In this article, I’m going to talk about the ways that an experience operations approach can help your organization improve the experience your customers have, as well as the experience that your employees have while delivering it.

This article is based on a transcript of our interview for The Agile Brand podcast. Today we’re going to talk about the use of 3D in retail and beyond. To help me discuss this topic, I’d like to welcome Beck Besecker, Co-Founder and CEO of 3D Cloud by Marxent.

There is much talk about customer data platforms (CDPs) amongst marketers these days. To make things more complex, the CDP category includes a lot of different types of platforms that have varying types of functionality and features.

In this article, I’m going to discuss three important criteria to consider before you buy a CDP, and there should be something of value whether you have or haven’t already made a decision to invest in a CDP.

Today's customer is on multiple devices and channels, and wants a seamless experience as they interact with brands whenever, wherever, and however they want. This can provide challenges for even the most customer-centric brands, which require solutions that allow the planning, creation, delivery, management, and testing of campaigns and content across multiple channels that deliver a great customer experience.

This article was originally written by Greg Kihlström for Forbes. View the original article here.

Customers increasingly appreciate personalized experiences and are growing to expect them across all of the online and offline channels they engage with brands on. Companies that understand and embrace this are increasingly approaching their marketing and customer experience from a fuller customer journey perspective, as opposed to interacting with their customers using a more traditional marketing campaign approach.

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.