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Everything Communicates: Operationalizing the Ultimate Customer Experience

A peek behind the curtain at MMR LIVE’s Guiding Principles: Part 3


Our first six months of taking experience strategy to the next level have flown by. We’re celebrating this milestone by sharing what makes MMR LIVE live. This is the third of a three-blog series that explores each of our guiding principles.

  1. THE Experience Matters

  2. Integration Enhances

  3. Everything Communicates



Everything Communicates


We believe that everything communicates. Many would agree that this POV is table stakes, but when it comes right down to it, organizations often have difficulty walking the talk and can make decisions that communicate all the wrong things. Brands that don’t think about how all of their touchpoints work together miss out on understanding and operationalizing for their ultimate customer experience. How would you feel if:

  • A brand’s font choice was hard to read on a phone, knowing that you’re among the 52.4% of global users who access the web from a mobile device? (Statistica)

  • A brand known for valuing positivity and happiness had an entrance security set up that rivaled Ft. Knox?

  • Parking lot traffic patterns were disorganized, making it hard to get in and out of a restaurant?

Would you be a brand fan or reconsider?


Much has been said in marketing about taking a 360-degree approach and it’s all true. Today’s 360, however, requires more than omnichannel presence based on data. To be truly successful, brand communication must create experiences that delight customers at every touchpoint whether humble or grand.


The article, “Why Marketing Analytics Hasn’t Lived Up to Its Promise,” in Harvard Business Review, explores the results from the most recent CMO Survey.


The report shows that the percentage of marketing budgets companies plan to allocate to analytics over the next three years will increase from 5.8% to 17.3%—a 198% increase. These increases are expected despite the fact that top marketers report that the effect of analytics on company-wide performance remains modest, with an average performance score of 4.1 on a seven-point scale, where 1=not at all effective and 7=highly effective. More importantly, this performance impact has shown little increase over the last five years, when it was rated 3.8 on the same scale.


HBR authors Carl F. Mela and Christine Moorman suggest that the data used in analytics and the analyst talent producing it are causing this discrepancy. Their solution is aligned with MMR LIVE’s guiding belief that if everything communicates, then a truly integrated 360-degree view must map, measure and modify (as needed) each customer touchpoint. We must develop personalized, emotional experiences that delight customers, and continuously strive to improve the experiences.


Increasing budgets for marketing analytics is good news as long as the analytics being captured are the right ones to lead brands to behaviors that have impact. Traditional data collection will only go so far to capture and analyze emotion. And, it typically isn’t able to operationalize insights. We must understand what provides friction and disrupts a smooth customer experience, from the customer’s point of view. That includes understanding when and how a consumer encounters an experience touchpoint that is misaligned - either because the touchpoint generates an undesired emotional response from the customer or because the touchpoint generates the right emotion but in the wrong sequence, interrupting the experience “flow.” When we can eliminate the disruption, brands communicate their innate respect for customers and can create lifelong fans.

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