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EX and CX - how we are doing in Ireland

Posted By Clare Kavanagh, W5, Wednesday 10 October 2018

EX and CX Ireland

W5 is a specialist customer experience consultancy - everything we do is about designing and delivering great CX. We know employees are at the heart of this endeavor as without engaged and motivated workers, Irish industry will never succeed in delivering strong customer experiences.  Nevertheless, Irish workers views on customer experience are largely unrecorded so in 2018, W5 undertook our third national survey to fill this gap in understanding.

 

Employees feel the CX offered could be better - We asked employees, how they would rate the experience that customers receive from the organisation for which they work? The good news is that more workers strongly agree that the CX provided by their organisation is very good (Forty one percent gave a 9-10 score on a ten-point scale) than is poor (Twenty one percent gave a 1-6 score on the same scale). We know that employees tend to be most critical so this likely bodes well for the actually rating of customers. However, if one of our clients at W5 received this score I think we would be strongly saying there is room for improvement here.

 

 So how can we do better?  - What do we need to do to use CX to win and retain target customers against competitors and drive profitable growth. At W5 we identified some time ago, the key competencies that differentiate organisations that we know of and work with that are successful at CX

 

Leadership: Successful organisations have senior management championing customer service and bringing the customer voice to all decision making.

 

Resourcing Customer experience: Successful organisations put resources behind the CX agenda - it’s not just lip service.

 

Coherence between brand and CX: In successful organisations there is coherence between brand promises made and CX delivered on the ground

 

Customer understanding is strong and most importantly is acted upon

 

And finally, and most importantly employees are engaged in the customer experience agenda.

 

Unfortunately, our survey makes for some gloomy reading re: Irish workers views of their employers’ performances across each of these competencies.   

 

What is our advice based on Irish employees’ feedback?

 

  • It’s not good enough to just have a senior management team leader named for CX, board room decisions need to reflect the influence of the customer. The argument that CX is good for profits needs to be had and evidenced.
  • Employees need to be shown that the senior management team are backing CX with resources.  Resources need to be made available to deliver on identified CX initiatives.
  • It’s very important that the CX delivered demonstrates the brand values on the ground and is as compelling and distinctive as the brand concerned. Be clear about brand values when talking to employees about CX.
  • In the GDPR environment you need to make sure customer feedback is acted upon and each interaction with customers is worth the investment for your organization and the customer.
  • Engage and engage some more with employees in the CX agenda. Arguably this should be the first step as it’s the most important factor and Irish employees currently do not believe this is being done.
  • Intermediate or middle managers especially need a lot more support, engagement and dialogue. Our research showed that these managers who through their day to day coaching and supervising of customer facing staff are such an important lever for CX are no more engaged in the CX agenda than others.

 

Finally, based on our experience we would urge every business in Ireland who has a real ambition to use CX as a strategy to win and retain target customers and drive profitable growth to undertake their own survey of employees. In this way you can diagnose your strengths and weaknesses across the key competencies, take the learnings and action.

 

Note: The findings shared in this article were captured using an online poll, interviewing a nationally representative sample of 1,000 workers over a 5-day period in September 2018. The same approach we have used for this research over the past 3 years 

 

ABOUT THE AUTHOR

 

Clare Kavanagh, CCXP, is Managing Director of specialist customer experience consultancy, W5 

Clare.kavanagh@W5.ie

 

Clare Kavanagh, shared the results of this survey at a recent CXPA event in Dublin.

CXPA (Customer Experience Professionals Association) Ireland is the Irish chapter of the global CXPA organisation that comes together to promote and develop Customer Experience best practice.  As a rapidly growing organisation we are keen to welcome new members and anyone with an interest in CX to become involved. Please contact the CXPA here at cxpaireland@gmail.com to join.  

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A Day in the Life of… Geoff Lyons FMII, Managing Director at PML Group

Posted By The Marketing Institute, Wednesday 10 October 2018
Updated: Tuesday 9 October 2018

Geoff Lyons PML Group

The Marketing Institute: What does a Managing Director at PML Group do?

PML Group is Ireland’s largest Out of Home media agency, our clients span across multiple sectors and services meaning we have the privilege of working with amazing Irish and Global brands. Our clients are at the heart of our business and it’s our job to connect their brands with audiences as they go about their daily lives. We do this in multiple ways through the use of data led audience understanding and brilliant marketing across classic, digital, ambient and experiential Out of Home platforms. It’s my job to ensure we’ve the very best talent and tools in place to perform this function, and I’m glad to say we’ve the best team in town. 

 

What were your key career moves to get to your current role?

As part of the milk round process in University I was placed in INM on a graduate program. That internship lasted 18 years! I had a wide variety of amazing experiences and roles. Publishing prepares you for a lot given the ever-changing fast paced environment that you work within and multiple external touchpoints associated with the business. The experience across a variety of disciplines on the commercial and marketing side helped me prepare for my role today in PML Group. We work to understand multiple audiences, their movements and their behaviour so as we can create meaningful real world connections for our clients’ brands.

 

What is the biggest challenge you face in your role?

My biggest challenge is keeping up with my brilliant team. Our medium is constantly evolving and our expert team is continually testing the boundaries of OOH for our clients. It’s a high-class challenge and it’s exactly how any business should operate, innovation must come from every angle in your organisation.

 

What key skills do you need to be effective in your role?

We work in a creative client focussed business, in order for me to be effective in my role it’s imperative that my colleagues have the very best tools and services to do their jobs for their clients and that we are all empowered to explore the potential and possibilities for brands. For example, we’re changing the thinking and delivery of Digital OOH with our proprietary Dynamic Liveposter technology that unlocks infinite creative possibilities for brands on multiple screens at scale. The only limit here is creativity, and as we know, there is no limit to creativity.

 

Describe a typical working day.

There is no typical day, there is perhaps a typical week that involves multiple interactions with my colleagues and our clients ensuring that the business is doing what it’s supposed to. I believe strongly in the power of people and unleashing their potential is good for our clients and of course our business. Trying to understand the future is my other passion point, so I do take time to understand what’s happening in our industry globally to ensure we are best placed in Ireland to make a real difference for our clients.

 

What do you love most about your role?

I am very fortunate in that I get to work across multiple industries and brands. This keeps it really fresh for me and for my colleagues. Ultimately marketing and advertising is about selling products and services and Out of Home is an extremely effective medium to do this job. I do feel very lucky to be working with a medium I love which I believe is the past, present and future of Brand Marketing. If you’ll pardon the pun, I’m in a great space!

 

Looking ahead, where might your career path lead to next?

Wow, that’s an interesting question. If you’d asked me that 2 years ago I am not sure I’d have told you that I’d be managing PML Group, but here I am and I love it. As I said earlier, OOH is the past, present and future I look forward to continually driving innovation into the medium ensuring it continues to deliver for our clients in even more new and exciting ways.

 

To whom do you look for professional inspiration in your role?

I’ve worked with great leaders in the companies and the businesses I’ve worked with and I’m very grateful for that. I’ve been fortunate also in that I’ve had the privilege of working with leaders in senior roles across multiple industries. I have taken inspiration and learned from every one of those encounters. That said, I take the most inspiration from my colleagues, I work with an amazing group of people who demonstrate immense diligence and incessant innovation every day in line with our mission to Be More Now for each other and importantly for our clients every day. 

 

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Getting Angry about Social Media

Posted By Martin Thomas, author of The Financial Times Guide to Social Media Strategy, Tuesday 9 October 2018

Most books are written out of a sense of frustration or even anger.  You want to get something off your chest and writing 60,000+ words tends to do the trick.  What made me angry enough to write The Financial Times Guide to Social Media Strategy was the way in which social media practitioners appeared obsessed by the 3Ts of tactics, trivia and technology.  They were wasting time and money on tactical activities that were not aligned to real priorities and wondering why no one took them seriously in the boardroom.  Too much of their attention was given to often trivial outputs – cleverly-worded tweets, attention-grabbing posts, amusing videos, beautifully art-directed images, funny Snapchat filters – and not enough on measurable outcomes. Opportunities were being missed.  Bad ideas were slipping through the net, whilst good ideas were underfunded.  Lessons were not learned.  Risks were taken that were avoidable.

These faults were the inevitable consequence of the haphazard way in which social media emerged.  Most organisations began using social media without a clear strategic goal. Facebook pages and Twitter accounts were set up on an ad hoc basis, without necessarily taking the time to decide what they were for and how they would benefit different stakeholders.  Simply having a social media presence was deemed to be sufficient.  Few people were asking simple, strategic questions, such as why are we doing this?  How is this going to add value to our customers?  Does it meet or satisfy a real customer need?  Could we achieve our objectives more cost-effectively by doing something else?  

The issue has been exacerbated by what appears to be the new economy’s disregard for strategic planning. ‘Fail fast, fail often’ has become the mantra of Silicon Valley to justify an impatience with deliberation and careful analysis and a laissez-faire attitude to process and strategic rigour.  When the algorithm can provide a solution within nano-seconds, the human act of thinking through a problem can appear self-indulgent and the discipline of planning viewed as almost unnecessary.  Why bother trying to find the right answer when you can test every conceivable option until you find the solution?  There is also a tendency amongst many operating within the new economy to dismiss the received wisdom and practices of an earlier age, which includes what they consider an anachronistic focus on planning, processes and corporate governance.  It has led to an unhealthy focus on tactics and technology, rather than strategic thinking.      

 

As a direct consequence of this ad hoc, unstructured approach, most organisations lack robust systems and processes or the resources to make the most of social media and minimise its risks.  This means that:

  • Activities and investments are not aligned with organisational priorities or customer needs;
  • The mix of social media channels and accounts lacks any strategic logic;
  • There are ‘orphan’ corporate accounts, with pitifully few followers, from which the hosts have not posted or tweeted for months, if not years;
  • Results are likely to be inconsistent and difficult to measure;
  • Money and time is being wasted;
  • Team members are unclear about their specific responsibilities or objectives;
  • Ownership of the social media function is contested between different departments;
  • Valuable intelligence and information derived from social media is not being shared widely across the organisation;
  • Many managers are cynical or apathetic about the value of social media and consequently wary of making any significant investments.  This tends to create a vicious circle in which cynicism leads to under-investment and a lack of senior management focus, which means even poorer results and even further cynicism;
  • Organisations are unwittingly exposing themselves to unnecessary risks.

 

My book aims to put all of this right.  The Financial Times Guide to Social Media Strategy hopefully demonstrates the value of adopting a more strategic approach to deliver more effective campaigns, build more valuable networks, gather smarter business intelligence, enhance customer loyalty and transform corporate culture, while at the same time navigating the risks.  It is also an unashamed champion of the continued value of strategic thinking.  Strategy still matters, even in a dynamic, always-on, real time digital world.  If I can encourage even a few people involved in the use of social media to think, to analyse, to plan and to ask questions before embarking on any social media initiative or making any significant investments, my anger will not have been wasted.

social media strategy

 

 

The Financial Times Guide to Social Media Strategy: Boost your business, manage risk and develop your personal brand, published by FT Publishing International, is available on Amazon and from all good book stores.

 

 

     

 

 

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Taylor & Sexton shine in ONSIDE's most admired survey

Posted By ONSIDE, Wednesday 3 October 2018

John Trainor Onside

While Conor McGregor shapes up for a potential 2.5 million pay per views box office hit at UFC 229 fight card next Saturday, Irish boxer Katie Taylor has retained her status as Ireland’s Most Admired Sports Personality, according to leading sponsorship advisors ONSIDE.

Taylor, who will see her own box-office movie 'Katie' hit Irish cinemas on October 26, retained and extended her No.1 position in the latest ONSIDE STAR TRACK 2018, as last year’s No.2 McGregor dropped to 3rd position, behind Ireland assistant manager Roy Keane. 

According to John Trainor, Founder and CEO of ONSIDE: “Digging behind individual performances, Taylors dominance in appeal among the Irish female public is undisputed, while McGregor’s strong point remains among 18-24 year olds in Ireland, where he is the clear No.1 superstar.” Roy Keane has emerged as the sports star that Irish males admire most, fuelled in part by a strong support from the public in Munster.

Meanwhile, as rugby warms up for a mammoth 12 months ahead, including a testing battle with the All Blacks in the Guinness Series in November and a defence of the Six Nations Title in Q1 2019 as a run into the RWC2019 in Japan this time next year, Johnny Sexton was singled out by the latest ONSIDE research as the rugby star with the most momentum behind him at present.  Trainor notes: “While legend’s Brian O’Driscoll, Paul O’Connell and Ronan O’Gara all still score in the ONSIDE Top 10 Most Admired Sports stars of 2018, Johnny Sexton has shot up the leaderboard to join the past players in our latest Top 10. Sexton is poised to cement his positon alongside his fellow rugby legends and other stars like Sonia O’Sullivan and Padraig Harrington as Ireland’s most admired sports heroes for years to come”.

GAA personalities that scored highest in the ONSIDE STAR TRACK 2018 included a mix of players and management, with Stephen Cluxton the Top Most admired current Gaelic Football star and Joe Canning the Top Most Admired current Hurling star in 2018.  Also singled out by the public for admiration were Dublin Manager Jim Gavin and Kilkenny Manager Brian Cody.

Trainor notes: “2 in 3 of the Irish public could name a sports person they admired most this year, with an increase in the number and variety of different sports-related stars winning the Irish public’s hearts and minds rising to 58 – with 2 in 3 of these being GAA, soccer or Rugby stars.”

Outside of sport, The ONSIDE STAR TRACK 2018 also found that Ryan Tubridy & Gay Byrne now share the Top status as the most admired television or radio personality in Ireland, with Miriam O’Callaghan replacing Pat Kenny to make up this year’s Top 3. According to Trainor: “While Gay Byrne continues to win huge loyal admiration in Dublin and among males, Ryan Tubridys’ fan base is most noteworthy among the public in Connacht, among Irish females and among 18-24 year olds”.

While Conor McGregor continues to open the flood gates of earning potential through new moves such as his own Proper Twelve Irish Whiskey sponsoring every UFC event in which he fights, Trainor believes “there is plenty of room for stars like Katie Taylor, Johnny Sexton and some of Ireland’s Top Sports Managers across Rugby, soccer and GAA to front the right ambassadorial programmes with major brands in 2019”. Trainor anticipates more ground breaking approaches to include ambassadorial cross-overs in sports like golf and between sport and music platforms that provide the next generation formula for personality based business and brand building initiatives.”

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A Day in the Life of... Claire Looby, Marketing Manager at The Irish Times

Posted By The Marketing Institute, Wednesday 3 October 2018
Updated: Tuesday 2 October 2018
Claire Looby Irish Times 

The Marketing Institute: What does a Marketing Manager at The Irish Times do?

Claire Looby: We keep the plates spinning. From managing internal & external stakeholders to getting the best from agencies & all those who are involved in projects, the Irish Times Marketing Manager needs to be able to take in the big picture as well as keeping in mind how the cogs of a project work together. A sense of humour is vital, as well as a true, honest commitment to the brand and all colleagues throughout the organisation. Essentially, our work has to be all about the people who create and read our product.

 

What were your key career moves to get to your current role?

I took the scenic route. Previous to joining The Irish Times I worked with the Wexford Festival Opera in roles across the organisation, front of house and literally behind the scenes. That was a great grounding in being proactive and getting involved in whatever needed to be done so that the show could go on. In the media world it is essential to have that kind of flexibility and drive as things can develop and change quite quickly. I joined The Irish Times in the Advertising (now Media Solutions) department, and that gave me the opportunity to get to know the brand and staff really well. I am a firm believer in the value of experience and I would say that one of the most valuable tools in the Marketing Manager’s toolbox is the ability to access all their experience in order to drive a project to success.

 

What is the biggest challenge you face in your role?

Sometimes it seems that there just aren’t enough hours in the day – not that I’m advocating a 24-hour working day! When you’re working concurrently on a number of key projects, as we often are in The Irish Times, it can be a challenge to take a step back and monitor progress. Headspace is needed to make clear decisions and to see the opportunities that turn a good campaign into a great one; that takes effort in itself, but it’s well worth it.

 

What key skills do you need to be effective in your role?

There are common threads that weave through the role of Marketing Manager across a range of sectors, but some that are key in my current role are clear-headedness and energy to react in a positive way to new developments. We measure effectiveness through a number of tools, including reader feedback, sales and awards – of which we have won several. But to be effective as a team leader and key player the most important thing is to listen... to the team, to colleagues across the organisation, and to our readers. It’s all about having the radar switched on.

 

Describe a typical working day.

I’m sure other marketers will echo this – there’s no such thing as a ‘typical’ working day. As a team we make sure that we set time aside throughout the week for formal and informal catch-ups, so we’re all aware of the workflow and potential challenges that each member of the team is facing in the week. The scope of our activity is very wide, including large and small events, ATL campaigns and all-important digital campaigns. Planning is key, so we map out activity in the short- and long-term and that gives the team the necessary framework for all our activities, as well as the freedom to bring fresh ideas into play wherever we can.

 

What do you love most about your role?

This is one of the most interesting jobs in one of the most interesting organisations in the country. The phrase “there’s never a dull moment” doesn’t come close to describing a day in the life of The Irish Times. I have a unique opportunity to rub shoulders with some of the best and brightest thinkers in the country, and I really do believe that the company you keep raises your intellectual abilities. I am very fond of saying that the Marketing team here is the hardest-working team in the city, and I’m happy to stand by that.

 

Looking ahead, where might your career path lead to next?

The possibilities are endless. I have been very fortunate to have the opportunity to learn and grow within The Irish Times and the contacts I have made through various projects and campaigns are second to none. I am a huge fan of life-long learning and I think that the more opportunities we have to learn in our working day, the more fulfilled and productive we can be. I’m very excited to be part of the next stage in The Irish Times’ development as a media organisation. There really never is a dull moment.

 

To whom do you look for professional inspiration in your role?

I’m a bit like a magpie in my sources of inspiration and I am constantly learning from colleagues, team-mates, clients and readers. Over the years I have had the privilege to work with some impressive people within the organisation and they have helped to shape my thinking in so many ways. I think that it is incumbent on any marketer to source inspiration from many places, not just from our own discipline. The narrower the focus, the less we’ll learn, and we cannot afford to waste any opportunity to get an insight or nugget of learning as being open to these, regardless of the source, is something that turns a good marketer into a great one.

 

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