced across every component of the organization. And they have to make sure every team in the company can live up to the vision presented in the marketing.

Over the last year, we’ve seen the disconnect play out on a grand scale for companies like Uber, Wells Fargo, Facebook and unfortunately many more. By not aligning the brand platform with their internal values and customer experience, these companies have had to publicly recognize their faults and apologize for missteps. They each faced distrust among their customer base and, even though that trust was lost in a second, it often takes years to gain back.

So How Can Companies Learn From These Brands?

In today’s marketplace, companies need to do three key things:

  • Be transparent. Customers don’t expect companies to be perfect. But today, customers aren’t just immune to, but are also appalled by corporate-speak and over-hyped, insincere brand promises. Customers want brands to be real, to mean something and to associate with their beliefs and values. Companies today need to be humanized so customers can connect with them.
  • Align departments across the organization. Customers perceive companies as one entity and they expect that, whether they’re in a store, on the site or calling customer service, they’ll have the same experience across the board. Companies, however, are made up of different departments, with different bosses (who have different beliefs), and are often measured against different (sometimes opposing) KPIs. Today, corporate structure needs to embrace customer expectations. Politics and personalities have to take the back seat to the unified brand vision.
  • Companies need to embrace their customers. They can no longer lay out their corporate vision and marketing plans without fully understanding what the marketplace needs — both today and tomorrow. They need to understand what customers are looking for and shape their products and their company accordingly. Most companies hate hearing this, but they also need to narrow their audience and focus their company. Very few brands can and should appeal to all consumers. Too many brands try to satisfy everyone, remaining conservative so they don’t alienate any prospective customers. In doing so, however, they don’t resonate with anyone. Brands that take a stand, know who their audience is and what they want, and mold their company around that always win. Even if they outrage a part of their base, they inspire and resonate with their core, turning them into passionate advocates who reinforce the brand and allow more organic growth.

What Can You Do When It’s Too Late and You’ve Lost Consumer Trust?

While it’s a situation nobody wants to be in, companies need to be honest, fall on their sword and open up to the gaps they have. Just like Facebook’s WSJ ad and Wells Fargo’s TV campaign, they need to promise to do better. But again, it needs to be more than a marketing promotion; it needs to be a genuine re-set, one that all departments and the entire c-suite embrace. If it’s not, it’s only a matter of time until you’re back in the hot seat.

Author: Alicia Wiedemann

Alicia Wiedemann leads DRUM’s strategic processes to balance customer-centric marketing with results-driven media and technologies. Previously, she’s worked for BBDO, Agency212 and MGL, covering clients like GE, eBay, Armstrong and AAA. Bringing that expertise to DRUM, Alicia has implemented innovative tactics like launching personalized video for an insurance company’s retention program that’s delivering 12x ROI, starting a utility’s influencer campaign that’s reached 94% engagement rates, and managing DRUM’s proprietary research tool. This past year, Alicia has built a virtual strategic planning hub for clients and has initiated the agency’s successful PR and marketing program.

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