Instilling a Mobile Mindset for the Customer Journey
Ideas often strike at random, coming to everyone on a team equally. In fact, many ideas come from the bottom and work their way up. The problem, is not coming up with or developing these ideas. The main problem is passing them up the management chain, running them by a boss or even a company CEO.
When someone like you comes up with a brilliant idea, getting the plan in front of decision makers is not an easy task.
Take the idea of creating a “mobile first” customer experience program, for example. Nearly everyone these days knows that mobile is the way to go. There’s no way to ignore it.
Mobile is the way, sure, but penetrating said market is not necessarily as straightforward. And that, is exactly where ideas and plans come into play, specifically from employees or team members who know how to meet with success. A mobile-first mindset and digital transformation is not something that just happens overnight.
Of course, you still have to get your ideas in front of your bosses and your boss’ bosses. Not only that, you need them to see reason, and understand why and how your ideas or concepts will work in their favor. Want a successful executive buy-in for the purpose of transforming customer experience for your brand?
Here, are several ways you can propose such a thing, best practices, so to speak.
Identify Driving Factors
Before you lay your plan(s) at the feet of decision makers, you need to assert your goals and how they will be achieved. The only way to do this is to present a case of industry trends, characteristics, and major factors and then briefly explain how they will impact your organization. What this does is establish trust between you and your superiors and creates confidence in your knowledge. It also provides them with a clear idea of how things will play out should you succeed, or the opposite, should you fail.
Note Problems, and Identify Solutions
In risk assessment, one of the first things you do is note and identify problems, and then come up with potential solutions for said obstacles. This ties in with the step above, because in order to ensure those driving factors affect your organization in the way you want, you must also pivot your strategies appropriately. It means assessing and taking into account the trends that will emerge in the future. Instilling a mobile-first mindset, and digital evolution for your organization is a great example of this.
You must be able to both present and easily explain all of this to your superiors.
Become an advocate and fully invested representative of your ideas and strategies. To really sell it, and push a mobile-first experience, you will need to show the higher-ups you truly believe in your plan.
Compare both your plan and any impacting factors to those encountered and deployed by the competition. Benchmark their success - or failures - and briefly explain how you and your organization will achieve different. In the case of success, you want to be even more successful, and in the case of failures, you want it not to be so.
This will also allow you to pace your strategies and actions, so that you can either keep up or outperform the competition. You better believe upper management and decision makers are going to want to hear how you can jump ahead of the pack, so be sure to detail everything you can.
Have Your Plan or Strategy Ready for Presentation
Having your plan ready to execute at a moment’s notice is important, yes, but for your superiors you need to be able to present the entire setup from beginning to end. This not only includes the plan itself, but also how you’re going to implement the entire process. What platforms and tools will you be using, and are there any other limitations or requirements to be considered?
Also, be sure to explain how you and your team fit into this plan. Who else is needed, and what will they be used or responsible for?
Be Specific and Keep Your Target Focused
Failed plans tend to be broad and far-reaching, often wearing thin a team or organization as they spread their influence and focus to match that expanse. In reality, your plans and strategies should be deep, yet not wide. Keep your targets and focus specific, offering insights and solutions that will solve a particular problem. After the solution is implemented and progress is made you can expand your limits, if you have further plans. But first, keep your focus specific, as this will ensure you are ahead of the curve.
Use Branding and Narrative to Establish Culture
First adopters of a new or influential strategy from a mobile-first standpoint, are usually always internal teams. The best kind of change and transformation often comes from within an organization, deep-seated amongst the existing ranks. A successful plan or strategy that factors this in, will have a positive influence on a brand’s identity, narrative, and reputation. It also strengthens culture from within, resulting in higher internal trust, better employee engagement, and improved customer experiences. Engaged employees and team members are 24% more likely to help boost sales than uninvolved members.
Demonstrate Impact on ROI
Return on investment is a concept we all understand, simply denoted by value. If you put something in, what do you get out in return? To show your superiors what they can expect from your plans and strategies you absolutely must be able to account for and demonstrate the ways in which your mobile-first customer experience program will impact your organization’s ROI.
Did you know that 93% of CMOs are under pressure to demonstrate and deliver measurable ROI ratings? That should give you a good indication of just how important solid ROI examples are during your presentation.
Make It Count
Timing is crucial, for everything. But you also have to remember that the management team, CEOs, C-suites, and executives are remarkably busy. They have little time to entertain ideas, especially if they have no backbone or proof of success.
Throughout everything you do in your presentation and how you draw up your plan, be sure to honor a succinct and to-the-point discussion or demonstration. Don’t waste anyone’s time, including your own. If it’s not an essential element or necessary component of your plan, then there’s no need to explain or explore it, at least not to the higher-ups.
Right alongside this is the idea that you’ll need to capture their attention. Don’t be afraid to think outside the box, and go with an unorthodox or material strategy. Bring your executives complimentary and delicious coffee if the meeting is scheduled early in the morning. If the meeting is taking place in the afternoon, offer them a working lunch or snacks. You could even do something like offer a ride-share opportunity or paid transportation for on-the-go workforces. Higher ups are busy and you need to factor that into your overall approach to delivering the message so that it is received in the most optimal environment.
In the end, there are many ways to make the entire presentation count, do what you can to see that it happens.