North America

USA - New York

New York
New York
275 Seventh Ave, Suite 706
New York, NY 10001
P: +1.646.722.3041
newyork@prime-research.com

USA - Detroit/ Ann Arbor

Ann Arbor / Detroit
Ann Arbor/ Detroit
309 Maynard Street
Ann Arbor, MI 48104
+1 734 913 0348
annarbor@prime-research.com

Europe

Germany

Frankfurt / Mainz
Kaiserstrasse 22-24
55116 Mainz
+49 6131 2180 0
mainz@prime-research.com

United Kingdom

Oxford
58 St. Aldates
Oxford, OX1 1ST
+44 1865 324 911
oxford@prime-research.com

Switzerland

Zurich
Badenerstraße 549
8048 Zurich
+41 43 210 97 46
zurich@prime-research.com

South America

Brazil

Sao Paulo
Av. Roque Petroni Júnior, 1089
São Paulo, SP Brasil – 04707-900
+55 11 3033 5858
saopaulo@prime-research.com

Asia Pacific

China

Shanghai
Rm.306, Bldg. 2
Lujiazui Software Park No. 100, Lane 91, E'shan Rd. Pudong Shanghai 200127, China
+86 21 6859 2099
shanghai@prime-research.com

India

Office no. 3, 14th floor German Center
Building No. 9B -DLF Cyber City
Phase-III Gurgaon - INDIA
+91 124 463 6045
newdelhi@prime-research.com

Engagement, Engagement, Engagement

Posted On October 12, 2017

by Nadin Vernon, PRIME Research


Today’s consumers are spoilt for choice. Whether you consume a lot or a little, are looking for a product, a service or an experience, not only is there a plethora of choices out there, most options are handily accompanied by reviews and ratings. However, this doesn’t necessarily make our decision process as consumers any easier. Those of us who consume less tend to be even pickier about our choices. How do we, as modern savvy consumers – more informed and empowered than ever – decide what and who to invest our precious time in?

Engagement is not a new term, nor is the notion of it representing today’s currency. However, marketers are increasingly struggling to find ways to engage their customers. Not once or twice, but on a continuous basis.

I recently attended an event entitled ‘Winning in the Engagement Economy’ by 3radical which explored all forms of engagement, both from a customer and employee point of view.

Rusty Warner, Principal Analyst at Forrester Research argued that we must embrace context to become customer-obsessed. “Customers value brand experiences that help them accomplish things or make their lives easier.” As service providers then, we must focus on usefulness before cleverness and offer a meaningful and compelling value exchange.

The journey doesn’t stop here, however. Just because we managed to win our customer’s attention once, does not make our strategy sustainable. “Grabbing the attention of prospective customers is one thing—keeping them engaged beyond that is something completely different”, as Alastair Cole, CIO at Andrews Aldridge put it.

We have to understand changing customer behavior and preferences. In order to do that we must listen to our customers, find out how they tick, what keeps them up at night and offer ways to help. By delivering an experience with promise, we can build deep and dynamic relationships.

Cole identified five winning behaviors to keep customers: be quick, be captivating, be helpful, be authentic, and be personal.

This strategy can be applied to consumers and customers in any industry, be it B2C or B2B. At PRIME Research we find that the most successful programs flourish from full engagement and close collaboration between partners, built on trust and understanding. Listening is key as a first step on the road to developing the best fit.

Looking at the engagement economy from all angles, it makes sense to also explore employee engagement.

Adam Henderson, a speaker and writer on the modern workplace caught my attention a while back with his article on flexible working. Henderson’s words really resonated with me as he explored how to tackle the current global employee engagement crises.

As an advocate of a new way of working, his message is clear: “Businesses need to fundamentally change the way they work to reflect the way the world is and not the way the world was.” As much as we strive to sustain customer engagement, this must extend to sustained employee engagement throughout the key stages of the employment cycle, namely recruitment, on-boarding, engagement, development and progress.

The Deloitte 2016 Millennial Survey published insights around expectations in the workplace. Salary, job title and job security were considered hygiene factors, while company culture, the ability to progress and learn, autonomy to get things done and measuring value on results rather than time served, scored much higher on the list of wants.

While some might say that these weightings exclusively apply to Millennials’ idea of the workplace, I agree with Henderson in that Millennials are simply early adopters of a new way of thinking and working – anyone can be a modern employee, regardless of age.

Given the seismic change and acceleration of our recent technological revolution, cultural lag is inevitable.

Deloitte found that the values that support long-term business success are people treatment, ethics, and customer focus.

In the pursuit of continuous engagement, we must listen and get to know our customers and employees to build authentic, deep and dynamic relationships.

About the Author

As a Strategy Consultant with PRIME Research, Nadin Vernon dedicates herself to driving client satisfaction through expertise, efficiency and quality. She can be reached at vernon@prime-research.com, and learn more about PRIME Research at www.PRIME-research.com.

Share on Facebook
Facebook
Tweet about this on Twitter
Twitter
Share on LinkedIn
Linkedin
Email this to someone
email

Share this to social

You may also be interested in

How Integrated Measurement Can Revolutionize PR

Written by Nadin Vernon. Editor's Note: This article was first published as a chapter within AMEC's free eBook "Demonstrating the Value of Communication" Finding new ways to implement strategies is at the heart of those who embrace innovation and adapt to changes in the industry. Technologies already available, as well as those being developed as we speak, have the potential to revolutionize existing methods. There has never been a better time for PR measurement. Working agency-side, you can let automation take care of the legwork and use valuable analyst time to interpret results and add value by storytelling. If you’re in-house, looking to set up your own program, you can benefit in the same way. There are hundreds of easy-to-use tools available that will help you on ...

Learn more

The Big Deal About Big Data & PR

by Amanda Peterson Big data has become one of the most significant trends in modern technology. It’s no exaggeration to say that today’s society is generating massive amounts of information. In fact, studies have predicted that more than 90 percent of data in the world was created in the past two years. Such a wide scope of insight can be extremely useful across a range of industries, which is why many businesses are finding ways to take advantage of it. The field of public relations is no exception to the list of industries using big data to their advantage. Though PR is commonly recognized as a creative field, it is strongly supported by a backbone of research. Utilizing data is becoming increasingly important in PR because of its ability to improve campaign performance and generate ...

Learn more

Der CEO im politischen Spannungsfeld

In der anhaltenden Debatte um Zuwanderung und Integration halten sich die Manager der großen Unternehmen meist vornehm zurück. Wagt sich ein CEO aus der Deckung, kann er indes heftig in die Schusslinie geraten. Der Vorstandsvorsitzende der Siemens AG hat sich im vergangenen Frühjahr pointiert in die bis heute nicht abebbende Diskussion eingemischt. Er reagierte auf eine Äußerung der AfD-Vorsitzenden Alice Weidel, die im Deutschen Bundestag von "Kopftuchmädchen, Messermännern und anderen Nichtsnutzen" schwadronierte. Kaeser reagierte entschlossen und eindeutig in einem Tweet: "Lieber Kopftuchmädchen als Bund Deutscher Mädel." Für den Siemens-Chef war sein öffentlicher Beitrag eine "Herz- und Kopfentscheidung". Enorme Aufmerksamkeit Mit einigen wenigen Zeilen hat der Siemens-Chef ein ...

Learn more