True love for customers reveals how nonprofit, commercial and government organizations of all sizes can create much stronger relationships and business by transforming how they relate to customers.
Philosophers, clergy and psychologists have long acknowledged love as the most powerful force between humans. Love connects people like nothing else can, I think because love touches and binds together so many parts of the brain simultaneously: Love stimulates the reptilian brain because it’s related to survival. It is central to the limbic brain, which is grounded in emotion and memory. And love throughly engages the neocortex in art, ideals, and many other forms.
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Experiential Social Media and Business Intimacy shows how social media grounded in customer experience holds the key to trust, relationship and profit. When businesses discover, invite, and build trusted relationships with people in digital public, their actions speak loudly to the silent, ten times larger audience that’s observing the process. In addition, “accidents” are the express lane to developing trust and business intimacy.
[UPDATED] The Future of the Retail Store in the Omni-Channel Age is third in CSRA’s retail & omni-channel series, and it is especially relevant to Chief Digital Officers, who orchestrate profound organization change using digital technologies and processes. It also offers rare opportunity to high-stakes CMOs. Part1 of The Future of the Retail Store outlines several aspects of market disruption that are affecting retailers as a group, albeit by varying degrees. Part2 features examples of “reimagining retail” for mobile, banking, grocery, hardware and apparel “stores.”
Social networks can help organizations, whether commercial, nonprofit or government, to significantly improve their efficiency in business processes like recruiting, sales and service. This is what we call “Enterprise Process Innovation” because, by using social networks to create and nurture relationships with alumni, your employees can diminish the time required to accomplish tasks within these processes. It’s well known that most alumni, former employees, move to firms that are related to your business (adjacent in the value chain) or complementary in some way. Yes, some move to competitors, but they are usually in the minority. Social networks, by significantly reducing the cost of having relevant, quality conversations, make robust employee-alumni networks actionable as never before.