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02 May '15 | Debjyoti Paul

German Shoppers: Meet Them in the Fast Lane to Phy-gital

15 January '15 | Ralf Reich

Shoppers Will Share Personal Information (But They Don’t Want to be “Friends”)

15 January '15 | Anil Venkat

Modernize or Perish: Property and Casualty Insurers and IT Solutions

14 January '15 | Manesh Rajendran

Benelux Reaches the Phy-gital Tipping Point: Omnichannel Readiness is Crucial

13 January '15 | Anil Gandharve

The New Omnichannel Dynamic: Finding Core Principles Across Industries

13 January '15 | Debjyoti Paul

Technology does not disrupt business – CIO day 2014 Roundup

02 December '14 | Anshuman Singh

Apple Pay – The Best Is Yet To Come

02 December '14 | Indy Sawhney

Digital transformation is a business transformation enabled by technology

01 December '14 | Amit Varma

3 Stages of FATCA Testing and Quality Assurance

06 October '14 | Raman Suprajarama

3 Reasons why Apple Pay could dominate the payments space

18 September '14 | Gaurav Johri

Beacon of Hope: Serving Growth and Customer Satisfaction

05 August '14 | Debjyoti Paul

The Dos and Don’ts of Emerging Technologies Like iBeacon

30 July '14 | Debjyoti Paul

What You Sold Us On – eCommerce Award Finalist Selections

17 July '14 | Anshuman Singh

3 Steps to Getting Started with Microsoft Azure Cloud Services

04 June '14 | Koushik Ramani

8 Steps to Building a Successful Self Service Portal

03 June '14 | Giridhar LV

Innovation outsourced – a myth or a mirage or a truth staring at us?

13 January '14 | Ramesh Hosahalli

What does a mobile user want?

03 January '14 | Gopikrishna Aravindan

We Are All Marketers

Posted on: 25 January '11

Stop me if you’ve heard the following exchange take place in your company. Someone innocently asks the question “Who (in the room) is part of sales?” only to hear “We are all in sales.”

As CMOs finalize their strategic marketing plans and budgets for 2011, we need to develop a similar mentality within our organizations towards marketing. That is, a mindset that everyone within the organization – HR, IT, Finance, Legal to name just a few – impact the entire brand experience from the customer’s point of view.

Once a prospect becomes a client, this is typically the point where marketing would lose insight into the client’s experience. Whether it is creating/negotiating a statement of work; setting up a client for invoicing; getting a client access through your corporate firewall; or contacting customer services for technical support, these experiences all go a long way toward defining how your clients view your brand. This is “beyond the purchase.”

Maybe once a year, it would make sense to assemble team members (temporarily) from across these functions to discuss and map your customer’s brand experience. Together, they can help the collective organization understand what the need(s) of the hour is – enhancing customer experience and client satisfaction.

This won’t be easy. Getting people to think beyond their job definition to focus on the customer will inevitably be met with resistance. It may require that an individual’s objectives include at least one companywide objective; or that a part of everyone’s bonus get tied to improving customer experience.

But it will be worth it.

Mindtree Blog Archives

Mindtree blog Archives are a collection of blogs by various authors who have independently contributed as thought leaders in the past. We may or may not be in a position to get the authors to respond to your comments.

  • i think it is also very important to map what our customers know and “think they know” about our organization & how consistent is the mental picture with their actual experiences with our org( which rightly said by you is the brand experience)

  • Hi
    A bit puzzled by this post. I can understand how finance would impact the brand experience from the customer point of view – billing, refunds etc could be taken up by accounts, which is a sub set in the finance team. Or for that matter legal department would be involved in drafting various legal agreements pertaining to sale or license or copyright etc. But some departments strictly have nothing to do with the customer. Say, HR. True, a good HR department makes for happier more productive employees. But isn’t this stretching things a bit too far?
    Further, there needs to be an understanding among the technical guys and the sales guys that they can complement each other but not takeover each other’s roles. If they try and step into each other’s shoes, the result would be one dissatisfied customer.
    I am so sure I am missing the point you are trying to make. Could you elucidate Joe?

  • Joseph King

    Yes Srikanth. You are correct. Perception versus reality.

  • Joseph King

    Hi Lubna:

    I understand your confusion. In some organizations, perhaps yours, HR doesn’t have any direct contact with your end customer. At MindTree, on occasion our People function (what we call HR) does.

    The point is, people need to realize every touch point with the customer, no matter how small or seemingly inconsequential, impacts that person’s view of your brand.