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The importance of managing experiences properly is not a new concept. Back in 1998, Gilmore and Pine published an article in the Harvard Business Review, coining the term ‘experience economy’ and focusing on the ‘fourth economic experience’. They argued that the service economy followed the three previous stages of an economy: agrarian, goods-based, and service.
As we found in our previous articles in this series of blogs about the employee experience, creating a positive employee experience is vital for companies who wish to attract and retain the best personnel. And designing that experience should be approached with a methodical, results-based process that looks at the experience holistically.
We talked about the experience economy in our previous blog and why the employee experience is so important. To create the optimum employee experience, it is first necessary to understand where the areas of friction are. Only then can a positive experience be designed that will increase productivity, improve retention rates, and enhance brand reputation.
In our previous blogs we looked at how and why the employee experience has become so relevant to a company’s productivity, profitability, and brand identity and reputation, as well as the factors that have the greatest impact on it.
The automotive industry is changing, and in this first blog in our automotive series, we explore how smart tech and connectivity within the car is increasingly changing the automotive industry, and why the car is no longer ‘just’ a car; automobiles are now even a mainstay at the influential Consumer Electronics Show, held every year in Las Vegas. So, what should automotive brands be doing right now to stay relevant?
The automotive industry is no different to any other when it comes to online and in person experiences. Organisations need to understand and recognise their target customer’s digital behaviour and expectations and ensure that the physical experience matches it. And vice versa, of course.
In our previous blog we talked about reimagining the customer relationship in the automotive industry and how customers want to connect with brands on their own terms. Here we look at the siloed structure of how manufacturers and dealers manage their operations, how it is at odds with customer perceptions, and how it can change.
In our last blog about the future of the automotive industry we looked at why it is so important to ensure that digital and physical experiences are merged seamlessly. Here we discuss the ever-greater role that consumers are playing in shaping the reputations of brands and dealers. It is an area that companies cannot afford to lose control of, so it is important to be proactive.
In this series of blogs about the future of automotive retail we have looked at the challenges currently facing the industry. The linear processes of a facility-focused model are no longer fit for purpose. We have looked at how companies need to embrace a holistic, online, and offline presence that provides exceptional customer experiences in order to compete. The way that brands manage this shift will be key to their success going forward.
In our previous blog The Future of Automotive Retail: the 5 most important things automotive brands should do, we discussed how the industry is changing and the five main ways in which brands can rethink the buying and car ownership experience.
In our previous 2 blogs in this series about the future of the automotive industry, we have looked at how customer expectations have changed while the industry itself has been slow to adapt.