CX is a relatively new focus for B2B infrastructure brands. It requires both business-trained and creatively-minded marketers to take on an entirely different discipline that is much more process oriented. Mapping the customer journey is often a painstakingly linear exercise at first that addresses phases of the journey, moments of truth, and triggers. Then, it layers in roles throughout the organization and intended outcomes and measurement strategies at each touchpoint. While not complicated, the process can be quite complex.

An infrastructure brand may find itself lagging if it has not yet hired a CX champion — a person truly trained in the discipline — rather than a brand marketer taking the reins. Those that have found this leader report success. CX leaders often start with the fundamentals (i.e., infrastructure marketers working on foundational CX infrastructure).

Brands that skip the fundamentals may find themselves unplugging many programs and projects, only to back up and start again.

The CX role offers a critical missing piece to executive teams that are ill-aligned on priorities. CX leaders must facilitate planning conversations and go-to-market strategies that tap the intersection of data, voice of customer and actual business metrics.

These conversations can be challenging. Historical infrastructure brands have built a legacy of solid product manufacturing and strong relationship management but struggle to determine how the changing world of customer expectations will evolve the brand to an aspirational future — ultimately shifting the brand’s bedrock.

While this may be an exciting proposition for some, the premise can be paralyzing. The questions become:

  • Where to start evolving the role of marketing?
  • What disciplines to align with marketing? E.g., product management, sales, innovation, project management, etc.
  • Who should own the effort? Brands with highly matrixed organizations or complex distribution systems find it challenging to determine what corporate should own and manage vs. localized distributor branding and lead management.

The responsibilities of CX leaders include:

  • Help prioritize complex product lines targeted to multiple segments.
  • Complete not only segmentation work to make the best use of marketing’s dollars, but also perform customer persona or mindset work.
  • Leverage persona/mindset work to help executive teams understand how consumers’ buying habits are changing.

Related: Tackling the Top Three Marketing Challenges of a Matrix Organization

So how do you identify and find the CX leader your organization needs? They’re often found standing at the intersection of advocating for your business and advocating for your customers using research, models and projections, and behavior trends. Whether you already have CX leaders in your organization just waiting for the opportunity to lead your company forward or need to hire for the role, you can set them up for success by building a strong team to support them, including partners like Simantel.

Are you looking to gain alignment and achieve better CX within your organization? We’ve got you covered with The Big Lil’ Book of CX. This ebook offers actual tips, tricks and tools that you can use today to gain alignment.

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