In June I detailed an innovative participatory marketing program at the Westin Boston Waterfront Hotel. The “running concierge” program demonstrated how leading brands can build a differentiated customer experience through participation and even operationalize it. It also showcased the importance of moving beyond data and using public-facing employees to engage customers in ways that provide a benefit while also reinforcing your core positioning and marketing messages. While I’ve detailed several examples of participatory marketing in this blog over the last 10 months, I think the Westin example and ones like it are among the most powerful. Why? Because they use real people and, like social media, demonstrate the power of getting as many people as you can involved in your brand, particularly those that work for you. 

The Westin program also reminded me of the countless opportunities nearly every brand has to engage customers to participate with their brand on a daily basis - be it your help desk, store personnel, web site or online customer service consultants like Saturn’s -- which was highlighted in my recent eM+C email marketing column. In the Saturn example the online consultant effectively moved me through the purchase process and offered me a special incentive to take a test drive. Where the program unfortunately fell a bit short was its inability to continue the conversation by asking me to subscribe to future emails from Saturn. However, the lessons are clear – every touch point is an opportunity to engage, encourage participation and continue the conversation. For marketers the next steps are clear. 

• Audit all customer touch points
  • Web site
  • Communications
  • Customer service/help desk
  • In store o Etc.
• Build a strategy that:
  • Engages the customer by offering value
  • Encourages a desired action and engages the customer to participate with your brand further
  • Attempts to continue the conversation
• Commit to innovation and open communication
  • Involve employees in the process by sharing winning programs and case studies that encourage brainstorming and idea exchanges among critical consistencies.
• Train
  • The Saturn program and other successful and notable programs like Comcast Cares, Zappos and others all demonstrate the importance of training employees and making the commitment to the customer front and center.
• Execute and evaluate
  • Like any great program, success is in the details and your ability to not only execute but evaluate learnings so the program can evolve and get better.

Last but not least, as the Westin example demonstrated – the ability to operationalize a program can be the ultimate differentiator when it comes to building a truly unique and valued customer experience.

Til Next Time