Why empathy is about meeting the customer on their terms

Centralizing decisions and basing actions on context is key to delivering real value to your customers.

It might be a harsh truth for our top marketers to swallow, but two-thirds of buyers believe marketers don’t care about their needs.

This is evident from a Pega poll of 5,000 people. And when you look at what marketers stand for, it’s easy to see what a feeling is taking root.

“Think about the scope of your business,” said Andrew LeClair, Pegasystems senior marketing manager. “You’re literally trying to manage billions of interactions with millions of customers through hundreds and hundreds of programs on dozens and dozens of channels – and it’s very complicated. And unfortunately, we’re going to uncover the complexity. Enough to get the customer out the door.”

This is a recurring cycle for many marketers, as the conversion requirements and technologies we have at our disposal to cause explosion after explosion reinforce the idea that marketers don’t care.

But according to LeClair, a more empathetic approach can not only build more trust with your customers, but it can also be better for businesses.

“Empathy means understanding someone’s feelings, thoughts, emotions, context or situation and then being able to fit them into a specific conversation,” LeClair said at a recent MarTech conference. “And it sounds really easy when you’re talking about someone dealing with someone else, but when we try it as a large-scale brand, we’re going really hard.

So we can turn it upside down.

Centralize decisions

As marketers know, the martech universe is expanding enormously as there are over 8,000 solutions available. Just because each technology creates different ways to engage your customers doesn’t mean you should overdo it.

“There are 8,000 unrelated silo applications, each with their own brains, rules, data models, and ways for customers to understand, communicate and communicate,” said LeClair. And although they come from the same supplier, we all know that no one is made to work together. They are all built to primarily sell companies like our products to customers. and help us solve customer problems in this regard.

Instead, LeClair said it was critical to install a central decision-making authority that was critical to all channels of action that collect, collect and analyze data. This is the difference between working with 8,000 disconnected brains or just one.

‘And what this brain does is based on all the data it collects, it looks at each customer at each unique moment and determines what their context is, what their situation is. And can we do something to add value? Is there the next best action we can take? And we learn it all in real-time by using things like artificial intelligence, customizable models, machine learning, and the best actions in all these channels.

P x V x L

The idea of   following the best actions is very important if your organization can offer a more empathetic marketing strategy for your customers, but also a lot of work for your business.

The key here, says LeClair, is to understand the customer’s tendency to accept an offer, the value it will have for your business, all in the context of a given situation.

“The next best action is simply the one with P [trend] multiplied by V [value] multiplied by L [leverage],” he said.

LeClair gave the example of a customer “in our schedule during a lunch to click on multiple pages”. This click flows directly to this centralized brain, the decision hub, which re-evaluates the profile in real-time to see if this activity indicates a change in the current state of the customer – such as the retention risk.

“So what we can do is immediately recommend our next best loyalty offer and offer it on the mobile channel as well as online,” he said.

But maybe the same customer later buys something, which gives the seller another chance to suggest something that matches the purchase.

The second time the purchase data arrived, we marked it again. B x V x L and your next best action is not this conservation plan. “Instead, we’re moving on to the offer of a reward,” he said.

‘If we’re going to use empathy, it’s not enough to just know what to do. We must therefore communicate the decision to the client at the time and therefore be able to adapt and change the experience in real-time so that it is always relevant to his current situation.

Show that we care

While creating centralized decision-making power and using it to perform the following client-relevant actions can show much more empathy than a marketer, it is sometimes important to remember who really has control over the relationship.

“What we need to do is engage the client on his terms,”   LeClair said. “Then it just caught our attention. It’s not about when we feel like talking to them. He listens constantly, constantly watching his context and only getting involved if we can add value.

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