Customer journey orchestration (CJO) is supported by many platforms in addition to a single CJO application. Orchestration requires that omnichannel content management, customer data, testing and personalization, as well as analytics and reporting platforms are aligned. Therefore, we need to keep all of these in mind as we plan for CJO implementation.

The marketing technology landscape is not getting any smaller, or more narrowly defined, with this number increasing from about 1,867 in 2015 to nearly 10,000 as of mid-2022. With so much choice, it can become nearly impossible to make good decisions, or to even know where to start narrowing your choices.

One incredibly helpful thing to define before embarking on an effort to define your technology infrastructure is to define what I call a marketing technology philosophy. This will consist of your guiding principles that point you in the right direction as you make fundamental choices about the types of platforms you incorporate or reject as part of your marketing technology stack.

Digital access has been more available than ever. A report by the Pew Research Center on mobile tech and home broadband notes that U.S. smartphone ownership and home broadband subscriptions have increased from 2019 to 85% and 77% respectively. However, despite a vast majority having access to these technologies, some people still face access difficulties.

Today we’re going to talk about unifying sales teams and bringing people, processes, and platforms together to achieve a common goal. To help me discuss this topic, I’d like to welcome Susan Rothwell, CRO at Vericast.

This article was originally posted at MarTech.org. You can read the original here.

If you are considering implementing customer journey orchestration (CJO), then you most likely already know some of its benefits.

These include providing more and better opportunities to coordinate how a customer sees offers across channels and guiding that customer toward a conversion opportunity. However, the multi-channel marketing approach CJO utilizes also means that things can get more complicated.

In this second part of this three-part series, we’ll explore three critical processes that organizations successful with customer journey orchestration excel at.

Based on a transcript of a recent podcast episode. Today we’re going to talk about the importance of executive leadership in branding and marketing of successful companies. To help me discuss this topic, I’d like to welcome Bonnie Habyan, CMO at X-Caliber Capital, and author of The World According to Bess which was just released.

This article was written by Greg Kihlström for MarTech. You can read the full article here.

Customer Journey Orchestration (CJO) offers brands the ability to create omnichannel personalized experiences for consumers, which increases the likelihood of both initial conversions and long-term loyalty. Doing this well requires a combination of people, process, and platforms working in harmony. This means that in order to understand how to be successful, we should look at it in terms of those three categories: people, processes, and platforms.

I must confess that I write a lot: documents, articles and even books (I’m finishing up book number 10 as I write this article). While I’m thankful I’ve had a lot of readers over the years, I also know it’s hard to find time in the day to read long documents or other communications, particularly when days are spent in endless meetings—virtual or otherwise.

Transcribed from a recent podcast episode. Greg talks about how to be successful with an authentic influencer marketing campaign with Magda Houalla, Director of Marketing Strategy at Aspire.

The following was transcribed from an episode of The Agile Brand with Greg Kihlström podcast. Today we’re going to talk about Customer Experience measurement, and the value of utilizing both new and existing measurements to better understand your customers. To help me discuss this topic, I’d like to welcome Judy Bloch, Principal CX Advisor, Medallia.

Today we’re going to talk about setting boundaries and expectations during the sales cycle to prevent poor performance or disappoint down the line. To help me discuss this topic, I’d like to welcome Craig Colby, President of OneStream Software.

“Why do we keep following the process if it doesn’t work?” You’ve probably heard something to the effect of this before or have even said it yourself. After all, what could be worse than following a set of rules that either isn’t logically consistent, doesn’t bring good results, is impossible to follow or all of the above?

This was adapted from a recent podcast interview. Today we’re going to talk about how enterprise leaders can achieve sustainable, strategic growth and how to avoid pitfalls along the way. To help me discuss this topic, I’d like to welcome Stuart Leo, CEO of Waymaker.io.

This is a recent article Greg Kihlström wrote for CMSWire. You can read the original article here. Agile not for you? Here are things to consider if adopting agile approaches isn’t working as well as it could. I wasn’t always so strong in my beliefs that agile methods provide the blueprint for successful initiatives, but time and time again, I’ve seen how its adoption can make positive impacts on teams and their results.

With increasing expectations from both customers and employees, businesses are relying on experience as a differentiator for both audiences, and you’ve undoubtedly seen how experience is one of the primary points of competition among brands.

There are many good reasons for this focus on experience. Customers respond to brands that provide great experiences with greater loyalty, more purchases, and positive word of mouth.

Greg Kihlström wrote this ebook for Medallia. Visit the Medallia website to download

More engaged employees create more engaged customers, benefiting everyone, including the business. Leading companies understand customer and employee experience as a unified element, and benefit from a lift that occurs when both are done well and in coordination with one another.

When translated to a business context, time ranks up there with information or data as one of the most valuable non-tangible assets. Therefore, choosing what to do, and having reasonable certainty that it is the right thing to do, is increasingly important.

This is not for a lack of things to do, however. I would venture to say that no successful organization has the challenge of not having enough to do. Instead, there are likely many competing priorities that all have good reasons (depending on who you ask) for being moved to the top of the queue. One incredibly useful tool in order to help take a long list of potential initiatives or projects that all seem of prime importance and sort into an order of importance is a prioritization model. This is essentially a ranked list of items from most important to least.

Transcribed from a recent episode of The Agile Brand podcast. Today we’re going to talk about automation, and how it is helping retailers stay customer-focused amidst a variety of challenges including supply chain disruptions and more.. To help me discuss this topic, I’d like to welcome Doug LaBahn, CMO at Cin7.

This article was originally published through Forbes Agency Council. Read the original here. Customer journey orchestration promises a seamless experience for your customers and greater revenue through timely and relevant offers and actions. These types of experiences create customers who buy, buy more often and bring their friends along as well. Getting to that point, however, takes careful planning, coordination across teams and choosing the right platforms and metrics to tie it all together.

This was taken from a transcript of The Agile Brand podcast. Today we’re going to talk about improving the customer experience with conversational AI. To help me discuss this topic, I’d like to welcome Bob Summers, CEO of Goodcall.